Episode #385: Body Language In Sales In Japan

Why does body language matter as much as what we say in sales meetings?

Body language is a silent language that communicates meaning alongside words. Just like verbal communication, it can be misread, leading to wrong judgments or assumptions. Still, there are reliable patterns we can watch for—both in ourselves as sellers and in buyers—if we stay alert to cues.

Mini-summary: Body language can be misunderstood, but consistent signals exist. Skilled sellers watch, adjust, and use nonverbal cues to support trust and clarity.

In most buyer meetings, you’ll be seated—often on sofas or low chairs typical in Japan. When seated:

• Keep an open posture.

• Sit upright and tall, even if the sofa or seat is low.

• Avoid leaning back into cushions. Don’t let your spine touch the back cushion.

• Sit forward on the edge of the seat to stay engaged and closer to the buyer.

Sofa layouts across low tables often create too much distance, which makes it harder to explain materials effectively.

Mini-summary: Sit forward, upright, and open. Your position should reduce distance and increase presence without seeming aggressive.

What should you do if the room setup makes it hard to present materials?

If sofas or room layout keep you far away, ask permission to move closer—specifically to the corner beside the buyer. Explain that it will help you walk them through the documents. This repositioning is usually accepted in Japan because it’s practical and respectful.

When presenting brochures or flyers, stay in control of the materials. Being beside the buyer makes it easier to guide their attention and maintain flow.

Mini-summary: If distance blocks persuasion, politely relocate. Corner seating improves clarity, comfort, and control of materials.

How can you handle low chairs and table setups common in Japan?

Many meeting chairs in Japan sit lower than ideal. If the chair has a height lever, raise it as high as possible. A higher seat helps you:

• Reach across the table smoothly.

• Share documents without awkward stretching.

• Maintain confident posture.

Bring multiple copies of your materials, since Japanese meetings often include several stakeholders.

Mini-summary: Raise your chair and bring enough copies. This supports confident delivery in multi-person Japanese meetings.

Only about 30% of any document page is relevant to a buyer’s needs. Your job is to keep their eyes on that 30%.

Do this by:

• Turning the material upside down (so they can read normally).

• Using a pen as a pointer to guide attention.

• Highlighting only what aligns with their goals and pain points, based on your earlier questions.

Mini-summary: Direct attention actively. Use a pen and selective explanation to prevent distraction and strengthen relevance.

What is the best body language during closing questions in Japan?

Closing questions create natural tension. In Japan, the tension from the question is often enough—adding physical pressure can backfire.

So:

• Lean back slightly after asking the closing question.

• Do not speak immediately afterward.

• Maintain silence to let the buyer process and respond.

• Ensure any colleague stays silent too.

This prevents the buyer from escaping the tension and avoids overwhelming them.

Mini-summary: After a close, lean back and stay silent. Japanese buyers respond better to space than pressure.

When should you lean in instead of leaning back?

Lean in when you are emphasizing a key or decisive point—especially while referencing materials. If a table is large, half-stand and lean across so you can control what they are reading and connect your words to the page in front of them.

Mini-summary: Lean in to reinforce key messages. Physical closeness supports urgency when timed correctly.

Watch buyers closely for concern or resistance. Common warning signs include:

• Worried frown

• Arms crossed across the chest

• Leaning back to “think”

• Sucking air in through the back of the teeth (a strong negative signal)

If you see any of these, stop and ask if they see an issue. Don’t continue until the concern is addressed.

Positive signs include leaning in. When that happens, ask what they like about your proposal—you may discover motivations you didn’t expect.

Mini-summary: Negative cues mean pause and clarify. Positive cues mean explore and deepen interest.

How should you handle multiple stakeholders in Japanese companies?

Japan uses collective decision-making. That means decisions rarely come from only one person.

So:

• Split attention across everyone, not just the most senior.

• Track reactions from each stakeholder.

• Keep explanations inclusive and paced for the group.

This aligns with Japanese corporate culture (日本企業 nihon kigyō = Japanese companies) and increases agreement across the room.

Mini-summary: Treat the group as the decision unit. In Japan, winning consensus matters more than winning one person.

Why is nonverbal awareness a competitive advantage in Japan?

Selling is done with voice, eyes, and body language. Buying is too. In Japan, where subtle signals often carry more weight than direct speech, sharpening your awareness helps you uncover acceptance or disagreement earlier—and respond in time.

This is central to working effectively with both Japanese firms (日本企業 nihon kigyō = Japanese companies) and multinational firms (外資系企業 gaishikei kigyō = foreign-affiliated companies), especially in Tokyo (東京 Tōkyō = Tokyo).

Mini-summary: Nonverbal skill is a trust accelerator in Japan. It lets you read the room early and steer outcomes smoothly.

• Sit forward, upright, and open; distance kills clarity in Japanese meetings.

• Control buyer focus by guiding attention to only what matters most.

• After closing questions, lean back and stay silent—pressure plus silence works better than pressure plus words.

• Read subtle resistance quickly and address it before continuing.

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.