Presenting During The Time Of Cancel Culture
THE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
Release Date: 06/02/2025
THE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
Q&A isn’t the awkward add-on after your talk — it’s where you cement your message, clarify what didn’t land, and build trust through real interaction. Why is the Q&A the most important part of your presentation? Because Q&A is your second chance to make your best points land — and to fix any confusion in real time. It’s also the moment the audience decides if you’re credible, calm under pressure, and worth listening to beyond the slides. In a post-pandemic world of hybrid keynotes, Zoom webinars, and town-hall style sessions (especially since 2020),...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
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...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
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...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
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...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
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...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
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...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
Some speakers have “it”. Even from the back of the room you can sense their inner energy, confidence, and certainty — that compelling attractiveness we call charisma. This isn’t about being an extrovert or a show pony. It’s about building presence and appeal in ways that work in boardrooms, conferences, online presentations (Zoom/Teams), and hybrid rooms where attention is fragile and cynicism is high. What is “presenter charisma” in practical terms? Presenter charisma is the audience feeling your energy, certainty, and credibility — fast. You can be...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
TED and TEDx look effortless on stage, but the behind-the-scenes prep is anything but casual. In this talk, I pulled back the velvet curtain on how I prepared for a TEDx talk—especially the parts most people skip: designing the ending first, engineering a punchy opening, and rehearsing like a maniac so tech issues don’t derail you. Is TED/TEDx preparation really different from a normal business presentation? Yes—TED/TEDx forces ruthless compression, because you’ve got a hard time cap and a global audience. In my case, I had up to thirteen minutes, with restrictions on topic...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and “micro concentration spans” feel even shorter than they used to. So in Part Two, we’ll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda. How do you open a presentation so people actually listen (especially in 2025)? You earn attention in the first 30–60 seconds by giving...
info_outlineTHE Presentations Japan Series by Dale Carnegie Training Tokyo Japan
In the first seconds of any presentation, your audience decides whether to lean in or tune out. This guide shows you how to design those opening moments—before you speak and through your first sentence—so you command attention, create immediate relevance, and set up the rest of your message to land. What makes a powerful presentation opening in 2025? Your opening starts before you speak—and the audience decides in seconds. In a smartphone-first era, those first seven seconds determine whether people lean in or drift off. The “silent opening” (walk, posture, eye contact) forms a...
info_outline“That has to come out”. “Why?”. “It might offend women in the audience”. “But this example is totally in context with what I am saying”. And so it went on. This was my first bruising encounter with cancel culture. Living in Japan this third time since 1992, I have been outside the cancel culture debates sweeping America. Until now. The speech I was going to give would be videoed and go global, including to America. Perplexed, confused, insulted – these were the emotions I was confronting upon hearing I had to make that specific change to my speech. It got me wondering about our ability as presenters to present our thoughts in public. What does this mean for the future of public speaking?
Living in Japan, I had vaguely heard of cancel culture. I understood it to be mainly centred on Universities where students were confronting their Professor’s ideas and comments they disagreed with. I had read in the media about youthful tweets and social media postings coming back to haunt the authors many years later. I cannot say I ever expected to be cancelled.
The offending item was an image objectifying women in Japan. A photo of a maid café young lady done up in a frilly miniskirt in fact. At her request, I took my anime besotted teenage daughter to visit a maid café in Akihabara when she was visiting from Australia a number of years ago. The image in the photo corresponded with the outfits I saw being worn by the staff, so the image in question was congruent with the maid café experience. That is to say it reflected a reality, a truth, we can see any day of the week in Akihabara. Apparently, such a confronting picture would be too much for women located outside Japan and in particular those living in the USA.
The speech topic was on Diversity and Inclusion in Japan. The main issue here is gender inequality, although sexual orientation has become more prominent lately. The context of this speech was that the comment by ex- Prime Minister Yoshiro Mori about women on boards talking too much, can be traced back to the Confucian idea of a woman’s place in society being there to serve men, throughout all stages of their lives. The maid café photograph was an example of how these women are being objectified to serve male fantasies in the modern era and therefore, there is still a long way to go for women in business to achieve gender equity here in Japan. The photograph was totally in context with the text and was not supporting the objectification of women, in fact the precise opposite.
So, being told it had to be removed was incomprehensible to me. I argued about the photograph being in the context of the text and that the central argument I was making made it all congruent. This next pushback was the snapper for me: “Women seeing the photo alone would be offended. There was the danger they would not pick up on what you were saying in the video and may misinterpret your meaning”.
“Wait a moment. You are saying they are not smart enough, intelligent enough to discern the context of what I am saying and therefore the photograph and that paragraph have to be cut?”. That struck me as being totally chauvinistic and condescending to women. By now you will have worked out I was having this conversation with another man. He reported back to me that he had discussed it with some female leaders in that organisation and the consensus was that I couldn’t include it.
Here is the dilemma we have to face – do we agree with this cancel culture putsch or do we stand our ground. I felt this was a matter of free speech, free expression and I really struggled with whether I should buckle under this request for removal pressure or should I fight.
If I remove it, unintelligent people win. If I refuse to go ahead and recuse myself on the basis of the principle of free speech, unintelligent people win. If I fight, then I create powerful enemies and get bogged down in the cancel culture wars. Where is the line regarding what is acceptable and what is not? Who is the arbiter of the line location? How do we deal with committees making these decisions? Are they representative of the masses or are they wannabe oligarchs calling the shots?
I removed it. But I have felt very uneasy about that decision ever since. I have so many thoughts flying around in my brain about this cancel culture issue and I cannot get them to fly in formation as yet. This was an eye opener for me. I often make the point that we speakers and presenters live in the Age of Distraction and the Era of Cynicism. It would appear we are also living in the Epoch of Cancel Culture. What do we do? Pick our fights? Assemble the barricades on principle on every occasion? Fight or fold? I folded, but I regretted it.
What about you? When the cancel culture brown shirts turn up, what is your plan? “What is that you say, no plan”. Time for all of us who speak and present to make a plan, I would suggest. If you have any bright ideas on resolving this enigma, please let me know!