Episode #5: Essentials For Motivating Salespeople

ales in Japan feels like a roller coaster. One great client meeting, then one painful rejection. Your quota clock is always ticking, but clients are never on your schedule. The real question for sales managers in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in 東京 (Tokyo) is:

How do I keep my sales team motivated and still hit the number, every month?

1. Why do many sales managers waste time on the wrong people?

Q: Why am I always “fixing” weak performers and still missing targets?

Our instinct is to spend most of our time on non-performers. We coach them, join their meetings, and even try to “close deals for them.”
Result: we feel busy, but total sales do not move much.

Non-performers still need support, but not all of your time. They need:

• Clear activity targets

• Skills from 営業研修 (sales training)

• Encouragement and realistic hope

• Space to try, fail, and learn by themselves

Mini-summary: Help non-performers, but do not let them consume your calendar.

2. How should I divide my time across different salespeople?

Q: What is a simple time-allocation model for my sales team?

Think of four groups:

1. Non-performers – struggling with both skill and attitude

2. Plateaued – stable but stuck at the same level

3. New or developing – good attitude and skills, low experience

4. Star performers – high skill, high drive, high results

A simple time split:

• Non-performers — 10% of your time

  • Set firm activity targets

  • Send them to 営業研修 (sales training) or リーダーシップ研修 (leadership training) as needed

  • Encourage, but let them do the work

• Plateaued — 15% of your time

  • Join joint client calls

  • Model the sales process

  • Set realistic activity goals and monitor progress

  • Give more of your time as they show improvement

• New & developing — 25% of your time

  • They have good attitude and basic skills, but lack real-world experience

  • Provide extra coaching and new leads

  • Use プレゼンテーション研修 (presentation training) and 営業研修 (sales training) to speed up growth

• Star performers — 50% of your time

  • Focus them on big, strategic accounts

  • Use your seniority to open high-level doors

  • Do not use these prime opportunities as a training ground for weaker staff

Even if a weak performer doubles their sales, the total impact may still be small. One star closing a few large, complex deals often changes the whole month.

Mini-summary: Spend half your time on stars, a quarter on high-potential new talent, and only a small portion on non-performers.

3. How should I give recognition in a Japanese business culture?

Q: What is the best way to praise salespeople in Japan?

Recognition is a key tool in any 営業研修 (sales training) or エグゼクティブ・コーチング (executive coaching) plan. Use three levels:

• Formal recognition

  • Awards, plaques, reward trips

  • Special events, team celebrations

• Informal recognition

  • Lunch with the manager

  • Tickets to a movie or sports event

  • Small gifts or time off

• Daily appreciation

  • “Thank you” with detail

  • Short handwritten note

  • One-on-one positive feedback

In Japan, public praise can be tricky.
Traditionally, 村八分 (murahachibu) means “social exclusion from group activities” for people who do not fit in. People learn: if you stand out too much, “the knives will come out.”

So, many employees feel safer when:

• Praise is given in private

• Public recognition is done carefully, with sensitivity to the team

Also, avoid vague praise like “good job.”
Instead, be specific:

• What exactly they did well

• Why it mattered (impact on client, team, or result)

• Ask them a question so they can talk (“How did you prepare for that meeting?”)

Mini-summary: Praise often, be specific, and adapt recognition style to Japan’s group-oriented culture.

4. What actually motivates top salespeople beyond money?

Q: Isn’t money enough to keep my top people motivated?

Top salespeople are competitive, but money is not the only driver. They also want:

• Challenging, complex deals

• Bigger, more strategic clients

• Autonomy plus strong support

• Respect and appreciation from leadership

Use tools like:

• プレゼンテーション研修 (presentation training) for high-stakes pitches

• エグゼクティブ・コーチング (executive coaching) for senior-level influence

• DEI研修 (DEI training) to build inclusive, high-trust teams

Ask each person directly:

• “What do you want from your career now?”

• “What rewards are most meaningful for you at this stage?”

Remember: desires change with age, life events, and career stage. Keep checking.

Mini-summary: For stars, give bigger challenges, real support, and rewards that match their personal goals—not just a bigger bonus.

• Protect your calendar: 50% of your time should go to star performers, 25% to high-potential new talent, 15% to plateaued staff, and only 10% to non-performers.

• Use training strategically: Combine 営業研修 (sales training), リーダーシップ研修 (leadership 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) to build both skill and mindset.

• Adapt recognition to culture: In Japan’s group-focused environment, specific, often private praise works better than loud public praise.

• Go beyond money: Understand each salesperson’s personal drivers and align rewards with what they value most.

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 日本企業 (Japanese companies) and 外資系企業 (multinational companies) with practical 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) ever since.