『The Presentations Japan Series』のカバーアート

The Presentations Japan Series

The Presentations Japan Series

著者： Dale Carnegie Training
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今ならプレミアムプランが3カ月 月額99円

2026年5月12日まで。4か月目以降は月額1,500円で自動更新します。

概要

 Persuasion power is one of the kingpins of business success. We recognise immediately those who have the facility and those who don't. We certainly trust, gravitate toward and follow those with persuasion power. Those who don't have it lack presence and fundamentally disappear from view and become invisible. We have to face the reality, persuasion power is critical for building our careers and businesses. The good thing is we can all master this ability. We can learn how to become persuasive and all we need is the right information, insight and access to the rich experiences of others. If you want to lead or sell then you must have this capability. This is a fact from which there is no escape and there are no excuses.Copyright 2022 マネジメント マネジメント・リーダーシップ 経済学
エピソード
  • What If I Am Not Fluent In English As A Presenter?

    What If I Am Not Fluent In English As A Presenter?
    2026/03/30
    Japan loves kata (the right way) and kanpekishugi (perfectionism). It's why trains run on time, factories hit tolerance, and meeting etiquette is orderly. It's also why many Japanese professionals feel shame if their English isn't perfect — especially on stage, in a boardroom, or on a Zoom call with global HQ. I used to argue with my wife: "Why does it have to be done this way?" Her answer was always the same: "Because that's how it's done." Fair enough… until perfectionism starts strangling your communication. Do I need perfect English to give a good business presentation in Japan? No — you need understandable English and confident presence, not linguistic purity. Even native speakers in the US, UK, and Australia butcher grammar, tense, and pronunciation in daily life, and nobody calls the speech police. In Japan, the pressure feels heavier because mistakes trigger that hot flush of embarrassment, but global audiences in 2026 are used to "World English" from colleagues in Germany, India, Singapore, and Korea. Executives at multinationals like Toyota, Rakuten, Unilever, and Google don't expect perfection; they expect clarity, credibility, and a logical structure. Perfectionism often creates stiffness, not trust. Your goal is to be natural, imperfect, and effective—the kind of speaker people can follow and respect. Mini-summary / Do now: Stop aiming for perfect English. Aim for clear meaning + confident delivery. Why does reading a script word-for-word actually make you look less senior? Because scripted perfection often reads as fear, not leadership. I've seen very senior Japanese executives "over-engineer" English presentations: reading notes word-for-word to keep grammar flawless, and even planting "sakura" audience members to ask pre-arranged questions. The language may be perfect, but the leadership signal is terrible. Global bosses grooming someone for a bigger role want a leader who can handle uncertainty, not someone who must control every syllable. In Japan, formality is fine; robotic delivery is not. In the US and Europe, reading sounds unprepared. In Asia-Pacific, it sounds cautious. The irony is brutal: chasing perfect English can damage the very credibility you're trying to protect. Mini-summary / Do now: Use notes as a safety net, not a crutch. Speak to ideas, not to sentences. What if I freeze during Q&A because my English isn't fast enough? If you wait for a perfect sentence, you'll never speak—so answer simply, then rephrase until they get it. I learned this studying Japanese back in 1979: by the time you manufacture the "perfect" line, the conversation has moved on. Q&A rewards clarity, not elegance. Use survival tools: buy time ("Great question—let me check I understood"), chunk your answer into 2–3 points, and confirm meaning ("Did that address what you meant?"). In Japan, it's acceptable to be careful; in US-style Q&A, it's normal to be direct; in Europe, it's normal to clarify the question first. If people can't understand, they'll ask you to repeat—no scandal. Mini-summary / Do now: Prepare 10 likely questions and practise short answers + a rephrase. Should I rely on perfect text on slides if my spoken English is imperfect? Yes—clean slides can carry precision while your spoken English adds meaning, energy, and context. This is a smart division of labour: your screen can show accurate definitions, metrics, timelines, and KPIs (ROI, churn, NPS, cost per unit), while your voice explains the "so what." Post-pandemic, hybrid audiences on Microsoft Teams or Zoom skim faster, so visible structure helps everyone—native and non-native. The trap is reading the slide verbatim; that kills engagement and makes you sound like a translation app. Use slides for anchors: key terms, numbers, decision options. Use your voice for the human bits: implications, examples, and the recommendation. If your English is imperfect but you're energetic and clear, people forgive the mistakes. Mini-summary / Do now: Make slides precise and simple; make your speaking clear and alive, not scripted. Will my accent and pronunciation ruin my credibility with foreign audiences? No—unintelligibility is the risk, not an accent, and most global listeners are trained by years of non-native English."Perfect" pronunciation is a myth even among native speakers (think regional US accents, Scottish English, or Australian slang). What matters is: can the audience reliably catch your key nouns, numbers, and decisions? If you mumble, speak too fast, or swallow endings, you lose them. If you slow down slightly, separate your words, and emphasise the important terms, you win. In Japan, people fear being judged; in reality, foreigners usually judge confidence and clarity more than vowels. If a word is hard, swap it for a simpler synonym. If they look confused, repeat it differently. That's professionalism. Mini-summary / Do now: Prioritise clarity over accent: slower pace, crisp ...
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    13 分
  • What If I Am A Low Energy Speaker

