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

The Presentations Japan Series

The Presentations Japan Series

著者: Dr. Greg Story
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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
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  • 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
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