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The Presentations Japan Series

The Presentations Japan Series

Auteur(s): Dale Carnegie Training
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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 Développement commercial et entrepreneuriat Entrepreneurship Gestion et leadership Économie
Épisodes
  • Designing The Close

    Designing The Close
    Jan 13 2026
    When you present—whether it's a Toyota leadership offsite in Japan, a Canva all-hands in Australia, or a Series A pitch in San Francisco—you don't just need a close. You need two. One to wrap your talk, and one to reclaim the room after Q&A, when the conversation can veer off into the weeds. Why do I need two closes in a presentation? Because Q&A can hijack your final impression, and your final impression is what people remember. You finish your talk, you open the floor, and suddenly you've lost control of the narrative—especially in post-pandemic hybrid sessions (2021–2025) where someone remote drops a left-field question in the chat and the room latches onto it. This is true across contexts: in Japan, a senior person's question can redirect the entire mood; in the US, an assertive audience member can turn Q&A into a debate; in Europe, a compliance or risk angle can dominate the last five minutes. The danger is the final question becomes the "headline" in everyone's mind, not your key message. Do now: Design Close #1 to end the talk, and Close #2 to overwrite the Q&A ending with your intended message. How do I stop Q&A from wrecking my message? You don't "control" Q&A—you plan to recover from it. Treat Q&A like a high-variance segment: it might be brilliant, it might be irrelevant, and it might turn into a no-rules street fight. That's not pessimism; it's professionalism. In a multinational (think Rakuten-scale), Q&A can drift into politics, budgets, or someone's pet project. In a startup, Q&A can spiral into tactical rabbit holes ("What about feature X?"). In B2B sales, the last question can be a procurement curveball. If you end on that, you've accidentally handed the microphone to chaos. Your second close is your reset button. After the final question, you say: "Let me wrap this up with the core message," and you land your point—cleanly and deliberately. Do now: Write a 20–30 second "reclaim" close you can deliver after any final question. What does a "crescendo" close actually sound like? It sounds like certainty—clear structure, stronger energy, and a finish that doesn't trail off. A common speaker failure is the slow fade: voice drops, pace slows, shoulders relax, and the ending lands like a wet towel. That's fatal because audiences weight the last moments heavily—especially in boardrooms, town halls, and conference keynotes. A crescendo close is not yelling. It's controlled escalation: you shorten sentences, sharpen verbs, and make the final line punchy. Think TED-style cadence, but with your own voice. In Japan, you may keep it respectful and precise; in Australia, you can be more direct and practical; in the US, you can go bigger and more emotive—same spine, different suit. Most importantly, the close is rehearsed. The last 15 seconds are designed, not improvised. Do now: Mark your final sentence, practise it aloud, and finish on a full stop—no apologising, no fading. How do I close to convince or impress an audience? Pick one major benefit, repeat it, and make it the thing they can't un-hear. When people are flooded with information—especially in 2024–2026 attention-fragmented workplaces—more points don't equal more persuasion. They equal dilution. So you choose the strongest takeaway and repeat it in fresh language. This works in executive settings (McKinsey-style clarity), sales pitches (value anchored), and internal change comms (one idea that sticks). Then, when it fits, borrow credibility with a quote—an established expert, a known framework, or a memorable line people already recognise. It shifts the reference point from "me saying a thing" to "a bigger truth we all respect". Use this approach whether you're speaking to SMEs, conglomerates, or cross-cultural teams. Do now: Identify your #1 benefit and write two versions of it: one plain, one more powerful. How do I close an "inform" talk without confusing people? Repeat the single most important point, then recap the structure that made the talk easy to follow. Inform talks often drown in detail: steps, data points, timelines, edge cases. Your audience shouldn't have to analyse what matters—you do that work for them. A clean method is numbered packaging: "the four drivers," "the nine steps," "the three risks." It's the same principle used in training programs, MBA classrooms, and operational playbooks: structure reduces cognitive load. At the close, you restate the headline insight and then briefly re-walk the map: "We covered A, B, C—here's the one thing to remember." In Japan, this supports precision; in the US, it supports speed; in Australia, it supports practicality. Same job: reduce confusion, increase retention. Do now: Decide your one key point and your numbered structure—and repeat both in 20 seconds. How do I close to persuade people to take action? Make the action obvious and connect it to the benefit people actually care about. Persuasion fails when the ...
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    12 min
  • The Use Of Evidence In Your Presentations

