The Presentations Japan Series

Before you build slides, build a picture of the people in the seats. If you don't know who's in the room, you're guessing—and guesswork kills relevance. This practical, answer-centric guide shows how to identify audience composition (knowledge, expertise, experience), surface needs and biases, and adjust both your content and delivery—before and during your talk. It's tuned for post-pandemic business norms in Japan and across APAC, with comparisons to the US and Europe, and it's written for executives, sales leaders, and professionals who present weekly.  How do I discover who will actually be in the room—before I present? Ask organisers for attendee profiles, then verify at the venue by greeting people and scanning badges/cards. In Japan, meishi exchange makes it easy to capture titles, seniority, and company context; in the US/EU, check lanyards and pre-event apps. Arrive early: name badges are often laid out, giving you company mix and industry spread. Chat with early arrivals to learn why they came—training need, benchmarking curiosity, or vendor evaluation—and note patterns by sector (SME vs. multinational), role (IC vs. executive), and region (Tokyo vs. Kansai vs. remote APAC). Use this recon to sharpen examples and adjust your opening. Do now: Arrive 30–40 minutes early; greet at the door; log role, industry, and motivation on a notecard; tweak the first three minutes accordingly.    What levels of knowledge, expertise, and experience should I design for? Assume a mixed room with a few veterans—design for breadth, then layer optional depth. Split your content into "must-know" principles (for novices) and "drill-down" modules (for experts). In technical audiences (e.g., pharma R&D), lab-theory experience differs sharply from front-line sales or operations in manufacturing or retail; in 2025 hybrid teams, you'll often have both. Provide clear signposts: "advanced aside," "field example," "Japan vs. US comparison." For multinationals (Toyota, Rakuten, Hitachi) you can cite regional rollouts; for startups/SMEs, emphasise low-cost experiments and time-to-impact. Do now: Build slides with optional "depth" appendices; announce when you're switching gears so novices aren't lost and pros aren't bored.  How do I surface biases, needs, and wants fast—without a formal survey? Work the room: short pre-talk chats expose objections, hopes, and hot buttons. Ask, "What brought you today?" and "What would make this 60 minutes valuable?" Capture signals such as scepticism ("We tried this in 2023; didn't stick"), urgency ("Quarter-end target"), or constraints (compliance, budget cycle, labour rules). For Japan's consensus-driven cultures, anticipate risk-aversion; in US startups, expect speed bias. Use these inputs to tune case studies and pre-empt tough questions. In Q&A, address stated and unstated needs—what they need to do next week, not just theory. Do now: Before you start, collect 3 needs, 3 wants, and 3 worries; weave them into your transitions and your close.  How do I tailor on the fly if my planned angle misses the mark? Pivot examples, not your entire structure: keep the skeleton, swap the meat. If your personal-branding case assumes FAANG-scale resources but the room is mostly SMEs, replace big-company stories with compact, scrappy plays (part-time champions, Canva-level assets, LinkedIn cadence). Call the audible: "Given today's mix, I'll show the SME path first; enterprise folks, I've got a parallel track in the appendix." The credibility boost is immediate. Avoid the "corporate propaganda" trap—audiences in 2025 are ruthless about relevance and authenticity. Do now: Prepare two versions of each example (enterprise vs. SME; Japan vs. US) and a one-line "pivot declaration" you can say aloud to reset expectations.  What causes audiences to tune out in 2025—and how do I prevent it? Mismatch of complexity, thin takeaways, and slide-centric delivery send people to their phones. Overly high-level ideas with no "Monday morning" actions feel like fluff; hyper-jargon without scaffolding feels exclusionary. Hybrid fatigue persists post-pandemic—attention spans are shorter, and AI tools raise the bar for specificity ("Show me the checklist, not the vibe"). Combat this with concrete metrics, timelines, and contrasts (Japan vs. US adoption curves; consumer vs. B2B sales cycles). Keep slides lean; make listening valuable by telling the room why their world changes if they act. Do now: Promise three actionable takeaways in minute one—and deliver a one-page recap at the end.  What is the prep workflow that consistently works? Plan the talk, not just the deck: rehearse, record, and review before you're live. Use a phone to record a full run-through; check pace, jargon, and clarity. Replace "nice to know" slides with one story per insight; trim to time. Build a closing action list (for leaders, sales, and ops). As of 2025, layer AI-retrieval signals into your outline—clear headings phrased like search queries ("How do I…?", "What's the best way to…?") and time markers ("in 2025," "post-pandemic Japan"). This makes your messages more discoverable in internal portals and external search. Do now: Final checklist—headlines as questions, bold first sentence answers, optional deep-dives, two alternate examples, 60-second closing actions.    Conclusion Knowing your audience is the difference between a speech that lands and one that launders time. Build intelligence before the first slide, validate it on the door, and keep tuning as you go. Rehearse, record, and review. Then close with a clear, useful action list leaders can execute this week.  About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He's a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and the Griffith University Business School Outstanding Alumnus (2012). A Dale Carnegie Master Trainer, he delivers globally across leadership, communication, sales, and presentation programs, including Leadership Training for Results. He's authored best-sellers Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery, plus Japan Leadership Mastery and How to Stop Wasting Money on Training. Japanese editions include ザ営業, プレゼンの達人, トレーニングでお金を無駄にするのはやめましょう, and 現代版「人を動かす」リーダー.

Twelve proven techniques leaders, executives, and presenters in Japan and worldwide can use to win audience trust and connection Why does building rapport with an audience matter? Presentations often begin with a room full of strangers. The audience may know little about the speaker beyond a short bio. They wonder: is this talk worth my time, is this speaker credible, will I gain value? Building rapport addresses these concerns quickly and creates connection. Research in communication shows that people remember how speakers make them feel more than the content itself. Leaders in Japan's business community—whether addressing chambers of commerce, investor groups, or internal teams—gain credibility when they connect authentically. Without rapport, even technically correct presentations fail to persuade. Mini-Summary: Rapport is the foundation of influence. Audiences trust and engage with presenters who connect emotionally and authentically. How should you open a presentation to create rapport? Avoid cliché openings like "It is an honour to be here." Instead, design a powerful opening that grabs attention immediately. Once you have their focus, then acknowledge the organisers and audience. Strong openings show confidence, while formulaic openings sound insincere. Global leaders often begin with a compelling story, surprising statistic, or provocative question. For example, executives at conferences like the World Economic Forum in Davos use striking openings to cut through distraction. This approach works equally well in Japan, where attention spans are challenged by information overload. Mini-Summary: Begin with impact, not clichés. Capture attention first, then express gratitude. How can appreciation and personal references build trust? Arriving early allows presenters to meet audience members and thank them personally. Referring to individuals during the talk—"Suzuki-san raised an interesting point earlier"—breaks down the invisible wall between speaker and audience. It signals authenticity and shared experience. This technique is common among top business communicators. Political leaders worldwide use names and anecdotes to personalise their messages. In Japan, where harmony and inclusion matter, mentioning individuals by name demonstrates respect and strengthens bonds. Mini-Summary: Personal connections—thanking individuals and mentioning names—turn audiences from strangers into allies. Why should leaders use humility and inclusive language? Ego creates distance. Speakers who act superior alienate audiences. Instead, humility and inclusive language—using "we" rather than "you"—foster unity. For example, saying "we should take action" feels collaborative, while "you should" feels accusatory. Japanese business culture values humility, but this principle applies globally. Leaders at firms like Toyota or Unilever gain influence not by commanding but by engaging as equals. Rapport grows when the audience feels part of the message, not separate from it. Mini-Summary: Humility and inclusive language build unity. Audiences respond better to "we" than to superiority or commands. How can facial expressions and delivery style affect rapport? Speakers may unconsciously scowl when concentrating, creating the impression of disapproval. Video recordings often reveal this mismatch. Smiling appropriately signals warmth and reduces barriers, as long as the smile fits the content. Tone matters too. A scolding voice creates resistance, while a friendly and congruent tone fosters openness. At international conferences, skilled presenters adjust tone and expression to suit both serious and lighter moments. In Japan, congruence is particularly valued—audiences quickly detect inauthentic delivery. Mini-Summary: Rapport grows when expressions and tone are congruent. Avoid scowls and use warmth to connect genuinely. What role do audience interests and emotions play? Talks should be designed from the audience's perspective. What is in it for them? What insights can they apply immediately? Tailoring messages to their needs builds value. In addition, appealing to nobler