582 Leading People Through Disagreements in Japan

THE Leadership Japan Series by Dale Carnegie Training Tokyo Japan

Recently, I was teaching a class of APAC executives on how to handle pushback to their ideas. Some participants were senior legal counsels, who frequently had to say "no" to their salespeople. As a salesperson myself, being told "no" is something that comes with the territory and is not intimidating at all. In fact, we often hear "no" most of the time. We're tough and have learned to persist until we achieve a "yes."

These executives spoke about how challenging it was to get the other side to accept their advice or point of view, which made a lot of sense. Think back to your school days—was there ever a course, or even a fragment of one, that taught you how to argue with someone to get them to agree with you? Academic debating is different; it's an arbitrated intellectual exercise. But the dynamics within a company are entirely different, and most of us aren't trained for these real-world, practical needs, even through corporate education.

Here are some key steps to successfully navigate resistance and disagreement, especially when you're battling over ideas, policies, direction, or decisions.

1. Truly Listen to the Other Side

We often think we are listening, but when we hear the word "no," it looms large in our minds. We become preoccupied with crafting our counterargument and, as a result, stop fully listening to what’s being said. People often make a statement we dislike and then provide their reasoning. If we've already stopped listening after the part we didn’t like, we can’t fully appreciate their logic.

2. Pause Before Responding

Before blurting out our disagreement, we need to pause and think. There are a few ways to do this. We can remain silent and think before speaking, although this can be tricky, as silence may prompt the other party to press harder and add more information. Another method is to use a "cushion"—a neutral, non-committal statement that neither agrees nor disagrees. This buys us valuable thinking time. Even a brief pause of five or six seconds can significantly improve the quality of what we say. Without that pause, we risk saying something we regret because we haven't had enough time to formulate a proper response.

3. Reflect Briefly

Use this pause to have a brief internal conversation about the topic. Ask yourself: What do I believe? And why do I believe it? Usually, our opinions are formed based on some personal experience, or something we’ve read, heard, or seen. Recalling the origin of our belief helps us structure our response.

4. Share Your Story

Once you've reflected, tell your story. It doesn’t have to be long, but it should clearly outline what happened, where, when, and who was involved. This method reminds me of Japanese grammar, where the verb comes at the end of the sentence, determining whether the action is positive, negative, past, present, or future. You can’t interrupt someone in Japanese until they finish their sentence because you don’t know where they’re going with it. In English, listeners often anticipate the conclusion and jump in or finish the sentence for the speaker. You can't do that in Japanese.

By telling your story, you provide background and context. While the listener can disagree with your conclusions, they can’t argue with your background or experience. Given the same context, they might reach the same conclusion. If you tell your story well, they might even reach your conclusion before you do. By holding off on the "punch line" until the very end, you prevent interruptions and ensure they hear you out. Even if they still disagree, they’ll have a clear understanding of why you hold your views.

By following these four steps, you can persuade others to consider your ideas and ensure you're heard and understood. In the worst-case scenario, even if they still disagree, at least they will fully understand your reasoning. This allows for a civil discussion without heightened emotions, preserving relationships and enabling you to agree to disagree.