• How to Have an Audience Like You by Building Rapport
    2025/10/13
    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 ...
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    13 分
  • Presentation Fundamentals for Business Leaders
    2025/10/06
    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 ...
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    11 分
  • Presentation Guidelines for Business Leaders
    2025/09/29
    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...
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    12 分
  • If You Want To Be Enthusiastic
    2025/09/22
    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 ...
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    11 分
  • Artificial Intelligence and the End of Human Connection
    2025/09/15
    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. ...
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    12 分
  • Getting The Timing Right For Your Presentation
    2025/09/08
    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...
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    11 分
  • Gaining International Executive Presence in Japan
    2025/09/01
    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 ...
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    14 分
  • The Bible’s Parables As A Presentation Guide Even For Atheists
    2025/08/25

    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!

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    11 分