『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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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
  • Applying The Shu-Ha-Ri Concept To Presentations

    Applying The Shu-Ha-Ri Concept To Presentations
    2026/11/02
    Japanese martial arts offer business presenters a surprisingly practical roadmap for improvement. Shu-Ha-Ri (守破離) describes the journey from mastering fundamentals, through experimentation, to an effortless command of your craft. I first encountered it while studying karate in Australia. The same progression applies when we stand up to speak to an audience in Tokyo, Sydney or anywhere else. What does Shu-Ha-Ri mean for business presentations? Shu-Ha-Ri is a three-stage Japanese learning framework: protect the fundamentals (Shu), break away and innovate (Ha), and transcend conscious technique (Ri). The characters 守破離 come from the world of Japanese traditional arts, including karate. They describe a journey rather than three tricks to bolt onto your next PowerPoint deck. In Shu, we learn the correct forms and repeat them deliberately. In Ha, we have enough control to explore alternatives without losing the basics. In Ri, those techniques have become so thoroughly absorbed that we no longer need to think about them. This is not a shortcut to charisma. It is the opposite: sustained practice that eventually looks natural. Whether you are briefing a Japanese board, pitching a B2B client or addressing a multinational conference, the same learning path applies. The presenter's job is not to demonstrate technique; it is to communicate with the audience. Do now: Identify whether you are learning, experimenting with or instinctively applying your presentation fundamentals. How can you recognise the Shu stage when learning to present? At the Shu stage, presenters consciously manage their stance, eye contact, gestures, facial expression and vocal variety.We have to remind ourselves of everything. Are our feet positioned so that our body faces the whole room rather than shutting out half the audience? Are we looking directly at individuals instead of sweeping an unfocused gaze across the hall? Do our gestures match the point we are making? In my approach, a gesture should not hang around for more than about fifteen seconds, or it loses its force. We also need to animate the face and avoid that dreaded business monotone. Pace matters, too: rushing makes the message harder to follow. None of this is glamorous. It is painstaking, conscious rehearsal, much like practising the fundamentals of karate. Businesspeople who deliver only a handful of talks each year can spend years at this stage, especially when they never rehearse or receive coaching. Do now: Rehearse one talk while checking posture, eye contact, gestures, expression and pace. What changes when a presenter reaches the Ha stage? At Ha, the fundamentals become more automatic, freeing the presenter to experiment with movement, stronger gestures and closer audience connection. We stop spending every second mentally checking where our feet are pointing. We know how to reset our body so that people on the far left and right are not ignored. On a larger stage, we may move towards different parts of the audience rather than remaining rooted to one spot. Gestures become less manufactured and may grow larger when the message deserves greater emphasis. This is a departure from rigid form, not an excuse to abandon discipline. A salesperson presenting to six decision-makers may need restrained movement; a leader speaking in a large auditorium may need something more expansive. The context changes the delivery. The critical shift is that our attention begins to move away from our own performance and towards the people listening. That is genuine progress. Do now: Keep the fundamentals and deliberately test one new delivery technique at your next presentation. What does the Ri stage look like in front of an audience? Ri is the point where presentation technique operates naturally and the speaker concentrates almost entirely on audience reactions. I saw this clearly after speaking at the Tokyo American Club about my Six Impact Points of Persuasion. During the questions, someone asked whether I had consciously decided when to use gestures or whether they simply happened. I had never really considered it. The gestures followed the content without any deliberate internal instruction. That was Ri in action. At this stage, we are not occupied with the mechanics of eye contact, body position or voice modulation. We can read the room, sense what is landing and adjust our approach as we go. The audience and presenter become more closely aligned. It may look effortless from the seats, but it rests on years of learning and repetition. Ri is not a performance trick; it is earned fluency. Do now: During your next talk, notice whether you are monitoring yourself or responding to the audience. Why do so many executives struggle to progress beyond Shu? Many executives remain at Shu because they present infrequently, rehearse too little and rarely receive specific coaching afterwards. Consider the typical business presentation cycle. A manager prepares a set of slides, delivers ...
