Japan discriminates against women in business. Former Prime Minister Abe’s modest targets for increasing female leadership numbers failed miserably. Abe’s campaign got nowhere, and with their tail between their legs, the Government significantly lowered their targets. This lack of progress is mirrored in Japan’s Rotary Clubs, traditionally male-dominated bastions within a global organization designed to foster professional connections and community contribution.

Until recently, 94% of Japanese Rotary Clubs had no women members, including my own club. Since I joined in 2002, debates over admitting women were an annual occurrence, with opposition gradually dwindling as older members passed on. While there were no explicit rules against female members, selection processes magically excluded women. Thankfully, this era has ended in my club, although women still make up only 5% of Japanese Rotary membership, compared to the global average of 23%.

Rotary in Japan remains a stronghold of influential businessmen, from local entrepreneurs to corporate captains of industry. These clubs reinforce existing male networks built during school and university years. While Rotary membership grows globally, Japan’s numbers have sharply declined since 2000, falling to less than half the world growth average. The recent acceptance of women marks a turning point, spurred more by declining membership rather than a genuine embrace of diversity.

My own high powered club is large, wealthy, and conservative, with an average member age of 70 full of major CEOs and Chairman. If even this elite group can accept women, it does signal some broader societal change. My fellow club members are leaders of Japan’s largest corporations, so one hopes progress here reflects an evolving corporate culture.

However, women’s underrepresentation in corporate training programs and leadership reveals latent barriers. Only 30% of participants in our company in-house training programs are women. Why? Because middle management is monopolised by men who do not groom women for future leadership positions.

Diversity training is common now but often misdirected. With the current political pushback going on in America against DEI programmes, I wonder what will be the fallout in Japan? Companies here focus on upskilling women rather than educating male bosses about inclusive leadership. Often, I feel the whole exercise is a fake head nod to show they are doing something without achieving anything. The box has been checked and everyone can now move on.

True leadership goes beyond managing processes; it involves developing all employees, including women. Without addressing male Middle Management’s role in perpetuating gender bias, progress will always be elusive.

Abe’s original pathetic targets for women in leadership still remain distant. Womens’ advancement hinges on male decision-makers recognizing their role in promoting talent. Just as Rotary evolved to include women, Japanese businesses must transform their leadership approaches or pay the piper. Starting with male Middle Management, Japan’s fostering of inclusive leadership is essential for Japan’s future success. We are running out of people here and we need women to play a more active role in companies as leaders.

Presenters get this wrong. Avoid creating a barrier between yourself and the audience. Presenters are often elevated on a stage or positioned at the front of the room, surrounded by podiums, slides, lighting, and microphones, all of which can inadvertently distance them from their audience. In Japan, standing above a seated audience requires an apology at the start of the speech, as such positioning implies superiority in a hierarchy-conscious society. Similarly, using a commanding voice or overly formal demeanour can create unnecessary separations. Instead, focus on building rapport and connection.

To persuade your audience effectively, remove as many barriers as possible. Speak conversationally, as though addressing close friends with whom trust and familiarity have already been established. This approach creates an atmosphere of shared confidences, making the audience feel they are privy to special insights and data. Transition from speaking at your audience to speaking with them.

One practical technique is to engage with your audience before the presentation. Arrive early, converse with attendees, and ask about their reasons for attending. Incorporate these interactions into your talk. Mention names and comments from the audience to create a sense of inclusion and intimacy. For example: “Suzuki-san mentioned an interesting point earlier,” or, “Obayashi-san shared new data during our chat before lunch.” Recognizing individuals publicly not only builds connection but also enhances their sense of value.

Adjust your tone to be more inclusive and conversational. Speak as though you’re chatting over a backyard fence rather than addressing a formal audience. Use gestures to draw people in, such as extending your arm with an open palm or miming an embrace of the entire audience. Maintain eye contact for about six seconds per person to ensure inclusivity without discomfort.

Self-disparaging humour can also break down hierarchy. Boris Johnson, for example, uses humour to appear more relatable, despite his elite background. While you shouldn’t take yourself too seriously, avoid overdoing it, as excessive self-deprecation can seem insincere or manipulative.

To foster connection, shift your mindset to a friendly, informal setting. Include your audience in your presentation, adopt a conversational tone, and use gestures and humour to build rapport. These strategies make your delivery engaging, memorable, and effective.

Salespeople often hope for straightforward buyers who buy without hesitation. However, reality is rarely so simple, and objections are actually critical to the sales process. When buyers hesitate, it signals interest, as it means they are considering potential issues. If buyers show no interest and raise no questions, that’s a warning sign—they’re not truly engaged. Objections suggest a mental commitment to the purchase, as buyers are naturally cautious and want to resolve potential risks before moving forward.

In sales, objections reveal an intent to purchase and can guide us in addressing any reservations the buyer may have. When a buyer has no objections and doesn’t ask questions, they’re likely not invested in the product or solution, which could mean a failed sale. This is especially true in cases of high-cost or complex products; questions and objections indicate the buyer is working through a mental checklist and seriously evaluating the purchase. Addressing these concerns builds trust and moves the buyer closer to a decision.

In Japan, decision-making is often done collectively, through a process called the ringi system, where various stakeholders in the company must approve the purchase. The individual in the sales meeting may be gathering information for others, not the final decision-maker. Consequently, they may raise fewer objections, not because they lack interest but because they’re not the end-user or the final decision authority. This can be misleading for the salesperson, who may not realize they still need to engage other decision-makers.

A recent sales example illustrates this point: during a pitch to a financial institution with a scope ten times larger than they anticipated, the representatives raised few objections. This lack of questions signaled that they were likely not the decision-makers. This highlights the need to address the real stakeholders and make sure objections are raised and answered to progress the sale.

No objections can indicate that the salesperson hasn’t demonstrated enough value or urgency. The true objective isn’t just a one-time sale; it’s to build a long-term partnership and ensure reorders. To achieve this, buyers need to feel confident they’re making the best choice for their business, requiring the salesperson to prove the product’s value and address any concerns that could prevent future purchases.

Key Points

1. Objections show genuine buyer interest and intent.
2. No questions mean the buyer likely isn’t engaged or ready.
3. In Japan, decisions often require broad approval, meaning the salesperson may not meet all stakeholders.
4. Addressing objections builds trust and confidence, essential for long-term partnerships.