A sales mistake that works in the U.S. — and fails elsewhere

Early in my career, I spent time working with organizations in Japan.
One lesson stuck with me.

You don’t start at the top.

In the U.S., we’re taught to go straight for the decision-maker.
Find the executive. Get the meeting. Skip the middle.

In Japan, that approach doesn’t just fall flat — it can shut doors permanently.

Progress happens differently.

You earn credibility by moving through the organization, not around it.  It is referred to as Nemewashi - influence through preparation, not persuasion.  You are gaining trust through the organization before the decision is ever made.  By the time you get to the top decision maker, the meeting becomes just a formality because the alignment throughout the organization was already made.  

Why?

Because trust is built horizontally and vertically — one conversation at a time.

Here’s what that looks like in practice:

• You learn how the organization actually operates before trying to influence it.
  • You take time to understand the concerns of people closest to the work.
  • You allow relationships to develop naturally, instead of forcing access.

Something interesting happens when you do this.

The people you start with begin to vouch for you.
They share context you’d never get in an executive briefing.
And when leadership finally gets involved, the conversation is informed, grounded, and productive.

The takeaway?

Strong sales outcomes aren’t driven by shortcuts.
They’re driven by patience, credibility, and respect for how decisions are really made.

If you want access to top decision makers, start by earning trust.