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    11 分
  • Why Are You Such A Boring Presenter

    Why Are You Such A Boring Presenter
    2026/10/26
    Think you are not a boring presenter? You may be right, but think about the business presentations you can actually remember. Most professionals struggle to name even a handful. The problem is rarely a shortage of information. It is the mistaken belief that good content will somehow deliver itself. Why are so many business presentations boring? Business presentations become boring when speakers rely on strong content but neglect the way they deliver it. Once, executives could impress an audience simply by bringing information nobody else possessed. Search engines changed that bargain. Facts, charts and industry commentary are now readily available, so a presenter must do more than recite them. A business leader who reads slides in a flat voice asks the audience to work harder than necessary. The same trap catches salespeople, technical specialists and senior managers: expertise does not automatically create engagement. In a boardroom, an internal briefing or a client pitch, listeners need to understand why the information matters and feel that the speaker believes it matters too. Excellent material delivered badly can still disappear without a trace. Do now: Audit your next talk for moments where the delivery adds nothing to the content. Why is it harder to hold an audience's attention today? The smartphone puts a powerful alternative to your presentation within arm's reach of every listener. Steve Jobs introduced the iPhone in 2007, and the competition for attention has only intensified since. A bored listener no longer has to stare at the ceiling. Email, messaging, TikTok and an endless stream of online content offer immediate escape. This affects presentations in Japan as much as those in Australia, Europe or the United States. Even a polished executive cannot assume that the audience will stay focused simply out of courtesy. We are competing with a device designed to offer novelty on demand. The answer is not to cram more detail onto slides. We need to make the live experience worth watching, with purposeful changes of pace, vocal energy and a message that matters. Do now: Plan an attention reset before your audience has a reason to reach for a phone. What did Albert Mehrabian actually discover about communication? Albert Mehrabian's famous 55–38–7 figures do not mean that words account for only 7% of every presentation. His 1960s research concerned how people interpret feelings and attitudes when verbal and non-verbal signals conflict. The percentages are regularly stretched into a universal rule about speaking, appearance and voice. That is a misuse of the findings. Imagine a company president announcing excellent results in a monotone, with a wooden face and no expressive movement. The words signal enthusiasm, but the delivery signals the opposite. That mismatch can make the audience doubt the message or lose interest. The practical lesson is congruence: align your voice, expression and gestures with what you are actually saying. The research is not an excuse to dismiss content; it is a reminder that delivery can undermine it. Do now: Check whether your tone and body language match the emotion and importance of each key point. How can voice modulation stop a presentation sounding monotonous? Varying volume, pace and emphasis makes key ideas easier to notice and remember. A monotone flattens every sentence into the same level of importance. Instead, give significant words more power, then occasionally soften your voice almost to a conspiratorial whisper. That contrast makes listeners lean in. Pauses also matter. A short silence after an important statement gives people time to process it and signals that something deserves attention. Do not shout your way through an entire speech or slow every sentence into a dramatic performance. Variety works because the audience hears a meaningful change. In a sales presentation, a quieter explanation of the client's risk can carry more weight than a loud declaration about product features. In a leadership briefing, a firm, clear statement can underline the decision everyone needs to understand. Do now: Mark three phrases for emphasis and two deliberate pauses in your next script. How do gestures and eye contact improve executive presentations? Purposeful gestures and direct eye contact reinforce your words and make the audience feel personally addressed. Gestures should dramatise the point, not provide random movement. A broad gesture may underline an opportunity; a smaller, controlled movement may suit a serious warning. Coordinate the movement with the exact phrase you want remembered. Eye contact adds another layer. Rather than sweeping your gaze vaguely across the room, look directly at individual listeners long enough to complete a thought, then move naturally to someone else. That approach works in a client meeting, a management presentation or a conference speech, although cultural expectations and room size will shape how you apply it. In Japan, ...