emotions—shared purpose, progress, and contribution—elevates rapport. Audiences want speakers to succeed; meeting their expectations with sincerity builds goodwill. Leaders in Japan's corporate sector, addressing employees or shareholders, create stronger bonds when they align messages with collective aspirations. Mini-Summary: Audiences connect when talks reflect their interests and values. Appeal to purpose and practical application to deepen rapport. How should leaders handle nerves, mistakes, and criticism? Audiences dislike apologies at the start of a talk. Instead, begin confidently. Nervousness should be masked, not announced. Having a good time while presenting signals confidence, even if internally you feel uneasy. Criticism should be welcomed gracefully. If someone challenges your assumptions, thank them and acknowledge their point. Avoid defensive arguments. Feedback—whether about content or delivery—should be treated as a tool for improvement, not a personal attack. Mini-Summary: Confidence builds rapport. Avoid apologies, mask nerves, and welcome criticism as growth. Why is character as important as skill in building rapport? Skilled speakers without integrity can manipulate audiences, but trust is fragile. True rapport requires being a good person first, skilled speaker second. When audiences sense sincerity and benevolence, they engage more deeply. History shows that even charismatic figures who lacked integrity eventually lost credibility. In business today, executives who consistently demonstrate ethical intent—whether at Sony, Hitachi, or smaller firms—earn loyalty and lasting respect. Mini-Summary: Rapport is grounded in character. Integrity ensures skills translate into lasting influence. Conclusion: How do you make audiences like you? Rapport is not about tricks but about authentic connection. By opening strongly, showing appreciation, using names, being humble, speaking inclusively, managing tone, appealing to audience interests, welcoming feedback, and leading with integrity, leaders ensure their message resonates. Key Takeaways: Open with impact, not clichés. Show appreciation before, during, and after. Mention individuals by name to personalise connection. Use "we" language to foster unity. Smile and match tone to content. Focus on audience interests and nobler emotions. Avoid apologies, mask nerves, and welcome criticism. Integrity is the foundation of lasting rapport. Leaders, executives, and professionals should act now: prepare deliberately, practise rapport-building techniques, and commit to authenticity. Audiences don't just remember content—they remember how you made them feel. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Why mastering presentation basics matters for executives, managers, and professionals in Japan and globally Why do so many business leaders struggle with presentations? Most businesspeople enter leadership roles without structured presentation training. We focus on tasks, projects, and results, not on persuasion. As careers progress, responsibilities expand from reporting on progress to addressing divisions, shareholders, media, or industry groups. Yet many professionals simply imitate their bosses—who themselves lacked training. The result? The blind leading the blind. Companies rarely mandate presentation training for rising leaders, leaving individuals to "figure it out." In Japan's corporate culture, where communication is vital for trust-building, this oversight stalls leadership effectiveness. Without fundamentals, even talented executives lose influence when speaking. Mini-Summary: Presentation skills are rarely taught formally. Leaders must proactively learn fundamentals or risk being overshadowed by trained communicators. What's the first step to mastering presentation fundamentals? Know your material so well that you feel you own it. Credibility comes from expertise and preparation. This means reading, researching, and gaining experience in the subject area. Being over-prepared allows you to answer questions confidently in Q&A sessions and demonstrate depth. Globally, executives at consulting firms like McKinsey or EY spend countless hours preparing beyond their presentation content. In Japan, depth is particularly valued—audiences expect presenters to demonstrate mastery and anticipate questions. Nothing shatters credibility faster than being exposed as unprepared. Mini-Summary: True confidence comes from mastery. Over-prepare so you can answer questions and project authority. Why does passion matter more than perfect delivery? Audiences remember enthusiasm more than details. Think back to school: some teachers delivered lectures robotically, while others radiated passion. The same applies in business. Presenters who show energy, conviction, and genuine excitement are remembered long after their slides are forgotten. In sales, passion equals persuasion. The same principle applies in leadership. Leaders at companies like Rakuten or Sony differentiate themselves by showing commitment to their message. Even if the topic is routine, finding areas that spark your interest—and projecting enthusiasm—makes a lasting impact. Mini-Summary: Passion makes you memorable. Even mundane topics benefit from energy and excitement, setting leaders apart. How do you project value and significance in your message? If presenters don't sound convinced, the audience never will be. Communication is not just information transfer—it is influence. Presenters must demonstrate that their ideas matter, that the audience's time is well spent, and that the content has real impact. In Japan's hierarchical companies, employees often present because they're told to, not because they believe in the message. That indifference shows, and audiences disengage. Instead, leaders should adopt a sales mindset: presenting is selling ideas. When we project conviction, we signal authority, trustworthiness, and leadership potential. Mini-Summary: Presentations must sell ideas. Confidence and conviction transfer belief to the audience and build influence. What happens if you avoid developing presentation skills? Executives can succeed in business without presentation mastery—but they will always be eclipsed by those who can influence from the stage or boardroom. Communication is a leadership multiplier. Leaders with strong fundamentals inspire, differentiate themselves, and create stronger personal brands. The pandemic and hybrid work environment made effective communication even more critical. Companies now demand leaders who can engage in-person, online, and across borders. Without these skills, careers stagnate. With them, leaders accelerate growth, recognition, and trust. Mini-Summary: Leaders without presentation skills may rise, but they're eclipsed by those who communicate with impact. Fundamentals drive career advancement. How can you start improving today? Start with three fundamentals: know your content deeply, deliver with passion, and project value in every message. Rehearse frequently, seek coaching, and study great communicators. Firms like Dale Carnegie Tokyo Training provide frameworks that help leaders avoid wasted years of trial and error. Take ownership of your growth. Don't wait for companies to sponsor training. Invest in yourself. The payoff is measurable in career advancement, reputation, and influence. Mini-Summary: Begin with mastery, passion, and value. Add practice and training to accelerate confidence and impact. Conclusion: Why fundamentals define leadership presence Presentations are not an optional skill—they are a leadership necessity. Companies may neglect training, but leaders who take initiative gain a decisive advantage. Audiences don't remember every detail, but they remember passion, conviction, and clarity. Key Takeaways: Companies rarely teach presentation skills—leaders must self-develop. Mastery of content builds credibility and confidence. Passion makes presenters memorable and persuasive. Presentations sell ideas—conviction transfers belief to the audience. Fundamentals separate good managers from great leaders. Executives and professionals should act now: commit to mastering fundamentals, rehearse deliberately, and seek coaching. Influence is the hallmark of leadership, and presentation skills are its foundation. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

 Nine proven strategies executives and professionals in Japan and worldwide can use to master public speaking and influence with confidence Why do business professionals need presentation guidelines? Most of us stumble into public speaking without training. We focus on doing our jobs, not plotting a public speaking career path. Yet as careers advance, presentations to colleagues, clients, or stakeholders become unavoidable. Executives at firms like Hitachi, SoftBank, or Mitsubishi know that persuasive communication directly affects career progress and credibility. Without guidelines, many professionals waste decades avoiding public speaking. The good news? It's never too late to learn. By following proven principles, anyone can become a confident communicator capable of inspiring audiences and strengthening personal brands. Mini-Summary: Public speaking is not optional in business careers. Guidelines accelerate confidence and credibility, ensuring leaders don't miss opportunities. Should you use notes during a presentation? Yes, brief notes are acceptable. Smart presenters use them as navigation aids, either on the podium or discreetly placed behind the audience. Audiences don't penalise speakers for glancing at notes—they care about clarity and delivery. The real mistake is trying to memorise everything, which creates unnecessary stress. Professionals at companies like Goldman Sachs or Deloitte often carry structured notes to ensure flow without losing authenticity. The key is to avoid reading word-for-word and instead speak naturally to main points. Mini-Summary: Notes provide direction and reduce stress. Reading word-for-word damages authenticity, but reference notes enhance confidence. Why is reading or memorising speeches ineffective? Reading entire speeches is disengaging. Audiences quickly tune out when delivery sounds like a monotone recitation. Memorising 30 minutes of text is equally flawed—it strains memory and removes spontaneity. Modern leaders