331 Ending Presentations Secrets
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Release Date: 12/08/2024
The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why use a one-minute pitch when you dislike pitching? Answer: In settings with almost no face-to-face time—especially networking—you cannot ask deep questions to uncover needs. A one-minute pitch becomes a bridge to a follow-up meeting rather than a full sales push, avoiding the “bludgeon with data” approach. Mini-summary: Use a short bridge pitch when time is scarce; aim for the meeting, not the sale. When is a one-minute pitch most useful? Answer: At events where you are filtering many brief conversations to find prospects worth a longer office meeting. You do not want...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Yes—recycling is iteration, not repetition. Each audience, venue and timing change what lands, so a second delivery becomes an upgrade: trim what dragged, expand what sparked questions, and replace weaker examples. The result is safer and stronger than untested, wholly new content. Mini-summary: Recycle to refine—familiar structure, higher quality. How can you create opportunities to repeat a talk? Answer: Negotiate for tailoring rather than exclusivity. Many hosts want “unique” content; offer contextualised examples, revised emphasis and organisation-specific language...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
In Japan, why is “capable and loyal” no longer enough? Answer: Technology, the post-1990 restructuring of management layers, and globalisation have reshaped how work moves in Japan. Because hierarchies compressed and expectations widened, teams now face faster cycles and more frequent transitions. AI will add further disruption, so stability must be created by leadership rather than assumed from tenure. Mini-summary: Hierarchy compression + globalisation + AI = persistent change; leadership provides the rhythm that tenure used to provide. In Japan, what should managers do first...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Salespeople worldwide use frameworks to measure meeting success, but Japan’s unique business culture challenges many Western methods. Let’s explore the BANTER model—Budget, Authority, Need, Timing, Engagement, Request—and see how it fits into Japan’s sales environment. 1. What is the BANTER model in sales? BANTER is a simple six-point scoring system for sales calls. Each letter stands for a key factor: Budget, Authority, Need, Timing, Engagement, and Request. A salesperson assigns one point for each element successfully confirmed. A perfect score means six out of six, showing a...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
In high-stakes business events, especially in Japan, executives are often forced to deliver presentations crafted by others. This creates a dangerous disconnect between speaker and message. Let’s explore how leaders can reclaim authenticity and impact, even when the material is not their own. Why is speaking from a borrowed script so risky? Executives frequently inherit content from PR or marketing teams. These materials may be polished, but they are rarely authentic. Japan’s perfection-driven corporate culture magnifies the stress, where even a small misstep can harm reputations. When...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
What does it mean for a leader to be the “mood maker”? A mood maker is someone who sets the emotional tone of the team. When leaders stay isolated in plush executive offices, they risk losing contact with their people. Research and experience show that a leader’s visibility directly affects engagement, loyalty, and performance. Leaders who project energy and conviction, day after day, create the emotional climate that shapes culture. Mini-summary: Leaders set the emotional temperature—visibility and energy are non-negotiable. Why does visibility matter so much? Japanese business...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why don’t clients in Japan return sales calls? Because the gatekeepers are trained to block access. In Japan, the lowest ranked staff often answer the phones, but without proper training. Their mission is to protect managers from outside callers—especially salespeople. Instead of being helpful, they come across as cold, suspicious, even hostile. This is your client’s first impression of your business. If you test it by calling your own company, you’ll likely hear the same problem. Mini-summary: Gatekeepers in Japan are defensive, not welcoming. This blocks callbacks from the very...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why New Salespeople Struggle New hires, whether they are brand-new to sales or just new to the company, almost always take time before they start delivering results. Yet leaders in Japan often expect immediate miracles. The reality is that ramp-up takes time, especially in a culture where relationships drive business. Even experienced people entering a new organisation need months to learn internal systems, client expectations, and industry nuances. When unrealistic expectations are placed on them from day one, they start their career already on the back foot. Mini Summary: Unrealistic day-one...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Why Japanese Corporate Scandals Keep Happening — And What Leaders Must Do To Prevent Them Why do corporate scandals keep repeating in Japan? Japan has been hit again and again by revelations of non-compliance — from Nissan’s faulty vehicle inspections in 2017 to Kobe Steel’s falsified data and beyond. In some cases, these practices stretched on for decades before discovery. On the surface, companies chase the mantra: “reduce costs, increase revenue.” The Board applauds, shareholders smile, and quarterly reports look sharp. But behind the curtain,...
