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

The Presentations Japan Series

The Presentations Japan Series

De: 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 Economía Gestión Gestión y Liderazgo
Episodios
  • Presenting Complex Information

    Presenting Complex Information
    Jan 27 2026
    Complex doesn't mean "technical". Complex means your audience can't quickly connect what you're saying to what they already know. In a post-pandemic, hybrid-meeting world (Zoom, Teams, half the room on mute), that gap gets bigger fast—especially when you pile on jargon, acronyms, and dense slides. This guide turns complex topics into clear, persuasive presentations without turning them into kindergarten stories. We'll keep it logical, visual, and human—because nobody ever said, "That was a wonderfully confusing briefing, let's do it again." What makes a subject "complex" for an audience? A subject is complex when the audience lacks context, not when the content is inherently difficult. A room full of engineers at Toyota can handle technical depth; a cross-functional leadership group at a startup in Sydney or a trading firm in Singapore may need the same ideas in plain English. Complexity spikes when people don't share definitions, don't know the backstory, or are hearing unfamiliar terms for the first time. In Japan, for example, hierarchy can make people less likely to ask clarifying questions in public; in the US, people may interrupt freely—so you must design for both behaviours. As of 2025, attention is scarcer than ever, so the "expert level" approach often fails unless you're at a specialist conference. Do now: Define your audience's baseline knowledge in one sentence, then strip jargon until a smart outsider can follow. How do you simplify complex material without "dumbing it down"? You simplify by reducing cognitive load, not by removing substance. Think "clarity upgrade", not "content downgrade". Cognitive Load Theory (Sweller) is your friend here: working memory is limited, so don't make people decode your message and understand it at the same time. Start with BLUF (Bottom Line Up Front): the key point in one clean sentence. Then chunk your proof into a small number of chapters (three to five beats is plenty). Use the Pyramid Principle (Barbara Minto): claim →reasons → evidence. If you must use acronyms, say the full term once, then use the acronym consistently—don't swap variants like a DJ changing tracks mid-song. Do now: Write your core message in 12 words. If you can't, the audience definitely can't. How do you keep complex content interesting instead of sounding like a robot? Complex doesn't need to be boring—delivery and story make the facts land. Storytelling gives relevance: what changed, why it matters, what happens next. You can talk about a technical process and still make it feel alive—otherwise you're just reading out the bloody entrails of the subject in a monotone. Use contrast: before/after, risk/opportunity, cost of action vs cost of delay. Add "human anchors": a customer moment, a frontline failure, a leader decision under pressure. Compare contexts: "In Europe, regulation shapes this; in Japan, process discipline shapes it; in the US, speed-to-market often drives trade-offs." Voice modulation matters: pause, punch key words, and let silence do some heavy lifting. Even NASA engineers use narrative when stakes are high. Do now: Add one real example per chapter—something that actually happened, with a place, time, and consequence. What's the best structure so people don't get lost? A logical progression is non-negotiable: if the structure is messy, complexity becomes chaos. People can tolerate hard ideas, but they won't tolerate hard-to-follow sequencing. Build the talk like this: Close #1: your key conclusion (what you want them to believe) Close #2:the same point, said differently (what you want them to remember) Body chapters: the proof that earns the conclusion -Opening: the doorway that makes the journey easy In practice, your delivery order becomes: opening → body → close #1 → transition to Q&A → close #2. This keeps momentum and prevents the "Q&A hijack" where the session ends in fragments. For mixed-expertise rooms (SMEs + non-experts), aim for the lowest common denominator without insulting the experts: use clear language, then add optional depth as "if you want the detail…" Do now: Title each chapter as a short sentence (not a topic). If it reads like a storyline, you're winning. Why do visuals and emotion matter when presenting complex ideas? Emotion is not fluff—emotion is how understanding sticks. The brain remembers what it can see and what it can feel. ...
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    12 m
  • Persuasion Power Eats Everything For Breakfast