    What If I Am A Low Energy Speaker
    2026/03/23
    Being persuasive is a commercial superpower. Whether you're pitching a proposal in a Toyota-style boardroom in Tokyo, selling a SaaS renewal in Silicon Valley, or leading a change programme in Sydney, you still need people to say "yes" to your idea. High-energy speakers often get impact "for free" because their natural pace and passion carries the room. Quiet, calm, low-energy presenters don't get that free lift — and being "authentic" isn't enough if the audience can't feel you. The goal isn't to become a different person. It's to build range: like classical music, you need crescendos and near-silence, intensity and restraint. Is being authentic as a low-energy speaker enough to be persuasive? No — authenticity without impact can be "authentically boring," and boring never closed a deal, won a budget, or inspired a team. In business, your content and structure can be excellent (clear problem, strong solution, good logic), yet the delivery can still sink the outcome if the audience can't hear you, can't feel you, or mentally checks out. This is true across markets: Japan tends to reward calm professionalism, but "calm" is not the same as "flat." The US often rewards visible conviction, but conviction isn't the same as yelling. Australia likes directness, but directness still needs vocal colour. The professional standard is: keep your personality, upgrade your delivery. Think "credible and engaging," not "performer." Mini-summary / Do now: Keep your authenticity, but add range. Decide: where do you need more energy, and where do you need less? How do I fix low energy without feeling like I'm screaming at people? Low-energy speakers usually stop too early because the increase feels huge internally, even when it barely registers to the audience. This is a calibration problem. Your brain hears "double the energy" and thinks "I'm shouting like a football coach," but the room hears "finally, I can follow this." In practical terms, your voice has three dials: volume, pace, and emphasis. You don't need to crank all three at once. Start with emphasis (stress key words) and pace (slightly quicker on the easy bits, slower on the important bits). In Japan or Europe, you can still be restrained — just don't be invisible. In a US sales pitch, you can be warmer and more animated — without going full hype. Mini-summary / Do now: Increase by 10–15% more than feels comfortable. Adjust emphasis first, volume last. Why is it sometimes harder to slow down high-energy speakers than to energise quiet ones? Because fast, high-energy speakers often get "on a roll" and accidentally create an audience of one: themselves.They love their natural speed, and slowing down feels fake, uncomfortable, and restrictive — like putting a sports car into first gear. Quiet speakers have the opposite issue: they feel they're being ridiculous when they lift energy, so they quit at a tiny 5% improvement. Both extremes are fixable, but for different reasons. High-energy speakers need to reconnect to listeners (pause, breathe, check faces, ask rhetorical questions). Low-energy speakers need permission to occupy space(stronger openings, clearer key-point emphasis, more deliberate transitions). In a multinational (Rakuten, Siemens, Unilever), the best presenters can flex style by audience and setting. Mini-summary / Do now: High-energy: slow and connect. Low-energy: lift and project. Both: build range, not a new personality. What's the "classical music" approach to energy and voice in presentations? Great presentations aren't a constant crescendo or a constant lull — they're dynamic, like classical music with intensity and near-silence. If you shout the whole time, you exhaust people. If you whisper the whole time, you lose them. Variety creates attention. Use louder, faster, more animated delivery for urgency (risks, deadlines, customer pain). Use slower, softer, more deliberate delivery for gravity (ethics, safety, major decisions). This works across sectors: finance (Morgan Stanley-level formality), manufacturing (Toyota-style precision), tech (startup speed), and professional services (Big Four clarity). The trick is intentional contrast: your energy becomes a tool, not a mood. Even a quiet speaker can be powerful by controlling pauses, slowing down before a key message, and landing it with crisp emphasis. Mini-summary / Do now: Plan your "peaks and valleys." Mark 3 moments to lift energy and 3 moments to go calm and deliberate. Which words should I emphasise, and do I have to raise my volume to do it? Not every word is equal — emphasise the few that carry meaning, and you can do it with a whisper as powerfully as with volume. This is where low-energy speakers can win big: "conspiratorial" delivery can feel like you're sharing a crucial truth. Emphasis can be done through pace (slow the key phrase), pitch (slightly higher or lower), or pause (silence before the point). High-energy speakers often struggle here ...
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    13 分
  • Thanking The Speaker