info_outlineThe Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan
Let’s talk about sales, and why the new year always feels like a repeat performance. Greek myths rarely have happy endings. They are mostly cautionary tales, reminders of how the Gods treated humans like toys. One myth, in particular, perfectly captures the life of a salesperson: the story of Sisyphus. He was condemned to push a massive rock up a hill, only to watch it roll back down again, forever. That is exactly what we face in sales. We push that giant rock—the annual budget—up the hill every year. We grind, we hustle, we celebrate the results at year’s end, and then what happens?...
info_outlineThis is a tricky part of designing and delivering our presentations. Think back to the last few presentations you have attended and can you remember anything from the close of their speech? Can you remember much about the speaker? This close should be the highlight of their talk, the piece that brings it all together, their rallying cry for the main message. If you can’t recall it, or them, then what was the point of their giving the talk in the first place? People give talks to make an impression, to promulgate their views, to win fans and converts, to impact the audience, etc. All weighty and worthy endeavours, but all seemingly to no effect, in most cases. What can we do to stand above this crowd of nobodies, who are running around giving unmemorable and unimpressive talks?
The keys to any successful talk revolve around very basic principles. Vince Lombardi, famed American Green Bay Packers football coach would always emphasise that the road to success in his game was blocking and tackling – the basics and so it is with public speaking. Design must not start with the assembly of the slide deck. Yet this is how 99% of people do it.
Instead start with designing the final closing message. In other words start with how you will finish. This forces clarity on you, drives you to sum up the key takeaways in one sentence and gets to the heart of what it is you want to say. It is also excruciatingly difficult, which is why we all head for the slide deck formation instead.
Once we have sieved the gold nugget from the dross, grasped the key point of the talk, then we are ready to work on the rest of the speech. The main body of the talk will flow naturally from the close, as we assemble data, facts, examples, stories, testimonials and statistics to support our main point. We then array this vast army of persuasion ready for deploy at our summation. It must flow in a logical progression, easy to follow for the audience and all pointing back to support our main contention.
The opening and close can have some connection or not. The role of the opening is very clear – grab the attention of the assembled masses to hear what it is we want to say. We can state our conclusion directly at the start and then spend the rest of the time justifying that position. Or we can provide some general navigation about what we are going to talk about today. Or we can hit the audience with some nitro statement or information, to wake them up to get them to listen to us.
At the end there will be two closes, one before the Q&A and one after. The majority of speakers allow the final question to control the proceedings rather than themselves. If that last question is a hummer, a real beauty, right on the topic and allowing you to add extra value to your talk, then brilliant. How many times have you seen that though? Usually the last questions are a mess. All the better, intelligent questions have been taken, the best insights have been plumbed and now we have some dubious punter who wants a bit of your limelight. Their questions can often be off topic, rambling, unclear or just plain stupid. Is this how you want your talk remembered?
The final two closes can reflect each other and be an extension of what you have already said or you can split them up and give each its specific task to make your point. The close before the Q&A can be a summation to remind your audience of what you spoke about and prime them for questions. Obviously recency, the last thing people will hear, will have the most powerful impact, so the second close must be very carefully designed.
Be careful of the event hosts wanting to take over immediately after the last question and not allowing you the chance to make your final close. You might have gone overtime or they need to vacate the venue or face a bigger bill or whatever. They can be thanking the audience for coming and wrapping things up with their news of their next event, before you can blink an eye. You need to word them up at the start that you want to make a final close after the Q&A and then you will give them the floor.
The other component of the close is the delivery. So many speakers allow their voices to trail off and allow their speaking volume to descend at the peroration. You want to be remembered as someone passionate about your subject, excited to be there to share it with this audience and a true believer of your message. That means you need to drive the volume up, hit the last words with a lot of passion and belief. Make it a rousing call to action, to storm the barricades and to change the world. That is how you want people to remember your message AND you as a speaker as they shuffle out of the venue and go back to work or home.