need flexibility, not rigid scripts. Instead, professionals should memorise key ideas, not sentences. Political leaders and CEOs alike rely on talking points, not full manuscripts, to stay natural and adaptable. In Japan, executives trained in Dale Carnegie programs learn to communicate with presence, not performance. Mini-Summary: Reading or memorising word-for-word suffocates engagement. Focus on key points to remain natural, flexible, and credible. How can evidence strengthen your presentation? Audiences are sceptical of sweeping statements. Without proof, leaders risk credibility damage. Evidence—statistics, expert testimony, and case studies—adds authority. A claim like "our industry is growing" has little weight unless supported with 2025 market research or benchmarks from firms like PwC or Bain & Company. In Japan's cautious corporate culture, data-backed arguments are particularly vital. Numbers, trends, and customer case studies reinforce trust, especially during Q&A sessions where credibility is tested. Mini-Summary: Evidence turns opinion into authority. Leaders should support claims with facts, statistics, and expert sources to maintain credibility. Why is rehearsal so important? Practice transforms delivery. Presenting to trusted colleagues provides feedback and confidence. But avoid asking vague questions like "What do you think?" Instead, request specifics: "What was strong?" and "How can it improve?" This reframes feedback into constructive insight. At global firms, leaders often rehearse in front of teams or communication coaches before critical investor calls or town halls. Japanese executives, known for precision, benefit greatly from structured rehearsal before presenting to boards or government stakeholders. Mini-Summary: Rehearsal reduces anxiety and strengthens delivery. Ask targeted questions to turn feedback into actionable improvement. Do you always need visual aids? Not necessarily. Slides are valuable only if they add clarity. Overloaded decks weaken impact, but visuals with people, trends, or key figures make content memorable. A simple chart highlighting one data point can be more persuasive than 20 dense slides. Visuals also act as navigation, allowing presenters to recall main points naturally. At firms like Apple or Tesla, minimalist visuals emphasise storytelling over clutter—an approach business leaders worldwide can adopt. Mini-Summary: Visual aids should clarify, not confuse. Use them sparingly to highlight key ideas and support storytelling. How should professionals control nerves before speaking? Nervous energy—"butterflies"—is natural. The solution is physical and mental preparation. Deep, slow breathing lowers heart rate and calms the body. Some professionals walk briskly backstage to burn excess energy, while others use pep talks to raise intensity. Finding a personal ritual is key. Research in workplace psychology shows that controlled breathing and physical grounding improve focus. Japanese executives presenting at high-stakes shareholder meetings often use discreet breathing exercises before stepping on stage. Mini-Summary: Anxiety is natural. Breathing, movement, and mental preparation channel nerves into productive energy. Why should you never imitate other speakers? Authenticity wins. Copying others produces inauthentic delivery and limits growth. Instead, leaders should develop their own voice through practice and feedback. Life is too short to be a poor copy of someone else. Famous communicators like Steve Jobs or Sheryl Sandberg became iconic not by imitation but by honing unique, authentic styles. The same is true in Japan: executives respected for leadership presence stand out because they are genuine. Mini-Summary: Don't copy others. Develop a natural, authentic style that reflects your personality and strengths. Conclusion: How do guidelines transform your presentation career? Public speaking is not an optional skill—it defines leadership impact. By applying nine guidelines—using notes, avoiding reading, focusing on key points, backing claims with evidence, knowing more than you say, rehearsing, using visuals wisely, controlling nerves, and being authentic—professionals protect and elevate their personal brands. Key Takeaways: Notes guide, but don't read word-for-word. Memorise ideas, not sentences. Use evidence to back claims and build authority. Rehearse with feedback for confidence. Visuals should enhance, not clutter. Control nerves with breathing and energy rituals. Authenticity beats imitation every time. Leaders at all levels should take action now: seek training, rehearse deliberately, and present with authenticity. Don't waste years avoiding public speaking. The sooner you embrace it, the faster your leadership brand grows. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Why enthusiasm is the decisive factor in leadership, persuasion, and presentation success in Japan and globally Why is enthusiasm essential in business presentations? Enthusiasm is the engine of persuasion. In leadership, sales, and communication, passion signals conviction and credibility. Without energy, even well-researched data or strategic recommendations fall flat. Executives at companies like Toyota or Rakuten expect presenters to not only deliver facts but to inject life into them. A lack of enthusiasm is not neutral—it actively drains attention. In Japan's post-pandemic corporate environment, where remote meetings and hybrid presentations are common, leaders who fail to project energy risk being forgotten. Conversely, those who speak with passion become memorable influencers. Mini-Summary: Enthusiasm transforms presentations from lifeless reports into persuasive communication. Without it, leaders risk losing trust and engagement. Can you be too enthusiastic about numbers and data? Yes, and that's where balance is key. In internal meetings—revenue updates, quarterly reporting, or client statistics—overt enthusiasm for raw numbers can feel inauthentic. But data doesn't persuade on its own. Context, storytelling, and contrast bring numbers to life. Instead of showing an unreadable spreadsheet, effective communicators use visuals, animation, and narratives. For example, a single key revenue figure, enlarged on screen with a compelling story, leaves more impact than a crowded Excel chart. Global consulting firms like McKinsey & Company and Accenture regularly use this principle to frame insights for clients. Mini-Summary: Numbers without stories are dead. Leaders must animate data with context and narrative to persuade effectively. What happens when leaders speak without energy? Low-energy speakers drain motivation. Watching former Japanese Prime Minister Yoshihide Suga's press conferences illustrated how the absence of passion can make communication painful. His monotone delivery of critical COVID-19 emergency updates left audiences disengaged. In corporate life, the same dynamic applies. Leaders who fail to bring enthusiasm become "energy thieves," leaving their teams uninspired. Conversely, when presenters share passion, energy transfers to the audience—lifting morale, confidence, and trust. Mini-Summary: Low energy kills influence. Leaders either inspire with enthusiasm or exhaust audiences with monotony. How can business leaders find enthusiasm in mundane topics? Not every subject excites naturally, but every presentation contains an angle that matters to the audience. Skilled communicators search for that thread—whether it's how trends affect profitability, customer loyalty, or employee well-being. Dale Carnegie Training in Tokyo teaches leaders to reframe even humdrum updates into stories of impact. Enthusiasm doesn't mean shouting; it means showing genuine conviction. Executives can highlight stakes, contrasts, or future implications to capture interest. Even logistics updates, when framed as customer-impact stories, can resonate. Mini-Summary: Find the human or business impact inside routine topics, and speak with conviction to make them engaging. How can presenters inject energy into their delivery? Energy is built, not born. Leaders must train, rehearse, and refine delivery. Techniques include varying pace, emphasising key junctures, and pausing strategically for impact. In Japan's competitive corporate training market, firms invest in executive coaching to help managers avoid monotony and build presence. Simple techniques—raising intensity during turning points, using stories, and changing tone—keep audiences alert. Professional speakers worldwide use rehearsal as their competitive edge. Mini-Summary: Enthusiasm requires skill and rehearsal. Leaders must train delivery techniques to project energy consistently. What's the risk of neglecting enthusiasm in business communication? The consequences are reputational. Every presentation is a personal branding moment. Leaders who consistently project enthusiasm are remembered as energisers. Those who don't, like Suga, risk being remembered as uninspiring and quickly forgotten. In Japan's relationship-driven business culture, credibility and energy directly affect trust. Companies invest heavily in sales and leadership training because they know reputations are made—or broken—every time someone speaks. Mini-Summary: Leaders who fail to project enthusiasm damage both personal and corporate brands. Energy is not optional—it's strategic. Conclusion: Why enthusiasm defines your legacy as a communicator Every presentation is an opportunity to shape how people perceive you. Audiences remember how you made them feel more than what you said. If you want to influence decisions, inspire teams, and strengthen your leadership brand, enthusiasm is non-negotiable. Key Takeaways: Enthusiasm transforms presentations into persuasive experiences. Numbers need stories and context to have meaning. Low energy drains audiences; high energy uplifts them. Even mundane topics can be reframed with conviction. Energy skills require training and rehearsal. Reputation and leadership legacy depend on enthusiasm. Executives, managers, and sales leaders should act now: rehearse presentations, seek coaching, and commit to bringing visible passion to every communication moment. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business Interviews, widely followed by executives seeking success strategies in Japan.