    Persuasion Power Eats Everything For Breakfast
    Jan 19 2026
    Most business careers don't stall because people lack IQ or work ethic — they stall because people can't move other humans. If you can command a room, energise a team, excite customers, and secure decisions, you compound your influence fast — especially in the post-pandemic world of hybrid meetings, Zoom pitches, and global audiences. Does persuasion power matter more than technical skill for promotion? Yes — technical skill gets you into the conversation, but persuasion power wins you the job. In most organisations, the higher you climb, the more the work becomes "people deciding" rather than "people doing". This is why brilliant engineers, finance stars, and operational legends can still hit a ceiling. They're exceptional in the engine room, but when it's time to sell a strategy to a board, rally a division, or win internal funding, they can't land the message. In Japan's consensus-heavy corporate culture, you often need influence across multiple stakeholders; in the US, you may need crisp executive presence in faster decision cycles; in Europe, you might need stronger narrative and risk framing. Same game: decisions move when people feel clarity and confidence. Do now: Identify one upcoming meeting where you must persuade (not "update") — and design it like a pitch. Why are so many senior executives surprisingly bad at speaking? Because nobody trains them for "stage time" — they get responsibility, not rehearsal. Many leaders are promoted for performance, not persuasion. You see it everywhere: high-status, high-stakes people who can't string together a five-minute case for themselves or their ideas. They've been rewarded for competence, reliability, and execution — then suddenly they're expected to represent the brand, defend strategy, and inspire others. That's a different profession. Startups often over-index on charisma early; multinationals over-index on process and tenure — both can produce leaders who are undercooked when they're in front of customers, boards, or a chamber of commerce AGM audience. Do now: Treat speaking as a core leadership skill, not a "nice-to-have" — schedule training and practice like you schedule finance reviews. How do you self-promote without sounding cringe or arrogant? You self-promote best by making your value useful to others. The trick isn't "talk about me"; it's "here's what I learned, here's what it changed, here's how it helps". Personal brand isn't your logo — it's your reputation at decision time. The strongest self-promotion is evidence-based: outcomes, lessons, frameworks, and how you'd repeat the win. Use story, but anchor it in business reality: customers, revenue, safety, quality, speed, retention. In B2B, credibility often comes from clarity and risk management; in consumer, it's momentum and narrative. Either way, you're building trust. You can also borrow structure from Aristotle's ethos/pathos/logos: establish credibility, connect emotionally, then land logic. Do now: Create a 60-second "value story" with: problem → action → result → lesson → next step. What changes when you present to a global audience like TED or online? The upside is massive — but the downside lasts forever. A local talk fades; a recorded talk can follow you for years. Online audiences behave differently: they're less forgiving, more distracted, and they can replay your weak moments. But if you deliver professionally, your credibility scales globally — especially if you're known for communication, training, sales, or leadership. Post-2020, many leaders now "present" via webinars, town halls, podcasts, and investor updates more than they do in ballrooms. That means your persuasion power is constantly on display. TED's own guidance to speakers is blunt: rehearse repeatedly and treat preparation as part of performance. [1] TED ted.com Do now: Assume every important talk will be shared — build it to survive replay. What's the fastest escape hatch from speaking disasters? Rehearsal — not talent — is the catastrophe escape hatch. You don't get confidence by "hoping"; you get it by seeing yourself succeed in practice. Most business talks are delivered once: one-and-done. That's like launching a product without QA. Effective rehearsal isn't memorising every line; it's building a structure you can drive under pressure. Harvard Business Review makes the same point: rehearse a lot, but don't trap yourself in robotic scripting — aim for confident flow and strong openings/closings. [2] Harvard Business Review Harvard Business Review Do now: Rehearse the first 60 seconds and last 60 seconds until they're unshakeable — that's where trust is won or lost. How do you rehearse and get feedback without getting crushed? Ask for feedback that builds you up and sharpens you — never invite a vague judgement. "How was it?" is a confidence grenade. Use a two-part prompt: "What did I do well?" and "What's one thing I can improve?" ...
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    14 m
  • 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 m
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