Episode #86: Nemawashi Or Groundwork In Business In Japan

When your proposal fails in Japan, it’s rarely because the idea was bad — it’s because the preparation happened without you. If you’ve ever walked into a meeting expecting debate, only to discover the decision was already made, you’ve met the power of nemawashi (根回し — groundwork).

Nemawashi (根回し — groundwork) literally comes from “ne” (根 — root) and “mawashi” (回し — to go around or wrap). The image is practical: in Japan, experts can relocate a full-grown tree by carefully digging around it, cutting the tap root, binding the root ball, and transplanting it with a crane. The tree survives because the groundwork was done first.

In business, nemawashi (根回し — groundwork) is that same preparation — the behind-the-scenes process that secures agreement before a formal meeting ever begins.

Mini-summary: Nemawashi means preparing the “roots” of agreement early so the final decision lands smoothly and successfully.

In many 日本企業 (Japanese companies), nothing important is left to chance. Before a meeting, people often speak one-on-one with everyone who will attend. They confirm concerns, build support, and quietly shape alignment. By the time participants enter the room, the decision is effectively settled.

The meeting itself is mainly for formal approval — not open debate.

Mini-summary: In Japan, consensus is built privately first; the meeting is the official stamp, not the battlefield.

In a Western context, decision-making usually happens in the meeting. People arrive expecting discussion, disagreement, and a final call made in real time.

In the Japanese context, the timeline flips. If you wait for the meeting to persuade, you’re too late — the decision has already traveled through the nemawashi (根回し — groundwork) channel.

Mini-summary: Western decisions often happen in the room; Japanese decisions happen before the room.

How can sales teams and outsiders use nemawashi to influence client decisions?

If you’re selling to a client in Japan — whether a 日本企業 (Japanese company) or 外資系企業 (foreign-owned company operating in Japan) — you may not be in the final decision meeting. That makes your internal champion essential.

Your job is to equip that champion early:

• data and evidence

• customer testimonials

• business cases and ROI logic

• clear messaging for each stakeholder

Because nemawashi (根回し — groundwork) takes time, starting early is non-negotiable. Waiting until the meeting date means you lose the chance to shape the outcome.

Mini-summary: Influence happens through your champion; your role is to strengthen them before the meeting cycle closes.

What if other stakeholders are doing their own nemawashi against you?

Yes — they are. Any group that wants a different result is also laying groundwork. That’s why preparation must be strategic, not generic.

Work with your champion to map:

1. Who will attend the decision meeting

2. What each person cares about most

3. What will persuade them to support your outcome

4. What objections they may raise

Then build a stakeholder-by-stakeholder game plan.

Mini-summary: Competing nemawashi is normal; your advantage comes from sharper, earlier, person-specific preparation.

What should leaders and teams do differently once they understand nemawashi?

If nemawashi (根回し — groundwork) equals preparation, then your success depends on how early and how well you prepare.

That means:

• don’t rush the process

• give alignment time to form

• anticipate opposing arguments

• help your champion neutralize objections early

You won’t win every time — but you’ll consistently put yourself in the strongest position to win more often.

Mini-summary: You can’t control every outcome, but nemawashi lets you control your odds.

• Nemawashi (根回し — groundwork) is the hidden engine of Japanese decision-making.

• Real influence happens before the meeting, through private alignment.

• Sales and leadership success in Japan depends on empowering an internal champion early.

• Stakeholder-specific preparation beats last-minute persuasion every time.

Engaged employees are self-motivated. Self-motivated people are inspired. Inspired staff grow businesses — but only if leaders know how to create that inspiration.

At Dale Carnegie Training Tokyo (東京), we help leaders and organizations build the communication, leadership, and influence skills needed to inspire people and drive results. This includes programs such as:

• 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)

• DEI研修 (DEI training)

Mini-summary: Great leadership creates inspired teams; inspired teams create growth.

Dr. Greg Story — President, Dale Carnegie Training Japan — is the author of Japan Sales Mastery, an Amazon #1 bestseller on selling in Japan. With a Ph.D. in Japanese decision-making and 30+ years of experience in Japan, he is a recognized thought leader in leadership, communication, sales, and presentations. He also brings lifelong martial arts discipline (Shitoryu Karate, 6th Dan) into his business philosophy through Bunbu Ryodo (文武両道 — “both pen and sword”).

If you want to strengthen your team’s influence, leadership, and engagement — especially in Japan’s unique decision environment — reach out to Dr. Greg Story at:

greg.story@dalecarnegie.com

You can also explore Dale Carnegie’s free resources, including whitepapers, guidebooks, training videos, podcasts, and seminar schedules in Japanese and English.

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.