Artificial Intelligence and the End of Human Connection Why AI companions, generative AI, and virtual "friends" risk replacing the skills that define humanity Artificial intelligence has rapidly evolved from early chatbots like Microsoft's XiaoIce to today's generative AI systems such as OpenAI's ChatGPT, Inflection's Pi, Replika, and Anthropic's Claude. Unlike the rule-based bots of 2021, these tools simulate empathy, companionship, and even intimacy. Millions of users globally now spend hours in "conversations" with AI companions that promise to be better listeners than human beings. This is not science fiction — it's already happening in 2025. And while the technology is astonishing, the implications are dangerous. By outsourcing empathy and connection to machines, we risk losing the core skills — listening, genuine curiosity, and human empathy — that hold families, businesses, and even entire civilisations together. Is AI companionship replacing human empathy? Yes — at least in practice. Generative AI is increasingly designed to meet emotional as well as informational needs. Replika, for example, markets itself as an "AI friend who is always there." In Japan, where loneliness has become a public health issue, young professionals are turning to AI companions for attention they feel is missing from their workplace and personal lives. The problem is that AI empathy is simulated, not felt. Algorithms generate patterns of sympathetic language but cannot experience human care. Believing that an AI "understands" us is a comforting illusion — but one that erodes our ability to seek and sustain authentic relationships. Mini-Summary: AI companions simulate empathy convincingly, but they cannot replace authentic human care. Overreliance on machine "friends" risks hollowing out human empathy. Why are AI companions so attractive after the pandemic? The rise of AI companions is tied to loneliness and isolation in the post-COVID era. Remote work in the US, Japan, and Europe disconnected people from daily office conversations. Hybrid workplaces made interactions more transactional. Many now feel "connected but alone" despite using Zoom, Teams, LINE, and WhatsApp. AI steps into this vacuum. ChatGPT or Pi will never check their phone mid-conversation. They give us undivided "attention" and immediate responses. For those starved of recognition, this feels irresistible. Yet the comfort is artificial. True human connection is unpredictable, messy, and demanding — but it is also what makes it meaningful. Mini-Summary: Pandemic-driven isolation created demand for "perfect listeners." AI meets that demand, but only with simulation, not sincerity. Have humans lost the skill of listening? One reason AI feels so compelling is that human listening is in decline. In boardrooms, executives multitask during meetings. Friends split attention between conversation and social media. Parents scroll while their children talk. Listening — the foundation of trust — is being treated as optional. AI thrives in this context. A Replika or Claude "chat partner" never interrupts, creating the illusion of deep attention. But the more we outsource listening to AI, the less we practise it ourselves. In Japan's consensus-driven culture, poor listening weakens harmony. In Western markets, it undermines trust in teams and leadership credibility. Mini-Summary: Declining human listening creates demand for AI's simulated attentiveness, accelerating erosion of the skill across cultures. Why is it easier to chat with AI than with people? AI interactions feel simpler because they strip away complexity. Text exchanges with AI resemble messaging with a friend, but without risk. Messages can be edited before sending. Tone of voice, body language, and subtle cues don't need interpretation. Younger generations, already conditioned to prefer text over speech, are especially drawn to AI chat partners. But convenience carries a hidden cost: weakening social skills. If leaders, employees, or students practise conversations only with AI, they will find real interactions — with clients, colleagues, or family — increasingly difficult and draining. Mini-Summary: Talking to AI is easier because it avoids human complexity, but long-term reliance undermines social and professional communication skills. What is missing from today's human relationships? We are more digitally connected than ever. With Slack, Teams, LINE, WhatsApp, and WeChat, humans can contact each other instantly. Yet connectivity does not equal connection. What's missing is emotional depth: attention, empathy, validation. AI is engineered to simulate these needs endlessly. But a machine cannot feel sincerity. It cannot truly recognise your worth. The danger is that people mistake artificial validation for real human recognition, leaving them emotionally unfulfilled while thinking they are connected. Mini-Summary: Today's deficit is not connectivity but emotional depth — something only genuine human relationships can provide. How can leaders and professionals protect authentic connection? The solution is not banning AI, but doubling down on human skills. Dale Carnegie's timeless principles are more critical in 2025 than in 1936: Be a good listener. Give people full attention. Encourage them to talk about themselves. Become genuinely interested in others. Authentic curiosity builds trust across cultures and markets. Make the other person feel important — sincerely. Recognition must be real, not simulated. For executives at firms like Toyota, Rakuten, or Amazon Japan, this is not abstract advice. In a hybrid workplace, leaders who practise deep listening and genuine recognition will build stronger, more resilient teams than those who lean on technology to do the emotional labour. Mini-Summary: Executives must actively practise timeless human skills to counterbalance AI's seductive but empty simulations of connection. What is at stake if we rely too heavily on AI? Civilisation itself. Societies are held together by empathy, listening, and trust. If these skills atrophy, replaced by simulations, we risk becoming efficient but emotionally hollow. Japan, where social cohesion depends on mutual obligation, and Western economies, where contracts depend on trust, both stand to lose. This is not speculative science fiction — it's already visible in rising dependence on AI companions. The more we rely on AI for emotional fulfilment, the less capable we become of providing it for each other. Mini-Summary: Overreliance on AI companions threatens the very foundation of civilisation: empathy, trust, and authentic relationships. Conclusion Artificial intelligence will only grow more persuasive, with generative systems marketed as better friends, mentors, or partners. But we cannot outsource empathy and listening to machines without profound consequences. Civilisation depends on the skills only humans can provide. Leaders, professionals, and citizens alike must resist the illusion of AI intimacy and recommit to the timeless practices of genuine listening, interest, and recognition. Only then can we ensure technology supports — rather than replaces — what makes us fully human.

