Some MCs are idiots. At a sports related event filled with free-flowing drinks, idle chatter, and hundreds of attendees, the presentations quickly unraveled into a comedy of errors. The MC, tasked with introducing the main speaker, faced an uninterested crowd more captivated by their own conversations than the proceedings on stage. In a desperate bid for attention, the MC resorted to shooshing the audience, first gently, then with exaggerated, strident authority, as if addressing unruly schoolchildren. This tactic only drew ridicule, amplifying the noise and making the atmosphere even more chaotic.

When the main speaker took the stage, the MC’s antics continued, with unhelpful interjections and more shooshing during the speech. Unfortunately, the speaker lacked the skills to command attention, their words drowned out by the persistent hum of more self interested conversations. Subsequent speakers fared no better, victims of an audience too engrossed in their own chatter to care. Blame could be assigned to the unengaging speakers, the audience's rudeness, or both, but such analysis is too generous. The free flow of alcohol played a pivotal role; once the drinks started, the audience's focus shifted entirely to themsleves.

In Japan, a different approach to similar events often yields better results. Alcohol is withheld until speeches are over, incentivizing discipline with the promise of a toast. While this method isn’t foolproof, it significantly reduces distractions, fostering a more attentive audience. However, the Japanese system also has its flaws, such as lengthy, monotonous speeches that can test even the most patient and thirsty listeners.

For speakers facing such booze heightened challenges, the key lies in preparation and technique. Successful presentations start with a powerful, concise message that engages the audience immediately. Asking interactive, thought-provoking questions tailored to the event’s theme—like rallying sports fans to cheer for their favorite teams—can channel the audience’s energy positively. Following this, a pause to capitalize on the crowd’s silence ensures full attention for an impactful opening. Maintaining interest requires a blend of storytelling, vivid imagery, and dynamic energy.

When addressing a noisy or distracted audience, a speaker must project energy levels exceeding the crowd’s, creating a commanding presence akin to a rock star’s performance. Amplified gestures, a powerful voice, and strategic engagement can cut through distractions. In contrast, uninspiring speeches and ineffective MCs, as in this event, doom speakers to be snubbed, ignored and completely forgotten. With proper techniques, a speaker can transform crowd chaos into an opportunity, standing out as a rare and skilled bolshie crowd wrangler.

Salespeople leave money on the table. The sales process doesn’t end with a signed agreement; delivery is the critical next step. Whether immediate or delayed, it’s often handled by someone other than the salesperson—usually agents, contractors, or back-office staff. Salespeople, meanwhile, quickly shift focus on new deals, leaving follow-up with buyers neglected. This is a common mistake that can cost opportunities and relationships. Instead, it is vital to schedule post-delivery meetings with buyers to ensure satisfaction, address issues, and explore further opportunities.

A post-delivery meeting allows salespeople to confirm the product or service met expectations, ensuring any issues are promptly resolved. In Japan, for instance, quick fixes are essential due to tight supply chain imperatives and high customer expectations. By being proactive, salespeople can prevent disruptions to the buyer’s operations and strengthen trust. Additionally, feedback reveals whether buyers remain sold on the product, setting the stage for reorders, cross-selling, or upselling.

Clients often test vendors with small initial orders before committing to larger ones. Passing these tests consistently builds confidence and increases order sizes over time. Moreover, follow-up meetings can uncover additional needs that weren’t disclosed initially. Market changes or deeper trust can reveal new opportunities. Salespeople who only prioritize new prospects risk missing these growth chances with existing clients.

A structured approach aids in maximizing account development. Using a matrix, salespeople list clients vertically and products horizontally, marking current supplies, high-probability opportunities, and less-likely possibilities. This visual tool often highlights overlooked opportunities. Expanding relationships requires the courage to ask simple questions like, “Are there other needs we could help with?” or seeking referrals by narrowing the context, e.g., “In your golf group, is there someone who might benefit from our solution?”

Make sure it is a focused referral request. Broad questions like “Do you know anyone?” overwhelm buyers, while specific contexts help them visualize candidates. For example, asking about their golf group narrows down candidates, yielding better responses.

Sales success isn’t just about closing new deals. It’s about leveraging existing relationships for deeper connections, additional sales, and high-quality referrals. Action steps include scheduling time with the buyer post-delivery, resolving issues swiftly, preparing a product-client matrix for further opportunities, and refining referral requests to maximize impact. Staying engaged post-sale transforms satisfied clients into repeat customers and valuable advocates.

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.