    Thanking The Speaker
    2026/03/16
    Presentations have a cadence: promotion, registration, MC opening, speaker delivery, and then the closing that shapes the final memory. In many well-run events (industry associations, chambers of commerce, corporate briefings, webinars on Zoom or Microsoft Teams), the MC and the person giving the vote of thanks are separate roles. If you're the one thanking the speaker, you're not doing "admin" — you're delivering a short, public, brand-defining moment at the very end, when recency bias is at its strongest. Why is thanking the speaker a "last impression" moment leaders should take seriously? Because the vote of thanks is a mini-presentation that heavily influences what people remember about the event — and you. At the end, the audience is thinking about trains, inboxes, and the next meeting, so whatever happens now becomes the emotional "closing scene." In Japan, formality and role clarity matter more than many Western settings; in the US, audiences expect crisp confidence; in Australia, they expect practical brevity without self-importance. This role can add to or subtract from your personal and professional brand because people are judging your competence, tone, and respect for others. Done well, it elevates the speaker and the host organisation. Done badly, it jars and feels amateurish, even if the talk was strong. Mini-summary / Do now: Treat this as a 60-second closing performance. Decide in advance: respectful tone, one insight, clean handoff. How do you prepare to thank a speaker without sounding generic? You prepare by listening for one audience-relevant idea and capturing it as a tight, quotable takeaway. The trap is turning your thanks into a vague "Great talk, learned a lot" filler. Instead, listen with intent: what point will most resonate with this audience (executives vs frontline, sales vs HR, B2B vs consumer)? If you can get the slides or outline beforehand, your job gets easier because you can anticipate themes and pick the strongest one. In a multinational (Toyota, Rakuten, Unilever), this might be strategy alignment or governance; in a startup, it might be speed and execution; in a professional association, it might be standards and reputation. You're not summarising the entire presentation — you're spotlighting the single idea that makes the room feel it was worth attending. Mini-summary / Do now: Write down three candidate "best points" during the talk, then circle the one with highest relevance to the room. What's the biggest mistake people make when thanking the speaker? They compete with the speaker by rambling, summarising too much, or using the moment to promote themselves.You've seen it: the applause dies, people stand up, and the "thank you" person launches into a speech about their own opinions. That wastes time and feels self-centred — especially at the end when the audience is mentally leaving. The vote of thanks should be short, sharp, and terrific. In Japan, over-talking can feel disrespectful to the schedule and group; in the US, it reads as self-promotion; in Australia, it reads as waffle. The audience wants closure, not another keynote. Your credibility rises when you demonstrate discipline: one reference to value, one audience-focused insight, and then you hand back to the MC or close the event cleanly. Mini-summary / Do now: Keep it under 60–90 seconds. One insight only. No "second presentation," no personal agenda. How does the Thierry Porte example show the power of a great vote of thanks? A brilliant thank-you can outshine a weak presentation and instantly boost how smart and credible you seem. The story is memorable because the main talk was a disaster: the presenter scrolled a tiny-font document on screen and effectively read it aloud, damaging the firm's brand. Then Thierry Porte (then President of Morgan Stanley Japan, later at Shinsei Bank) delivered short, intelligent remarks thanking the speaker — and those remarks created a stronger impression than the talk itself. Years later, the details faded, but the judgement remained: "this guy is really smart." That's the leverage of a well-executed closing: you can't always control the main speaker's quality, but you can control how the event lands. That landing affects networking, reputation, and trust. Mini-summary / Do now: Aim for "intelligent and concise," not "complete." Your goal is a strong impression, not a full recap. What is the TIS model and how do you use it to thank a speaker professionally? TIS gives you a reliable structure: Thanks, Interest, then Formal Thanks — so you're respectful, relevant, and brief. Start with Thanks using the right level of formality. In Japan, honourifics matter: "-sama" signals a different respect level than "-san," and professions like bengoshi (lawyer) may be addressed as "Sensei." Next, Interest: choose one element of the talk most likely to have resonated with the audience (not necessarily your favourite). Finally, Formal Thanks: if the MC will...
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    14 分
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