Episode #42: Fast And Slow In Sales

In many sales organizations, especially in 東京 (Tokyo), the real problem is not “bad products” but bad timing. Teams move too slowly and miss the perfect moment to follow up, or they push too aggressively and damage the relationship. For leaders in 日本企業 (Japanese companies) and 外資系企業 (multinational companies), mastering this balance is key to sustainable revenue growth.

After a productive event, seminar, or first sales call, your team comes back with a stack of meishi (名刺 / business cards). Then reality hits: internal meetings, urgent emails, “bright shiny objects” — and the follow-up gets delayed.

In Japan’s business culture, silence from the prospect can mean many things: they are overwhelmed, busy, or politely signaling “not now”. If your team waits too long, the emotional connection from that first meeting fades, and your email or phone call becomes just another interruption.

Cause and effect:

• Slow follow-up → Low response rate, lost momentum.

• No clear system → Prospects drift into the “forgotten” category.

• Focus only on “now” deals → You lose long-term pipeline opportunities.

Mini-summary: Opportunities are often lost not because of a bad offering, but because the timing and discipline of follow-up are weak.

Speed still matters in Japan. A timely follow-up shows professionalism, respect, and genuine interest.

Practical guidelines:

• Follow up while the memory is fresh. Ideally within 24–48 hours after the first meeting or event.

• Personalize the message. Refer to the context of the conversation, not just a generic “thank you”.

• Use multiple channels. Phone, email, and occasionally LinkedIn — while still respecting Japanese business norms.

If you wait a week or more, your email sinks into what many salespeople call the “lower reaches of inbox” — a place where even good intentions go to die.

Mini-summary: In Japan, prompt and personalized follow-up within 1–2 days signals professionalism and dramatically increases your chances of a real conversation.

How often can we follow up before we become annoying?

Leaders worry: “If my team follows up too often, we’ll look pushy.” On the other hand, if they follow up only once, the pipeline dries up.

One practical approach is a three-contact rule:

1. First follow-up: Within 24–48 hours, referencing the initial conversation.

2. Second follow-up: A few days later, forwarding or including the first message to show continuity.

3. Third follow-up: About a week later, again copying the previous attempts, and gently signaling that you’ll step back unless the timing changes.

If there is still no response, you can pause the short-term follow-up without feeling you have “pestered” the client. You have been persistent without being aggressive.

Mini-summary: A structured, three-step follow-up process lets your team be professionally persistent, while respecting Japanese communication norms and face-saving.

Patience in sales is not passive waiting; it is organized, scheduled persistence.

Today’s “no response” is often just a reflection of today’s reality: budget freeze, internal issues, competing priorities. Markets change. Organisations change. Leadership priorities change. If you disappear for 12 months, a competitor can easily “slide in” at the perfect moment.

A better long-term rhythm:

• Short term: Three structured follow-ups over several weeks.

• Medium term: A 6–9 month follow-up window, triggered by a calendar or CRM system.

• Message tone: “When we last spoke, timing wasn’t ideal. Many clients in similar situations have revisited this topic later and found it valuable. Has anything changed on your side?”

This approach respects the client’s timing while keeping your company visible when their situation shifts.

Mini-summary: Systematic follow-up at the 6–9 month mark protects you from losing opportunities to competitors when the prospect’s situation finally becomes favorable.

What systems do high-performing sales organizations use to support patience and follow-up?

Patience without process becomes forgetfulness. High-performing sales teams in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) don’t rely on memory; they rely on systems.

Key elements:

• Calendar-based reminders: Every “no” or “no response” must end with a scheduled next touchpoint — not just “sometime later”.

• CRM discipline: Mandate that every new contact from events, seminars, and inbound leads is logged the same day.

• Clear definitions: What counts as a “no”? What counts as “not now”? Each should trigger a different timeline.

• Manager coaching: Leaders review not just the number of calls and emails, but the quality and timing of follow-up.

Dale Carnegie Training, with its 100+ years of global experience and over 60 years in 東京 (Tokyo), helps organizations embed these habits through 営業研修 (sales training) and エグゼクティブ・コーチング (executive coaching) — building both mindset and system discipline.

Mini-summary: A good follow-up culture depends on calendar systems, CRM discipline, and leadership coaching — not on hope and memory.

Many salespeople hesitate to follow up because they feel they are “disturbing” the customer. This mindset is especially strong in Japan, where harmony and non-intrusiveness are highly valued.

The mindset shift is simple but powerful:

“If what we offer genuinely helps the client grow, we have an obligation to follow up.”

When your solution can strengthen the client’s business — for example, through 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) — then contacting them is not harassment; it is service.

Leadership actions:

• Reinforce the belief that value justifies persistence.

• Celebrate disciplined follow-up in pipeline reviews, not only closed deals.

• Coach teams to use respectful language that fits Japanese business culture while still clearly asking for next steps.

Mini-summary: When salespeople believe they are helping, not harassing, they follow up more confidently and build stronger client relationships.

How does this connect to broader leadership and culture development?

Sales follow-up is not just a technique; it reflects your overall leadership culture. Organizations that:

• Encourage personal responsibility and self-motivation

• Develop inspired, engaged employees

• Invest in ongoing learning and coaching

…see better performance not only in sales, but also in leadership, communication, and presentations.

Dale Carnegie Training supports 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in Japan with integrated programs in 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), and DEI研修 (DEI training), tailored to the realities of the Japanese market.

Mini-summary: A strong follow-up culture sits inside a larger culture of engaged, inspired employees — a core focus of Dale Carnegie’s work in Japan.

• Speed plus patience wins. Follow up quickly after first contact, then re-approach again in the 6–9 month window.

• Use a clear follow-up cadence. A structured three-contact approach balances persistence with respect.

• Build systems, not excuses. Calendar reminders, CRM tracking, and manager coaching are essential to consistent follow-up.

• Shift the mindset. When you truly believe your solution helps clients grow, follow-up becomes a professional obligation, not an intrusion.

• Speed plus patience wins. Follow up quickly after first contact, then re-approach again in the 6–9 month window.

• Use a clear follow-up cadence. A structured three-contact approach balances persistence with respect.

• Build systems, not excuses. Calendar reminders, CRM tracking, and manager coaching are essential to consistent follow-up.

• Shift the mindset. When you truly believe your solution helps clients grow, follow-up becomes a professional obligation, not an intrusion.