The Presentations Japan Series Podcast Por Dale Carnegie Training arte de portada

The Presentations Japan Series

The Presentations Japan Series

De: Dale Carnegie Training
Escúchala gratis

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 Economía Gestión Gestión y Liderazgo
Episodios
  • What If I Am A Low Energy Speaker

    What If I Am A Low Energy Speaker
    Mar 23 2026
    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 ...
    Más Menos
    13 m
  • Thanking The Speaker

    Thanking The Speaker
    Mar 16 2026
    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...
    Más Menos
    14 m
  • How to Introduce A Speaker

    How to Introduce A Speaker
    Mar 9 2026
    A strong speaker introduction isn't "filler" before the real talk starts — it's the moment the MC borrows the room's attention and hands it to the presenter. When MCs mumble, freestyle the bio, or get dates wrong, they don't just annoy the speaker; they weaken the event's credibility and the audience's willingness to listen. A professional introduction quietly signals: this person is worth your time — and it resets the room away from phones, side chats, and mental noise. Why do so many MC introductions sound awkward or unprofessional? Most MCs treat the introduction as a low-status task, so they don't prepare — and it shows immediately. When you bumble through a bio, skip key achievements, or scramble the timeline, you damage the speaker's authority and your own personal brand at the same time. In corporate settings (Toyota-style formality, Big Four precision, or Silicon Valley speed), audiences judge competence fast: the MC's tone sets the "quality bar" for the whole session. If the introduction feels casual, people assume the content will be casual too. Do now: Treat the introduction like a 60–90 second "brand moment" for the event — and rehearse it once out loud. Should an MC read the speaker's bio exactly, or can they freestyle? Use the speaker's prepared intro as the script, not a suggestion, because it's designed to build credibility in the right order. Speakers write bios strategically: the most relevant authority comes first, the prestige markers support it, and the timeline is accurate. Freestyling often removes the strongest proof points, creates factual errors, or changes emphasis. In Japan, mistakes can feel disrespectful; in the US, they can sound sloppy; in Australia, they can come across as "not taking it seriously." If you must adapt, do it with the speaker's permission and keep the structure intact. Do now: Ask the speaker, "Anything here you want emphasised or shortened?" — then stick to the agreed script. What is the TIQS model for introducing a speaker? TIQS is a simple four-step introduction framework: Topic, Importance, Qualifications, then Speaker Name. You start by reminding the room what the talk is about (Topic), then sell why it matters to them (Importance), then establish why the presenter is credible (Qualifications), and only then reveal the name (Speaker Name) to create anticipation. This order works because it aligns with how attention and trust form: relevance first, value second, authority third, and the "hand-off" last. It's also event-proof: whether it's a chamber of commerce lunch, a boardroom briefing, a webinar on Zoom/Teams, or an industry conference, TIQS keeps you brief, focused, and helpful. Do now: Draft your TIQS intro in four short blocks — one or two sentences each. How long should a speaker introduction be, and what should you avoid? Aim for 60–90 seconds: enough to build anticipation, not so long that you steal the speaker's spotlight. The MC's job is to quiet the room and create curiosity, not to summarise the entire presentation. A common mistake is "taking over" by previewing too much content — which can flatten the speaker's opening and drain momentum. Keep it tight: one sentence on the topic, one on why it matters (a current pressure like post-pandemic work shifts, cyber risk, sales uncertainty, or 2026 market volatility), and a handful of credibility markers (role, signature achievement, relevant industry). Avoid jokes that don't land, private in-jokes, and rambling career history. Do now: Cut anything the speaker will say themselves — and finish by inviting applause and handing over cleanly. How do you introduce a speaker so the audience actually listens? You win attention by making the topic feel urgent and personal, then linking the speaker's credibility to that urgency. Audiences don't listen because someone is "senior"; they listen because they believe the message will help them. As MC, you're the salesperson for the session: you justify the audience's time and reinforce the host organisation's standards. Use concrete relevance signals: "This affects your customers," "This impacts your KPIs," "This will reduce rework," "This will sharpen your leadership." In multinationals, connect it to strategy and governance; in startups, connect it to speed and survival; in professional associations, connect it to reputation and career leverage. Then deliver the speaker's qualifications cleanly, in the intended order, with correct names and dates. Do now: Include one "why it matters today" line and one "why this speaker" proof point — then stop. What if there's no MC — how do you introduce yourself as the speaker? If you're self-introducing, keep it even simpler: Name + Organisation, Topic, then Qualifications — and move straight into value. Start with who you are, what you're speaking about, and why you're qualified for this specific topic(not your entire life story). Your goal is to earn trust ...
    Más Menos
    12 m
Todavía no hay opiniones