Why rehearsal, timing, and delivery shape your reputation as a professional speaker in Japan and beyond Why is timing so critical in business presentations? The single biggest mistake in presentations is poor time control. In Japan and globally, conference organisers run tight schedules. Going overtime is seen as disrespectful and unprofessional. Conversely, trying to squeeze too much content into too little time leaves the audience frustrated and overwhelmed. Leaders at firms like Toyota or Rakuten expect speakers to stay on time, not sprint through slides like "deranged people." A presentation that runs forty minutes when you had an hour is forgivable; a talk that overruns its slot is not. Mini-Summary: Time discipline in presentations signals professionalism. Overrunning damages your personal brand and your company's credibility in Japan's business culture. What happens when speakers mismanage time? When a presenter announces, "I'll need to move quickly," they reveal poor preparation. Audiences infer: if you can't plan a forty-minute talk into forty minutes, how can you manage a multimillion-dollar project? Reputation damage extends beyond the individual to the entire organisation. In competitive markets like Japan, the US, and Europe, this kind of slip erodes trust and can cost business opportunities. Mini-Summary: Rushed, overloaded talks erode trust. Stakeholders extrapolate poor time discipline to the presenter's overall competence. Why do rehearsals matter more than you think? Most leaders convince themselves they "don't have time" to rehearse. Yet rehearsal is where professionals discover misalignment between content and allocated time. In my experience delivering Dale Carnegie Tokyo Training programmes, presenters nearly always start with too much material, not too little. The solution is cutting ruthlessly before stepping on stage. Rehearsals let you refine, simplify, and focus on impact — rather than embarrass yourself with speed-reading slides in public. Mini-Summary: Rehearsals reveal excess material and allow refinement. Skipping practice causes rushed, incoherent delivery that undermines executive presence. How does rehearsal improve delivery, not just timing? Once timing is fixed, rehearsal shifts to performance. Business presentations are performances — polished but authentic, not theatrical. Leaders who read from a script signal insecurity and lack of mastery. Rehearsal allows executives to internalise their key points, so the audience sees confidence, not desperation. In Tokyo boardrooms and at global investor conferences alike, polished delivery builds gravitas and trust. Mini-Summary: Rehearsal ensures smooth delivery. Executives should appear confident and persuasive, not reliant on scripts. What role does video feedback play? In training rooms, we record participants so they can see what the audience sees. Video feedback is humbling but invaluable. You catch distracting habits, vocal weaknesses, or pacing errors you'd otherwise miss. Replaying live presentations helps refine delivery across markets. Whether speaking to Japanese stakeholders or Western boards, professionals who rehearse, review, and improve demonstrate credibility. Mini-Summary: Video feedback exposes blind spots. Reviewing performances builds stronger delivery across diverse business cultures. What is the ultimate standard of professionalism? True professionals prepare, rehearse, review, and deliver within time. They treat every presentation — whether to staff, shareholders, or industry peers — as a performance shaping their reputation. In Japan's high-context culture, small lapses in timing or preparation send big signals. Internationally, executives with strong presence are trusted to lead. Are you seen as a polished professional, or as someone who exposes flaws by failing to rehearse? Mini-Summary: Professionalism in presentations means mastering timing, rehearsing delivery, and safeguarding your reputation. Conclusion Getting the timing right is not about clocks — it is about credibility. Leaders who rehearse, respect the schedule, and refine delivery project authority in every market. Those who don't risk reputational damage far greater than the value of any single presentation slot. About the Author Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie "One Carnegie Award" (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban "Hito o Ugokasu" Rīdā (現代版「人を動かす」リーダー).

 Why Japanese Leaders Struggle with Global Executive Presence — and How to Overcome the Barriers What does "executive presence" really mean for Japanese leaders? For global business audiences, executive presence is not about title or position, but about confidence, clarity, and persuasion. International companies such as Toyota, Rakuten, and Takeda Pharmaceuticals want their leaders to be concise, convincing, and credible on the world stage. Too often, Japanese executives equate presence with "perfect English." In reality, the bigger challenge is projecting leadership gravitas — the ability to command attention and trust — even when English is not flawless. Mini-summary: Executive presence in Japan is less about language mastery and more about projecting leadership confidence and persuasive clarity in global forums. What mindset issues hold Japanese executives back? Two major inhibitors dominate: perfectionism and cultural humility. Japan's "zero defect" culture, admired worldwide in manufacturing by firms like Sony and Toyota, spills into presentations. Leaders fear making even small mistakes in English, so they often stay silent or read scripted speeches. Perfection kills spontaneity. Added to this, Japan prizes modesty over boldness. In contrast, Western executives are expected to speak with assertiveness, drawing on traditions from Athens, Rome, and Churchill's wartime speeches. Without training to reset these mindsets, Japanese executives rarely demonstrate the commanding presence international audiences expect. Mini-summary: Japan's perfectionism and modesty discourage bold communication, limiting executives' ability to project leadership presence internationally. Why is English not the biggest barrier? English fluency is often cited, but it is not the core problem. Countries like China, Korea, and Germany produce leaders with strong executive presence despite English being a second language. The real issue is confidence and delivery. Reading from a script in flawless English still fails to inspire. Audiences in New York, London, or Singapore want leaders who speak authentically and persuasively, not perfectly. Training in mindset flexibility and delivery can bridge the gap faster than language study alone. Mini-summary: English is not the decisive factor; confidence and delivery style matter more than linguistic perfection. Why is Japan's history of public speaking so different? Unlike the West, Japan has little tradition of mass oratory. Samurai leaders gave orders from behind guarded walls, not rousing Braveheart-style speeches. Public speaking only began taking root in 1875, when Yukichi Fukuzawa opened the Enzetsukan (Speech Hall) at Keio University. Compared with Greece, Rome, or America's political speeches, Japan's history of oratory is very recent. Even today, cultural norms discourage standing above others while speaking — a visible sign of status that requires apology. This background explains why confident public speaking is not deeply embedded in Japanese business culture. Mini-summary: Japan's short history of oratory and cultural discomfort with status make confident public speaking a relatively new skill for its executives. Can Japanese leaders develop executive presence? Absolutely. At Dale Carnegie Tokyo Training, we see Japanese executives transform into persuasive international presenters once they shed mindset barriers. Claims that "the Japanese way of speaking is different" are often excuses masking lack of skill. Universal presentation principles — clarity, storytelling, audience engagement — transcend borders. With practice, Japanese leaders can command global stages just as well as peers from the US, Europe, or Korea. Executive presence is a trainable skill, not an inborn talent. Mini-summary: Japanese executives can absolutely learn global-standard presentation skills; presence is a trainable, not innate, leadership quality. Why does this matter for Japan's global future? The gap between Japan and other Asian nations in global presentation ability is stark at international conferences. Leaders from Korea, China, and India increasingly dominate global forums, while Japanese executives too often remain quiet. This lack of executive presence undermines influence, credibility, and leadership brand. If Japanese leaders embrace training, they will build trust, close communication gaps, and strengthen Japan's voice in international business. As globalisation accelerates, mastering executive presence is one of the last frontiers for Japan's competitiveness. Mini-summary: Without stronger executive presence, Japanese leaders risk falling behind Asian peers; mastering it is essential for Japan's global competitiveness. Conclusion Executive presence is not a luxury skill — it is a global requirement for leadership. For Japan, overcoming perfectionism and cultural humility in presentation is critical. International business rewards clarity, confidence, and persuasion. With the right training, Japanese leaders can stand on equal footing with peers from across Asia, Europe, and the US. The result will be greater trust, stronger communication, and a more powerful Japanese leadership presence worldwide.

I was confirmed into the Anglican Church when I was twelve years of age.  I remember it was the first time I ever wore a tie in my life. Prior to that, every week I had to ride my bicycle to the church after school and do bible studies with other kids with the Minister in order to pass the test to be able to confirmed.  My parents were not religious at all, but I guess because Christianity is such a central component to our belief systems and literature, that they wanted me to get the basics. Years later I discovered Zig Ziglar, one of the most famous modern day sales trainers.  He was raised in the Deep South of America where bible studies is very big.  I have read his books and watched his videos.  I am fan.  I noticed he was an incredible communicator.  I also noticed that a lot of his sales stories where like the parables he would have read in his "red letter" bible, that is where the words attributed to Jesus are written in red.  Australians are not particularly religious like Americans are, but I did recognise the power of these parables in communication.  I don't mean the actual quotation of the parables themselves, but the storytelling structure. The parable structure always has a learning component wrapped up in the story being told.  Often in business, we want to achieve the same thing for our audience.  We might be giving a "persuade" speech rather than simple "inform" speech" or we may be calling for the audience to "take action" rather than just "entertain" them.  The parables are always from real life, rather than being a confection created for effect.  This makes it easy for us to identify with the story.  When I mentioned going through the confirmation process as a child, I am sure many readers went through a similar experience, including those who are from Hindu, Muslim or Buddhist religious belief systems.  Our real life stories make it easy to connect with our audience, because they can understand or emphasise with what we are saying. The parables are also very easy to understand.  The message is crystal clear.  Do this and things will be good.  Do that and things will be bad.  This simplicity is what makes the storytelling so effective.  Zig Ziglar was a master of telling his stories which each had a lesson there for us in sales to absorb.  They were from his experience or the experience of others from the real world, not from the "how it should be world".  This is the danger when we become speakers.  We pontificate from on high, from way above the clouds, as if we were superhumans who never made a mistake or had a failure.  The ego has to be strong to tell a story against yourself.  We have grown up supersensitive to being criticised and so it is like kryptonite, we avoid it completely.  Criticising yourself sounds crazy, so we only talk about what a legend we are. Zig understood that audiences love a good redemption tale. Of course we like to hear how to do things so that they go well, that parable is always in fashion.  Interestingly though, we often feel distant from this model story of bravery, perseverance against the odds, intelligence, strength and wisdom.  We naturally aspire to those things, but they can feel like they are a million miles away from where we are at this moment.  Now failure, disaster, train wrecks all feel much closer to our reality and of course we want to avoid those.  Parable stories on what no to do are much more popular than the ones on what we should be doing. When things go pear shaped, don't miss the chance to take a note on that for a future talk.  The events may feel radioactive at the time, but get it down on the record, so that you can retell it when the pain has subsided.  Particularly include the characters involved, the extent of the damage and the depth of the heroics or stupidity involved.  Don't be limited to your own disasters.  Comb through the media and books for other people's disasters, which can then be trotted out as a parable for doom and gloom.   Storytelling master Zig Ziglar copied the parables, probably without even giving it a second thought, because it was so much a part of his cultural upbringings in Yazoo City, Mississippi.  As presenters we can find our own blue ribbon stories of triumph and catastrophe.  We can wrap these up in simple, true renditions of reality that our audience can identify with and easily recall.  The parables are well remembered for a reason – they work as a storytelling structure and we can adopt it for our own talks too.  In ten minutes, I bet you can come up with at least two or three good incidents that have parable like qualities, which can then be fleshed out into mini-stories of business good and evil for an audience.  Give it a try!  

