Don’t get this wrong. Good posture never goes out of style, yet many presenters struggle with it. Standing straight projects confidence, enables better breath control, and conveys energy. However, the presenting environment often tempts us into poor habits. Even seasoned performers—actors and singers—struggle with posture during award acceptance speeches. Instead of standing tall, they hunch over microphones, giving audiences an unflattering view of their bowed heads. These professionals, familiar with microphone technology, should excel at its use but often fail to adapt to the setup.

As a presenter, you can avoid this by preparing beforehand. Test the microphone to ensure it suits your needs, and request alternatives like a handheld or lavaliere mic if necessary. If caught off guard, don’t hesitate to remove the microphone from its stand or lift the entire stand to bring the mic to your level. The key is to take control of the tech, not let it dictate your posture or delivery.

Podiums are another culprit behind poor posture. Many speakers clutch the podium for balance or as a substitute for gestures, especially if unsure what to do with their hands. This restricts movement and leaves the speaker hunched over, further diminishing their presence. Instead, step slightly back from the podium so the temptation to go for the grip is eliminated, stand tall, and use a slide clicker to navigate your presentation. Free from the restrictions of the physical podium, your gestures can enhance your words and engage the audience.

If you must use a podium for notes or as a laptop stand, maintain good posture by standing upright and away from the podium’s edge. I often rotate the podium toward me, so that I can easily see my laptop screen, as I stand to the side. This prevents reliance on the podium for support and keeps my hands free for natural gestures.

Good posture marks a professional who commands their environment, tech, and presentation space. By addressing these physical and technical challenges, you can focus entirely on engaging your audience—our ultimate goal.

Nemawashi, translates to “groundwork” and is rooted in the practice of moving large trees. This intricate process—preparing roots, wrapping them, and relocating the tree—serves as a metaphor for meticulous preparation before decisions in business. In Japan, decisions are typically made before meetings, with the gathering itself serving as a formality to approve prior agreements. The groundwork involves engaging stakeholders individually, securing their buy-in, and addressing potential concerns.

In contrast, Western decision-making often occurs during meetings, with open discussions and debates leading to a consensus. This cultural difference means that to influence outcomes in Japan, preparation must begin early, before formal discussions occur. Whether dealing with internal teams or external clients, success depends on influencing decision-makers ahead of time. When working with a client, for example, your internal champion becomes pivotal. They must persuade decision-makers using data, testimonials, and evidence you provide, ensuring the groundwork is solid. Neglecting this preparation risks losing control of the decision-making process.

Nemawashi also involves understanding the dynamics within the meeting. Others may push their agendas, so your champion needs a clear strategy. Identify meeting participants, anticipate their concerns, and craft tailored approaches to win them over. Preparation should include counterarguments for opposing perspectives, ensuring your champion can effectively advocate for your preferred outcome.

While nemawashi doesn’t guarantee success, it maximizes your chances. Poor preparation often leads to unfavourable decisions. By embracing nemawashi, you can position yourself strategically, influencing outcomes in alignment with Japanese decision-making norms. This approach not only enhances your chances of success but also helps you navigate complex organizational dynamics more effectively.

Don’t be delusional. Do you consider yourself moody? Perhaps not, but as a boss, your team may perceive you differently. Employees are keenly attuned to your every movement, tone, body language and expression, constantly evaluating your mood to gauge whether it's a good time to approach you with work-related matters. Your ability to mask emotions or maintain equilibrium amidst challenges significantly influences the workplace atmosphere.

As the leader, your mood sets the tone for the day. A positive attitude can uplift the team, while a negative one can drag them down. The challenge lies in maintaining this positivity consistently, regardless of personal troubles or external factors like the weather or how you are feeling. Leaders must avoid expressing judgments about uncontrollable elements, like a rainy day or a sunny morning, which might signal to others that emotions can be swayed by such minor elements.

Beyond weather, procrastination is another mood indicator leaders should watch. When faced with daunting or unpleasant tasks, it’s easy to divert attention elsewhere—emails, calls, or minor administrivia—rather than tackle the priority head-on. This avoidance can diminish motivation and affect the team’s perception of your leadership. Similarly, setbacks like low revenues, missed deadlines or subpar performance from team members can derail your positive mindset. However, as a leader, you cannot blow your stack. You need to respond very carefully and thoughtfully.

Effective leadership demands discipline and emotional control. It’s about engaging both intellect and empathy to guide decisions and maintain team morale, even under pressure. Leaders cannot indulge in visible frustration or unchecked emotion. Instead, they must project confidence and resilience, serving as a stabilizing force for the team. While perfection is unattainable, the image of a steady and composed leader is crucial.

Ultimately, being a “sunny boss” isn’t about feigned cheerfulness but about demonstrating consistent emotional stability. Leaders must resist letting external factors or internal fears dictate their behavior. By cultivating self-discipline, they can positively influence their team’s mood and productivity, ensuring the workplace remains a place of progress and collaboration, no matter the challenges.