Episode #372: In Sales How To Be Liked By Different Types Of Buyers In Japan

Why do smart, well-intentioned professionals still struggle with certain colleagues or clients? In many 日本企業 (Japanese companies) and 外資系企業 (multinational companies), teams are diverse in mindset, pace, and communication style. If you rely on one “default” way of relating, you may succeed with people like you—but lose trust and influence with everyone else.

This guide shows how to apply nine classic human relations principles to the different personality types you will inevitably meet at work. The goal is not manipulation, but better relationships through flexible communication—especially for leaders, managers, and client-facing professionals in 東京 (Tokyo) and beyond.

Mini-summary: One style doesn’t fit all; relationship success comes from adapting how you communicate without changing who you are.

Human relations principles are practical behaviors that reduce friction and build cooperation. They help you move from “only connecting with people like me” to “connecting with people who think differently.”

Used ethically, these principles support trust, respect, and performance. Used carelessly, they can feel like flattery or control. The difference is intent: relationship-building versus manipulation.

Mini-summary: Principles work when they’re grounded in respect and genuine interest, not tactics.

Why do we naturally get along with some people and struggle with others?

Most of us form close circles with people who share our values, pace, and worldview. Our interests align, conversation is easy, and expectations match. But business life constantly introduces contrasting styles—people who interpret urgency, emotion, evidence, or connection very differently.

That mismatch creates stress, misunderstandings, or avoidance. The answer isn’t to judge the other person—it’s to adjust your approach.

Mini-summary: Friction usually comes from style mismatch, not bad intent.

How do you communicate with the “Time Is Money” (results-driven) type?

This person is busy, direct, outcome-focused, and self-demanding. They tolerate no excuses, dislike negativity, and rarely respond to superficial praise.

What works best with them:

• Appeal to results and goals. They are always hungry to improve, so link your request or idea to performance.

• Be concise, positive, and prepared. Complaints or long emotional framing turns them off.

• Listen without interrupting. They like to explain their thinking; let them finish.

• Use their name sparingly. It builds rapport, but overuse feels like manipulation.

• Find their real interests. If you hit something meaningful to them, they’ll make time even when “too busy.”

Mini-summary: Respect their time, focus on outcomes, and let them talk—rapport comes from relevance, not praise.

This person is gentle, reflective, and often cautious. They prefer slow trust-building and may be overwhelmed by high intensity.

What works best with them:

• Lower your speed and energy. Create space for them to feel safe.

• Avoid criticizing others. They look for good in people and dislike harsh judgment.

• Give honest appreciation. They accept sincerity and notice details.

• Ask and listen deeply. They open up in calm environments and share rich insight.

• Let them lead the pace. When they feel in control, they relax and connect.

• Make them feel important sincerely. Admire them openly without exaggeration.

Mini-summary: Slow down, be kind, and recognize them sincerely—trust grows through safety and respect.

How do you communicate with the data-driven, proof-first type?

This person relies on numbers, evidence, testimonials, and logic. Emotional arguments or vague claims don’t land.

What works best with them:

• Lead with data and proof. They respect evidence more than words.

• Avoid criticism without facts. If you can’t support it clearly, don’t bring it up.

• Offer depth, not small talk. They want substance and detail.

• Don’t push personal sharing. They may find “talking about themselves” invasive or irrelevant.

• Skip flattery. Your opinion doesn’t outweigh the numbers in their world.

Mini-summary: Bring evidence, stay precise, and focus on the topic—credibility is your gateway.

This person is social, optimistic, and dislikes being dragged into microscopic detail. They thrive on connection and vision.

What works best with them:

• Stay positive and future-oriented. They hate negativity and excessive fault-finding.

• Appreciate sincerely. They enjoy recognition when it feels real.

• Explore what excites them. Once engaged, they love to talk and share widely.

• Smile and match their openness. Warmth fuels rapport.

• Listen well. They have much to say—your attention builds loyalty.

• Use their name naturally. They like it, but overuse feels fake.

Mini-summary: Keep it upbeat, big-picture, and personal—connection comes through energy and appreciation.

How do you avoid turning relationship principles into manipulation?

Any social principle can be misused if the goal is control. The ethical line is simple:

• Manipulation seeks advantage over the person.

• Relationship-building seeks mutual understanding.

You don’t change your personality. You change your “language” so the other person feels understood.

Mini-summary: Same self, different language—adapt for connection, not control.

What happens if you refuse to adapt?

You can choose “This is me—take it or leave it.” That approach works with people similar to you. But modern workplaces—especially in 日本企業 (Japanese companies) and 外資系企業 (multinational companies)—require influence across styles.

Flexibility expands your leadership and your relationships.

Mini-summary: No adaptation means narrower influence; flexibility means wider trust.

• Different personality types require different communication approaches, not different values.

• Ethical human relations principles build trust when applied with genuine intent.

• Listening, relevance, and sincere appreciation beat flattery every time.

• Adaptation is a leadership skill in diverse teams across 東京 (Tokyo) and global workplaces.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.

If your organization is looking for リーダーシップ研修 (leadership training), 営業研修 (sales training), プレゼンテーション研修 (presentation training), エグゼクティブ・コーチング (executive coaching), or DEI研修 (DEI training) tailored to the realities of modern 日本企業 (Japanese companies) and 外資系企業 (multinational companies), Dale Carnegie Tokyo can help.