Why “I Like Talking to People” Is the Wrong Reason to Enter Sales

When an underperforming employee says, “I like talking with people, so I want to move into sales,” it’s a terrifying statement for any manager.
Yes, salespeople need to enjoy human interaction, but sales isn’t about talking—it’s about understanding, asking, and listening.
With Japan’s chronic shortage of sales professionals, anyone can find a sales job easily—but that doesn’t mean they’ll succeed.

Liking people is helpful, but persuasion is a different skill.
Sales conversations require judgment—what to say, how to say it, when to speak, and when to stay silent.
Without training, “liking to talk” often translates into over-talking. Many enthusiastic salespeople, full of energy and belief, dominate the conversation—yet learn nothing new about the client.

Mini Summary:
Talking builds comfort, but listening builds business.

When you speak more than the buyer, you keep control of what you already know, but gain nothing about what they actually need.
In Japan, this problem is amplified by culture: clients expect you to pitch so they can test, critique, and control risk.
That’s why the first step must be: ask for permission to ask questions.
Without it, “talkers” fall straight into the trap—pitching before they understand the problem.

Mini Summary:
In Japan, don’t start by pitching—start by earning the right to ask questions.

Once you have permission, ask:

1. “Where are you now?”

2. “Where do you want to be?”

These two questions gauge the buyer’s urgency and self-sufficiency.
If they can solve the gap on their own, you don’t have a deal. If they can’t, ask the golden follow-up:

“If you know where you want to be, why aren’t you there yet?”
This reveals their true barrier—and your potential value.

Mini Summary:
Ask where they are, where they want to be, and why they’re not there yet. That’s your sales compass.

When the client agrees, stop selling.
Shift immediately to delivery details—timeline, next steps, and logistics.
Talkers often sabotage themselves by continuing to “sell,” reopening doubts and new objections.

Mini Summary:
After “yes,” stop persuading and start implementing.

True sales professionals talk less and question more.
“I like talking to people” is a mirage—a misunderstanding of what sales really demands.
The right mindset is:

“I like asking people questions.”
That’s the statement every hiring manager dreams of hearing from a future top performer.

Mini Summary:
Sales success belongs to those who listen with intent, not those who simply enjoy talking.

• “Liking to talk” is not a qualification for sales—it’s a liability.

• Ask permission before questioning; it changes the entire tone of the meeting.

• Use three questions to guide discovery: Where are you now? Where do you want to be? Why aren’t you there yet?

• Stop selling after the “yes”—move immediately to delivery.

• Great salespeople love asking, not talking.

Apply this mindset in your next sales conversation: talk less, listen more, and master the art of questioning.
Sales isn’t about speaking fluently—it’s about discovering precisely what matters most to the client.

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.