    The Use Of Evidence In Your Presentations
    Dec 29 2025
    We flagged this last episode—now let's get practical about evidence. Modern presenters face two problems at the same time: we're in an Age of Distraction (people will escape to the internet, even while "listening"), and an Era of Cynicism(audiences are more sensitive than ever to whether information is valid). Why is evidence more important now than ever? Because opinion won't hold attention—and it won't survive cynicism. If your talk is mostly "editorial" (your views), people either disengage or multitask. If you don't provide concrete insights backed by proof, hands reach for phones fast. Do now: Audit your draft. Highlight anything that is "opinion" and ask: "Where's the proof?" What makes evidence credible in the "Era of Cynicism"? Credibility comes from quality and transparency: use highly credible sources, use multiple sources, and explain how findings were assembled. Your own research can help, but it may be greeted with doubt if you can't explain your method. The point is to make listeners feel: "This is checkable." Do now: If you cite your own research, add one line on how it was done (sample, method, timeframe). What are the best types of evidence to use in presentations? Use the DEFEATS framework to choose evidence that convinces busy, skeptical audiences. DEFEATS is a checklist of evidence types you can use to prove what you're saying is true: Demonstration, Example, Facts, Exhibits, Analogies, Testimonials, Statistics. Do now: For each key point in your talk, pick at least one DEFEATS proof type (two if the audience is skeptical). What does each DEFEATS evidence type mean (and how do you use it)? Each type does a different job—so match the type to the point you're making. D — Demonstration: show something physically or on-screen (software/audio/video) that reinforces your point. It must be congruent with the message. E — Example: choose examples that are relevant to the audience—same industry, similar organisation size—so people can relate. F — Facts: facts must be provable and independently verifiable. A claim is not a fact. If you use graphs, display the data source clearly (people like knowing they could verify it). E — Exhibits: show a physical object (or image). Make it easy to see: hold it around shoulder height, keep it still. A — Analogies: simplify complexity by comparing two unrelated things (e.g., flight takeoff/landing vs speech opening/closing). T — Testimonials: social proof adds credibility—especially when it comes from recognised experts. It's not the primary proof, but it strengthens belief. S — Statistics: third-party stats are strongest; your own stats are fine, but less convincing without independent numbers too. Do now: Add sources to your slides (small but visible). Make "checkable" part of your credibility. What's the biggest evidence mistake presenters make? Using examples the audience can't relate to—or presenting "facts" without checkable sourcing. A senior executive using examples from a major organisation can miss the room if the audience is SMEs. And if you show graphs without citing where the data came from, you quietly trigger doubt. Do now: Ask, "Is my example their world?" If not, swap it for one that matches audience size/industry. Conclusion In today's distracted and cynical environment, evidence is what keeps people with you to the end. Design your key points, then deliberately "match" each one with credible proof—preferably multiple sources—using DEFEATS as your checklist. Do that, and you'll hold attention and trust at the same time. Author Credentials 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 with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人). Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan's Top Business
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    13 min
  • Designing The Main Body Of Our Talk

    Designing The Main Body Of Our Talk
    Dec 22 2025
    In the last episodes we looked at how to open the presentation. Now it's time for the part that does the heavy lifting: the main body. Most people design talks the wrong way around. This process is counterintuitive but far more effective: start with the close, then build the main body, and only then design the opening. The close defines the key message, the opening breaks through the competition for attention, and the body provides the proof. What's the best way to design the main body of a presentation? Build the main body as chapters that prove your key message, using only your strongest supporting arguments. In a 30–40 minute talk, you can usually land three to five key points that support your main contention—so the body needs to be planned like a case, not a stream of thoughts. This is why the design order matters: the close defines what you're trying to prove, and the body becomes the structured evidence trail that makes the close feel inevitable. Do now: Write your close in one sentence, then choose 3–5 chapter headings that directly support it. Why should you start with the ending before building the body? Because the close defines the key message you want to impart—and the body exists to earn that close. If you don't lock the ending first, your "evidence" becomes random material you like rather than proof that persuades. Once the close is fixed, you can design the body as a sequence of chapters that make your conclusion feel logical, not forced. Do now: Finalise the last 20 seconds first. Then your body becomes selection and sequencing—not guesswork. How much evidence should the main body include? A lot—but only the strongest evidence. You'll always have many possible supporting points, but time is limited, so choose the best content and give it "pride of place" so the listener gets it immediately. A useful warning from the field: when advising teams preparing business plans (like JMEC teams), you often see "diamonds" in the body that get trampled into the mud because the structure hides them. Your job is to surface the gems early, so the audience doesn't have to work hard to understand you—especially now, with decreasing concentration levels. Do now: Rank your evidence. Put the best "gem" first in each chapter, not last. How do you make chapters flow so the audience can follow your reasoning? Make chapters logically connect and use clear navigation—like a good novel. Your audience must be able to follow your line of reasoning without strain, and that means the transitions between chapters matter. The navigation is the invisible structure the audience feels: "we're here, next we go there, and here's why." Without it, even good content feels messy. Do now: Write one transition sentence between every chapter that explains why the next point follows. Why are stories essential in the main body (not just statistics)? Because people won't remember dry statistics—but they will remember a gripping story. Facts and numbers alone won't stick. Stories create mental pictures and emotional hooks that make your evidence memorable. To make stories work, include concrete scene elements: people, places, seasons—ideally familiar to the audience—so they can "see" it in their minds. Do now: Convert one data point into a short story with a person, a place, and a consequence. How do you keep the main body from dragging (and stop people reaching for their phones)? Use variation in pace plus "hooks" inside each chapter to keep curiosity alive. You can't run at the same tempo the whole time—raise energy, lower tension, change rhythm—but keep movement. Then add hooks that make people want the next sentence. A power hook example from the script: "Losing ten million dollars was the best education I ever received in business." Everyone immediately wants to know what happened, why, and what changed. That's the point: hooks don't happen by chance—you design them. Do now: Plant 3–5 hooks across the body (one every few minutes). If you remove the hooks, you'll feel where attention dies. What's the biggest main-body mistake professionals still make? They dump information instead of engineering engagement. Even official speeches can be a warning sign: the script recalls reading an Australian Ambassador's speech in Japanese that was packed with trade statistics and no stories—engaging content was sitting there, but couldn't be reshaped because it had to be delivered word-perfect. The lesson: don't waste good material by presenting it in a dead format. Do now: If your chapter is "all facts," force yourself to add one story that makes the facts matter. Conclusion The main body occupies most of your talk and does the heavy lifting to make your case—so craft it as chapters plus evidence, delivered through stories, with pace changes and hooks scattered throughout. You already earned attention with the opening—don't blow it. Keep the hooks coming,...
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    13 min
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