Whenever I hear that Jesper Koll, CEO of WisdomTree Investments Japan,is going to give a talk here in Tokyo, I want to attend.  I have heard him speak before and he is very good, so my anticipation level of another great presentation is high.  I am not alone in thinking like this and his talks are always packed. This underlines why being able to present at a professional level builds your personal brand.  The basis for a professional presentation is receiving high level training and then getting a lot of practice to hone the craft.  You might be thinking, "well I don't get that many opportunities to give talks, so the frequency index is a bit low for me".  Fair enough, but you can get the training and that is the starting point to get the speaking spots.  All professional business speakers did a lot of speaking for free, before they ever got paid.  In business, we will have to give excellent talks from the very start and then at every opportunity, to build our reputation. This is why the training needs to come first and the frequency becomes a consequence of the training results. For those who are not in the "established reputation" group, which obviously is the majority, there are things we can do very easily to join them.  While we are working in our companies, there will be chances to give updates, reports, represent the section, etc., and this is where we need to start building our reputation. Fortunately, there is rarely a queue formed on the right to give these talks.  Most people hate speaking in public, because they have no clue what they are doing. They just bumble along, shuffling forward like the army of the dead reluctant presenters.  Good, keep bumbling.  That means we can get the opportunity to volunteer our services instead. When the top bosses see you give your report and your slides are crystal clear, well presented and your delivery is really excellent, you will be noted as someone who can represent the firm.  It may not happen quickly, but don't worry, those very same abilities as a competent presenter are also the requirements for leading others.  You are likely to be promoted in your firm because you are seen as a skilled communicator, someone with persuasion power. Rising through the ranks opens up more possibilities for giving presentations.  Often the big bosses themselves hate presenting too and will be very happy to throw you the speaking spot.  Grab it every time.  Once you get into the public arena, other will start to notice you.  More invitations will come. I have never asked Jesper about this, but I will bet he wasn't an overnight success as a speaker. I am sure he took years to polish his delivery. As you wise up to how the system works, you will start creating your own chances. You will be nominating yourself to give pertinent talks, on some worthy subjects for the local burghers.  Don't let "imposter syndrome" hold you back.  Remember that 99% of people giving business presentations range in skill from average to rubbish.  You have every right to be out there and because you have received the training, you are automatically in the top 5% straight away. Picking topics which are hot is a no-brainer.  This is where your copy writing skills are called upon to draft the gripping blurb advertising your talk.  Don't rely on the hosts to do this for you.  This is your brand we are talking about here and you must have total control over how you are represented to an audience. This is what the people will see and on that basis they will attend, until such time as you are well regarded speaker and people will turn up to hear whatever you have to say regardless, because they are fans.  This is what happens for me when Jesper's name is bandied about as a speaker.  I just go straight to the signup page and register, without reading the finer details, because I know it will be good.  The other dimension is that not everyone will be able to attend your talk but many, many more will see the notification. They will start to associate your name with a particular topic.  In Jesper's case it will be Japan's economy, because he is an expert economist and that is what he talks about.  Your name in lights as an expert on a topic is part of building an audience and personal brand for the future. When we get to the delivery stage, we can also build anticipation.  You are introduced by the MC, who is absolutely quoting from the brilliant introduction of yourself, which you prepared in advance.  I say "absolutely" because you need to nobble the MC beforehand and give firm instructions they follow the script and don't go off piste. It should be brimming to overflow with credibility and this starts to build a positive anticipation in those who don't know anything about you as yet. When the MC introduction is finished and you are on stage, don't start immediately.  Just hold the proceedings for a few seconds, which by the way can seem like an eternity and then start. If you want to see an anticipation build of stupendous proportions, then watch the video of Michael Jackson, when he performed at the Super Bowl in 1993.  He didn't move a muscle for one minute and thirteen seconds.  At that point, all he did was change his head direction to the left. He then held that new pose until the one minute thirty two mark and then he began his performance.  It takes a huge amount of guts to hold an audience for that long.  Well folks we are not Michael Jackson, so we can only hold our audience for a short time, but we should still hold them in order to build that anticipation. Keep close the idea of creating anticipation in the mind of your audience and develop your presentations accordingly.  If you start this way, you can anticipate a lot of success for your personal and professional brands.  

We normally think of omnichannel in relation to the medium being used to contact buyers.  We can also use this idea when thinking about planning our talk.  We automatically revert to the brain when we start this exercise.  Our logical, rational, analytical mode is needed but that is not enough for audiences.  We need heart, value and sex appeal for our messages to resonate.  We tend however to get stuck on the first rung of the planning ladder, the intellectual angle. We all know though that we are emotional creatures, running around justifying our emotional choices with a veneer of logic.  Our talk need to access all of our human instincts. We need our brain to be working well. Logic is required to make the argument make sense to our audience.  It means we need to be piling on the evidence, proof, data, statistics and testimonials etc.  The navigation of the talk should be logical, so that it flows like a good novel, making it easy for the audience to follow where we are going with this content.  I have mentioned before a talk I attended, where the visiting VIP just rambled through this maze and mist of an esoteric discussion, peppered with his vague musings, which was totally impenetrable.  It lacked structure, logical flow and clear, concise communication.  It was totally self-indulgent. To this day, I still have no idea what he was on about, but his personal reputation and his organisation's reputation were both shredded that day. Some members in the audience will be analytical types who love the logic, the detail, the nitty gritty, the evidence and they will be happy to see it.  They will be calibrating everything we say and running it through their mind looking for inconsistencies, gaps, flaws and mistakes of fact. We will win this group over if we are well organised, however they are not the only personality type in the audience. We have to go omnichannel to appeal to other personality types. Some will be more swayed by their hearts.  We need to get them in touch with their emotions and feelings during our talk.  Novels and movies are emotional engagement masterpieces in many cases.  We are drawn into the characters in the story and what happens to them.  I am a pretty logical guy, but I remember being captured by the heroine in the Japanese television drama Oshin.  Her rise from crushing poverty to running a massive retail empire was a true story, which appealed to my logical brain, but her travails were all pulling at the heartstrings. We do not have multiple weeks like a television show or three hours like a movie or hundreds of pages in a novel to emotionally engage our audience.  We can have some elements of the human drama of what we are talking about.  Because we are in business there is absolutely no shortage of drama which we can relate.  There are the full spectrum of characters to draw upon as well, from amongst our colleagues, subordinates, superiors, suppliers and clients.  Everyone loves a gory tale of corporate value destruction, factional bloodletting spitting out winners and losers and the dirty deeds done dirt cheap by business nasties. Another instinct is the gut and this is where we are appealing to value for money.  Is what we are talking about bringing concrete value to the audience.  Have we proffered some information or insight, which was previously unknown to them?  Are we making their business or personal life substantially better?  Are we tuning into the conversation going on in in the minds of the audience and suggesting questions which they want answers to and then magically unveiling the solutions?  The "what is in it for me" question is always the uppermost thought in an audience's mind, when they sit there listening to us pontificate about a subject.  I attended a talk by a big shot executive from one of the largest companies in the world.   She was talking about personal branding, so she pulled a good crowd.  However, it instantly became apparent that she was talking about how to brand yourself within a mega monster of a company like hers, when the audience was full of punters from small to medium sized enterprises.  There were zero take-aways and zero value on offer that day. The last omnichannel is sex appeal.  Is your topic sexy, will it fill the seats?  The title is always a key. A lot of thought needs to go into the best shorthand description which will grab attention.  Sometimes we need a provocative title to break through the daily detritus filling the minds of our potential audience members.  "How to" titles also work because we are flagging you will learn something if you attend. The delivery is another aspect of sex appeal.  We have to be excellent in giving the talk, looking for every opportunity to engage with our audience.  We want them thinking, writing down our stuff and often we have to branch into edutainment.  I am not good at snappy repartee, quick wit, zinger one liners or being a skilled raconteur.  I can tell stories though, which are interesting and insightful, which seems to get me by. When we sit down to design the talk, we need to be asking ourselves, "have I got all of the omnichannel touchpoints covered for this talk?".  We know people are quite various in how they absorb information and in their interests.  We have to do our best to appeal to as many people as we can in the one sitting.  In the end, it is the planning starting point which matters most.  If we plan to incorporate these four omnichannel     elements of brain, heart, gut and sex appeal, then we will be more successful.  

