In Japan, the common response of “We’ll think about it” often comes after a salesperson’s second meeting with a client. The first meeting focuses on establishing trust and understanding the client’s needs, while the second involves presenting a proposal and trying to close the deal. However, the reality is different: many Japanese salespeople jump straight into pitching their product’s features without fully understanding the client’s needs, leading to this vague response. This happens because they often miss out on clarifying the client’s true objections, which could be hidden or unspoken.

To handle this, we should accept that the client might need time to think, but also aim to clarify why. Using a strategy from Victor Antonio, salespeople can probe by asking whether the client is truly interested but unsure or simply not interested at all. If the client is interested but uncertain, further questions should explore if the product’s fit, functionality, or finances are an issue.

In Japan, though, pressuring the client is risky, as the decision-making process involves internal discussions, not just one person’s opinion. The buyer may agree with the proposal but still need to align with other departments or stakeholders. Instead of pushing for an immediate answer, it’s better to address potential internal concerns. Salespeople should ask if there might be resistance from other teams or if functionality or finance might cause problems. By doing so, they guide the client to anticipate objections from others, while reinforcing the proposal’s value. When hearing “we’ll think about it,” salespeople should stay calm, set up a follow-up meeting, and avoid pushing too hard, maintaining the trust they’ve built.

Holding people accountable is essential for any leader, yet many struggle with it, leading to missed deadlines, poor performance, and incomplete work. Often, this happens because people aren’t deliberately failing; they’re simply lacking the structure and guidance needed to perform at their best. As leaders, we must start with ourselves, particularly in managing our time effectively. Poor time management causes unnecessary stress, impacting both our own performance and the mood of the team. Stress is contagious, and a leader's mood can easily affect the entire workplace atmosphere.

A major challenge is not properly defining priorities and overloading ourselves with tasks. This occurs because we avoid delegation due to previous bad experiences or fear of mistakes. However, delegation is crucial for team growth and career development. It’s also a way to leverage the team’s potential, allowing us to focus on tasks that only we can do, like coaching.

Delegation is not about dumping tasks but teaching others the 'Why,' 'What,' and 'How' of their responsibilities. By doing this, we empower the team to take ownership, ensuring better accountability. As leaders, we must spend time coaching and holding team members accountable for their work, ensuring they understand the bigger picture and the importance of their contributions.

If we manage our time well, we create space for coaching, monitoring progress, and checking milestones. This proactive approach minimizes unpleasant surprises and ensures the team stays on track. Ultimately, being an effective leader requires a balance of good time management, coaching, and accountability. By creating better habits and delegating effectively, we improve not only our own leadership but also the performance and growth of our team.

Our mindset is key to success in any activity, whether it's sports, business, or public speaking. Yet, many of us forget this vital aspect when preparing for presentations. We dive straight into the content, logistics, and technicalities without pausing to ensure we have the right mental attitude. Since a presentation puts both our personal and professional brand on display, it’s important to get this right.

Confidence is crucial for any presenter, especially when dealing with nervousness. Even if we're feeling uncertain or anxious, we must hide that from the audience. Hesitation can destroy the effectiveness of our message. Too often, we rely on our content, thinking that it will make up for poor presentation skills. However, the truth is, no matter how brilliant the information, a lack of delivery can cause the audience to tune out, especially in today’s world of constant digital distractions.

To compete with distractions like social media, we need to deliver our message confidently and in a way that captures attention. It's not just about having great content but also delivering it with authority. This means knowing your material well enough to speak confidently without reading off notes. Having practiced the delivery ensures you can engage with the audience and keep them focused.

Preparing for a presentation is not just about creating slides but rehearsing the talk itself. In the weeks leading up to the talk, visualize your success and rehearse mentally. Picture yourself speaking confidently, engaging the audience, and controlling the room. When you’ve practiced thoroughly, you know the flow, timing, and emphasis, making the experience much more enjoyable and impactful.