Episode #257: Getting Change In Business In Japan

Getting change anywhere is a difficult process, but Japan is a special case. Often in business, we represent the change. We are the potential new supplier and that means a change. They have been doing business with someone else and we want them to stop doing that and do business with us instead. There are many currents underpinning Japanese culture and its resistance to change. I have been training in traditional Japanese karate for 46 years and part of that process is learning set sequences called kata. These are fixed moves that cannot be varied in any way. There is one way to do the movement and our job is to replicate that same movement thousands of times until we have perfected it. There is no possibility of doing it a different way - in other words no change is possible.

This is a powerful metaphor for many things in Japan where there is only one way of doing things and it cannot be varied. This is prime change resistance in action. I find this at home too. My wife is Japanese and there are certain things which must be done a certain way. Being an Aussie I am pretty flexible on trying to do things in a different way, but she brooks no variation. There is a certain way specific things must be done and that it is that.

This in the culture and here you are trying to break into the market. By definition you are a change and there is a change resistance already here in the culture to start off with. Anything that represents a change for a company has to get signed off by all of the stakeholders. This is the famous ringi seidosystem of everyone applying their chop to the piece of paper to show they are in agreement.

There will more resistance to change, than enthusiasm for something better. Part of this issue is no one wants to take responsibility if problems arise, so the safest path is to say "no". Hence, a change in suppliers is not easy here. Risk aversion means they have worked out who is the most reliable and consistent partner in their supplier relationship. They are the low risk option, they have track record, they have built credibility over a long time.

You however are new. Maybe you are reliable maybe you are not. Who knows, so no change is a better path forward for people who don't want to be accountable. So we have to come up with ways to eliminate or mitigate the risk. in our case as a training company we only ask one question - are you satisfied? If the answer is no, then no debate, no haggling, the training is free and there is no cost to the company apart from the time they have invested.

We do this because we have to make it easy for the line manager or the HR managers to give us a chance to become a new supplier of training services to this company. What about your case? What can you do to take away the risk of doing business with you? Remember we are dealing with individuals who are super deep in their comfort zone. They have reduced risk in all aspects of their life. They are seeking the maximum efficiency, at the lowest cost and the fastest speed.

I am the same. I get up at the same time, catch the same train to work, choose the same carriage because it will be the closest to the stairs or escalator at the other end. I eat in the same twenty restaurants within a kilometer of the my office. This comfort zone is a resister to change. It encourages us to keep doing the same things over and over. We are doing the same thing in business - the fastest cheapest, safest way of doing things. That refinement makes it hard to break in when you are the Angel they don't know. The opportunity cost of continuing with the same supplier, the Devil they know, and not gaining from a new supplier is not easily considered.

The individuals we are dealing with are worried about themselves and not getting any trouble. So the same things get done the same way with the same results. This is just fine with them. Underperformance won’t get you fired here, mistakes can. We are new, we are a comfort zone expander, a pattern disruptor and so we meet resistance.

To persuade the company that we are the better option, all risks considered means we have to be working on more than just our champion inside the company. There are so many people who can say no, we need to make sure we are working on them too.

It is possible to have change here, because we do get new clients. It just takes a long time and is difficult. It is not uncommon to create a new client we met four years, three years, two years ago. We have been in business for 106 years, 55 years in Japan, but potential new clients still want to test us with a small amount of training first. Japan needs patience and extended time frames, if you want to overcome the inherent resistance to change.

Engaged employees are self-motivated. The self-motivated are inspired. Inspired staff grow your business but are you inspiring them? We teach leaders and organisations how to inspire their people. Want to know how we do that? Contact me at greg.story@dalecarnegie.com

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About The Author

Dr. Greg Story: President, Dale Carnegie Training Japan

Author of Japan Sales Mastery, the Amazon #1 Bestseller on selling in Japan and the first book on the subject in the last thirty years.

In the course of his career Dr. Greg Story has moved from the academic world, to consulting, investments, trade representation, international diplomacy, retail banking and people development. Growing up in Brisbane, Australia he never imagined he would have a Ph.D. in Japanese decision-making and become a 30 year veteran of Japan.

A committed lifelong learner, through his published articles in the American, British and European Chamber journals, his videos and podcasts “THE Leadership Japan Series”, "THE Sales Japan series", THE Presentations Japan Series", he is a thought leader in the four critical areas for business people: leadership, communication, sales and presentations. Dr. Story is a popular keynote speaker, executive coach and trainer.

Since 1971, he has been a disciple of traditional Shitoryu Karate and is currently a 6th Dan. Bunbu Ryodo (文武両道-both pen & sword) is his mantra and he applies martial art philosophies and strategies to business.