Usually when we have an opportunity to make a presentation, we get busy thinking about what we will talk about.  The organisers may have set some rails by specifying the theme of the event or they may have asked us to speak on a particular topic.  We are busy and often we start with creating new slides and scanning previous presentations for slides we can recycle.  This is a poor strategy.  What do we bang on about to our staff – plan the event or the project before you get started on the nitty gritty details. However, we neglect our own sage advice when it comes to presenting. Part of the planning process should involve boiling the key message down to a nub that cleverly, succinctly and concisely summarises the whole point of the talk.  Before we go there though we would be wise to consult others for ideas.  It is a bit odd isn't it, because we are always recommending collaboration and crowd sourcing of ideas for projects.  How we seek those ideas though is a bit tricky. Bounding up to someone for your presentation and suddenly saying , "do you have any ideas for this talk I am going to give" may not work all that well.  Teamwork featuring excellent levels of collaboration is a concept, a sacred concept in most firms, but rather undefined.  What is the environment for collaboration?  Are people's ideas welcomed in your workplace?  Are we able to go outside the workplace and source broader networks for ideas?  Do we have trustworthy networks in the first place? I had to give a keynote speech to a relocation industry conference in Osaka.  I called my contacts working in that industry and asked them about their issues, headaches and challenges.  I have never worked in that industry and neither had anyone in my company, so I needed that broader network to help me.  The irony was that after all the work I had put into crafting that piece de resistance , Covid put the whole event to the sword. I never did give that talk. It would have been brilliant of course! Jokes aside, the idea of involving others is a good one, because we only know what we know.  "Two brains are better than one" is ancient wisdom, but how often do we avail ourselves of outside input.  I was getting my book "Japan Sales Mastery" translated and was struggling for the best title in Japanese.  My friend Tak Adachi and I were having lunch and I mentioned my problem.  He said why don't you just call it "Za Eigyo" or "The Sale".  My son, later said to me why don't I drop the katakana for "Za" from the title and just use "The" from English, to become "The Eigyo".  This was a smart idea because I am an Australian writing in Japanese about selling in Japan, so the title combines both languages, to differentiate the book as a how foreigner would look at the world of sales in Japan.  I would never have come up with those ideas on my own, so it demonstrated the value of collaboration. The problem is we all recognise this in theory and we should be applying it to our presentation preparations, but we turn the whole thing into a solitary affair.  We emerge from our cave, brandishing our slide deck and away we go.  Getting more input is a better road to take, but there are some caveats.  People we consult on the spot, will give us the very shallowest of ideas. We need to set this up, explain the theme and then fix a date a few days later, to allow them to digest the theme and work on some ideas.  We are looking for diversity of views here and are not going to make any snap judgments.  We should listen quietly – no interrupting, jumping in over the top of them or ending their sentences.  We then thank them and privately reject, modify or incorporate their ideas. If we ask them to give some feedback on our ideas, always frame the response.  We want them to tell us what they like about it first and then tell us how we could make it even better.  Confidence is a key aspect when presenting and that includes the preparation phase as well.  This whole effort doesn't have to take a lot of time, so we are not going to be caught in a time crunch and have to rush things, to be in time for the talk.  More ancient wisdom says we don't plan to fail, but we often fail to plan.  We can incorporate more ideas into the preparation phase, if we simply plan for it.  

Being interviewed by the media can be a high risk affair, depending on the publication, the journalist and the business zeitgeist of the moment.  These types of interviews come up relatively rarely in business.  More common are panel discussions at business events hosted by Chambers of Commerce and more recently interviews on podcasts.  I have been on both sides of the microphone, so let me share some observations which may help you prepare for your interview. Chamber panels and podcasts are usually not "gotcha" interviews, as we will encounter with some journalists doing media interviews.  Generally, we are going to be treated well and it would be rare that the interviewer really went after you.  Having said that though, we have to expect the interviewer to want to dig down deeper into something you have said.  This can be of two basic varieties.  One is a high level statement you made where the context and detail is obvious to the speaker.  This may not be obvious to the audience though, so the interviewer will seek more detail and clarification.  In this case, that is not a problem, because we have the depth of mastery of the subject.  The other variety is a statement that may be accepted wisdom or it might be something we have said without giving too much thought to it.  This is when we will get into trouble, because as soon as the interviewer starts to dig in, it becomes plainly obvious we don't know all that much about it and out pours fluff instead of substance. The answer here is to talk about things you have experienced, read about in detail, have researched deeply or where you have listened to experts.  This sounds obvious, however we don't know where we will go with the questions and we can be drawn to stray into areas where our intellectual coverage is pretty thin.  There is nothing wrong with honesty.  Just say, "I don't have much to say on that subject because I am not an expert in that area. However something I do feel passionate about is…". Don't just end it with telling the audience you don't know much, because we are starting to damage our personal brand. Avoid leaving the conversation hanging in the air with us having admitted we are babbling on about stuff we don't know too much about. Immediately segue into an area where we are knowledgeable and talk about that. Always seek the questions in advance.  With media people they will do that, but often they have a couple of silent assassins ready which they will hit you with unexpectedly, to throw you off balance, to gain their "scoop".  Business panels and podcasts are usually not like that.  Generally, for panels, they will let you know, in general terms, what is the broad discussion they are looking for.  In the case of a panel, it is unpredictable where the conversation will move, but at least there are broad rails bounding the subject matter.  Again, it always better to say you don't know, than trying to snow the organisers or the audience.  Instead make a comment about some aspect you do know well and preserve your expert status. For podcasts, you should expect they will have a set list of questions and you should get those in advance.  If the interviewer says something like "I let the muse guide me", then I wouldn't recommend joining that podcast, unless you are massively confident about the subject matter.  Generally, there will be prior episodes, so you can get a sense of whether you are in the presence of real genius or a total nutter.  Often there will be a pre-meeting, to go through the episode theme and for them to get a sense of what sort of a guest you will be.  You can also get a sense of who they are too. Prepare for the questions, but understand you won't be able to read from notes.  The pace will move too fast for that.  You can glance at your notes, so it is better to have them arranged for easy reference, if you indeed need to do that.  Just having mentally calibrated the questions is usually enough.  Remember you are there because you know about the subject, so it will be easy for you to speak about it. That is often the real problem.  We do know a lot about the subject and we talk for too long and say too much.  Media interviews are an area where the more concise you are the safer it is.  Panel discussion hosts don't like guests who want to hog the limelight, so they will unceremoniously cut you off, effectively signalling to the audience that you lack self-awareness. Podcast hosts may just edit the hell out of you.  There is a balance, but being concise comes across a lot better than rambling.  If what you say is a bit too circumspect, the interviewer will draw you out further.  If you hear yourself talking too much, then you probably are, so you need to conclude your remarks on that point and stop. Rehearse your remarks based on the questions.  Remember these are public occasions and just as you would rehearse for a public speech, you need to do the same for the interview.  This will help you to trim the fluff from your answers and polish them into succinct, clever responses which will shine a positive light on you.  This is just as much your personal brand as giving a keynote speech.  Your fellow panelists or rivals on other podcasts, won't take this step. Think of these occasions in this way and you will definitely come across as a star.  