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    13 分
  • Four Strategies For Building Confidence As A Speaker

    Four Strategies For Building Confidence As A Speaker
    2026/10/19
    Confidence in public speaking is not created by telling a nervous presenter to "be confident". Fear and nerves are real, and when speakers become consumed by their own stress, their attention shifts away from the audience. Confidence has to be built deliberately. Four practical building blocks help: self-acceptance, self-respect, taking manageable risks and using evidence-based self-talk. How can self-acceptance reduce presentation anxiety? Accept that nerves are a normal physical response rather than evidence that you cannot present successfully.Stress triggers reactions such as adrenaline because the body is preparing for perceived danger, and fighting that reality only creates additional pressure. We also create anxiety by setting the performance bar unrealistically high. If the internal requirement is to be perfect, almost any presentation becomes threatening. A better approach is to treat presenting as a journey. Decide that today you will improve three specific things rather than demanding flawless performance. That recalibration reduces pressure and gives you achievable targets for progress. Mini-summary: Accept the nerves and lower the demand for perfection. Focus on a few specific improvements each time you speak. How does self-respect build confidence as a speaker? Use your existing record of achievement as evidence that you can develop presentation skills too. Skilled speakers were not born delivering polished presentations; they built their capability over time. When we watch an accomplished professional, we see the finished capability but not the awkward early attempts that preceded it. The same applies to public speaking. Look back at skills you have already developed in your career and life. You were not complete at the beginning of those journeys either. Moving your mindset from perceived lack to demonstrated capability gives you a more realistic foundation for confidence. Mini-summary: Remember what you have already learned to do well. Your history of achievement is evidence that presentation capability can also be developed. Why do speakers need to take risks to improve? Growth requires changing something, and any meaningful change carries some risk. Repeating exactly the same presentation behaviours will usually reproduce exactly the same results. The change does not have to be dramatic. You might tweak something you already do or introduce one new technique. Start with a small risk, try it in a presentation, analyse what happened and adjust before the next speaking opportunity. Repeating this cycle steadily expands your repertoire and makes previously uncomfortable techniques feel normal. Mini-summary: Take small, deliberate presentation risks. Test, review and adjust until your range of speaking skills expands. What kind of presentation risks should beginners take? Choose risks small enough to be manageable but meaningful enough to stretch your current ability. Confidence grows through successful experimentation rather than through one enormous leap outside your comfort zone. A speaker might try stronger eye contact, a more powerful opening, greater vocal variety, a deliberate pause or a more expressive gesture. The particular technique matters less than the process: select one change, practise it, use it, evaluate the result and refine it. As each small risk becomes familiar, the next challenge becomes easier to attempt. Mini-summary: Stretch rather than overwhelm yourself. Small experiments accumulate into a much larger range of presentation possibilities. How can self-talk improve public-speaking confidence? Replace unsupported "I can't" thinking with constructive language backed by evidence. Simply repeating "I can" is weak unless you can tell yourself why that statement is credible. For example, "Because I have done the preparation, I can do it" gives your mind evidence. So does, "Because I have done this successfully on a smaller scale, I can build on that experience this time." The content we repeatedly feed our minds matters, including our own internal commentary. Negative self-talk magnifies fear; evidence-based self-talk directs attention toward preparation, capability and progress. Mini-summary: Do not merely tell yourself you can succeed. Give your brain concrete evidence from preparation and previous achievement. Can anyone become a more confident presenter? Confidence is not a fixed personality trait; it varies by situation and can be deliberately developed. Someone may be extremely confident in one area of life and frightened in another, including public speaking. That makes presentation confidence a project rather than a prerequisite. Self-acceptance helps normalise nerves. Self-respect reminds us that we have developed difficult capabilities before. Small risks expand our repertoire, while constructive self-talk gives us evidence that progress is possible. Together, these four tools shift the focus away from fear and toward the audience and the job we are there ...
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    11 分
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