One consistent issue which often pops up within companies requesting our training is achieving persuasion power with colleagues, bosses and subordinates.  Being unable to convince others to follow your requests, ideas and suggestions is highly frustrating.  Often the issue is how the topic is approached.  In this "time is money", no patience, miniscule concentration span, twenty four/seven scramble, people drive you to get to your point.  If you are giving a presentation the big boss might bark out "Story, get to the point".  We are taught at business school to start with the punchline and get that into the Executive Summary, right at the front of the document.  That is fine except it is ineffectual when presenting in person. The punchline may be an excellent idea – "let's increase the marketing budget by $1 million to fund campaigns to coincide with the end of Covid".  The problem though is that the punchline is naked and has no protection attached.  As soon as we offer a statement, we suddenly transform our neutral audience into a raving band of doubters, sceptics, naysayers and critics.  Fair enough too, because we didn't land the punchline properly.  Comedians don't start with the punchline.  They set it up, they build the mental pictures for us so we can see the scene in our mind's eye.  They plug in plenty of context, add interesting characters, nominate a location and secure the build up in a temporal frame for us. When the punchline is unveiled it is congruent with the set up, makes a lot of sense and we laugh.  Why on earth serious, well educated business people would imagine they can just throw the punchline out there, with no context, background, proof, evidence, data and statistics is a bit of a mystery.  But they do just that and then get cut to ribbons by the baying crowd of non-believers. Our communication skills have to be good enough that briefly, we can build the basis for the punchline. If we do a good job, the members of the audience are all sitting there thinking "we should fund a campaign to coincide with the end of Covid", before we say anything about it.  The lead up has been so well constructed that given the background, the best way forward occurs to everyone as the most obvious thing needed. We have to keep it brief though.  Storytelling is a big part of this, but these are "short stories", not War and Peace tome like equivalents.  If we labour the point or go too long with the background, some grumpy attendees are bound to tell us "get to the point".  So we need to have enough context, supported with tons of evidence, which draws out the needed next step. When we explain what comes next, everyone feels they already thought of that answer by themselves.  This is guaranteed to get agreement to the proposal. The way we get to the structure of the talk is to start with the action we want everyone to agree to.  Having isolated out the action we investigate why do we think this?  What have we read, heard, seen, experienced something, which tells us this is the best solution.  There must be a reason for what we are recommending.  All we need to do is capture that information and add in the people they know, a place they can see in their mind, put it all in a time frame and definitely add in data, evidence and proof to back up what we are saying. We start with the background and then we reveal the punchline but we don't stop there.  Recency is powerful, so we want to control what is the last thing our audience hears.  We top it all off with stating the benefit of the action.  The action/ benefit component must be very short.  There needs to be one clear action, so that everyone can understand what we need to do.  Also, while there may be many benefits, we only want to mention the most powerful one.  If we keep piling on the benefits we begin to dilute their power with too much detail.  Clarity must be the driving ambition here.  If we put it into mathematical terms then 90% of the time we speak should be devoted to providing the richest context possible and 5% each for the action and benefit. If we are doing a good job then by the time we blurt out the punchline the audience will be thinking "that is old hat, I knew that, that is obvious".  If we can engender that reaction then we have done our job well.  Brief but powerful, clear and convincing - these should be our objectives.  

What Japanese Presenters Get Wrong Clients have some common problems with their Japanese leaders.  I know this because the same requests keep coming up.  This is across industries and companies and it is consistent.  Usually Japanese presenters are excellent at assembling lots of data and information.  They can really pack a lot into a few slides.  When they present it is like a waterfall of wonderous content, just flowing forth, without much structure or clarity.  Somehow the bosses have to work out the key points for themselves, because the staff's job focuses on accumulating hoards of data and then putting it all up on screen.  The presenter is almost invisible, has low energy, speaks in a quiet voice you can struggle to hear and blends well into the wall paper. This doesn't work so well in international meetings and Japan looks weak and ineffectual to the rest of the far flung company world. We are battling two giants here.  One is the educational system and the other is Japanese culture.  I earned my Masters Degree here in Tokyo, so I have seen up close and personal what a high school education prepares you for and what universities do with that raw clay.  An argument could have been made, prior to the advent of the internet, that the ability to memorise vast quantities of information and regurgitate it on command was a serious capability.  We can find any thing very quickly today thanks to search engines, so having to memorise gobs of stuff isn't as important as it once may have been. I see it in my son's education when he was at international High School here.  They were required to have laptops and everything was done online.  His generations' issue is there is too much information. How do you find the best and correct data, how do you sort the wheat from the chaff?  Young people are digital natives, but they are all drinking from the firehose of all data every recorded, sitting just a few clicks away. We teach our students to start at the end.  Define in as short a sentence as possible, the most important key message you want to impart.  This is not as easy as it sounds. You have to be brutal with yourself.  You have to eliminate all the nice to have, all the interesting to have and refine it down to the must have.  Just throwing up a lot of data on screen doesn't require as much thinking, as refining the data into the gold nuggets for the audience.  Discerning the key message then allows us to build the structure for the argument and to align the necessary evidence in order to be convincing to our audience. The first words coming out of our mouth have a powerful role.  Everyone seems easily distracted today, have miniscule concentration spans and are quickly bored.  So we need to say something that really breaks through that wall of indifference and grab their attention.  There is no point launching that blockbuster opening in a squeaky, unsure, timid little voice.  People will be flying for their phones to escape you.  No, we need a strong voice, standing or sitting tall if online, when we kick things off.  We have to be oozing confidence. "But Story san, my English is so poor, I have no confidence".  This is another trope we often hear.  Here we have Japanese perfectionism, no defect, no errors and no mistake culture colliding with the Education Department's failed efforts to teach the population English.  Don't accept that excuse.  No one cares about linguistic perfection in business meetings, except the Japanese staff when they have to speak in English.  Give them the "no grammar needed" escape jail card for the meetings, to give them permission to speak without fear and let the rest of us work out what it is they want to say.  We are used to this and are all pretty good at it. Just being able to isolate the key take away and deliver that in a confident manner will be a revolution to business meetings where Japanese have to present.  Not having to wade through all the dross to understand the key point will be a relief.  Having one idea per slide will be a life saver for everyone – make this the iron rule for Japanese presenters.  This forces the selection of only the most important information to be shown.  The result will be a much clearer messaging effort and greater clarity around what exactly is that message.  Confidence sells the message, so the delivery has to be sold in that manner.  Rehearsal is critical for Japanese speakers and so is coaching.  This applies to whatever language they are presenting in, because you can guarantee the issues will be present in both languages to a great extent.  When giving feedback to anyone, only look at two elements and tell them what they are doing well and then tell them how they can do it even better.  This will build confidence and create a momentum that will maximise capability.  What does all of this cost?  Nothing, so let's get to it.