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331 Ending Presentations Secrets

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Release Date: 12/08/2024

384 Japan’s Ageing Workforce: Why “Recruit and Retain” Must Include Seniors show art 384 Japan’s Ageing Workforce: Why “Recruit and Retain” Must Include Seniors

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

What problem is Japan actually facing with its ageing population? Japan is ageing rapidly, and most of the attention goes to welfare, health, and pension systems. The less-discussed problem is what to do with the “young” oldies—people reaching 60, the retirement age, while still having decades of life ahead of them. Because many are healthy, active, relatively digital, and well-connected, therefore they do not fit the old model of “retire and disappear”. They also believe the government pension system will break down under the weight of their cohort’s numbers, therefore they do not...

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383 Screen-Based Strong Messaging: How to Sound Credible on Remote Calls show art 383 Screen-Based Strong Messaging: How to Sound Credible on Remote Calls

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

What makes screen-based messaging harder than in-person presenting? Most people already struggle to get their message across in a room, and the screen makes that challenge harder. Because remote delivery removes many of the natural cues we rely on in person, a mediocre presenter can quickly become a shambles on camera. The danger is that people imagine the medium excuses weak messaging or amateur delivery, but it does not. If you have a message to deliver, you need to do better than normal, not worse. The screen also pushes you into a close-up. The audience sees your face more than your...

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382 Consensus Selling: The Invisible Decision-Makers Behind The Meeting Room Wall show art 382 Consensus Selling: The Invisible Decision-Makers Behind The Meeting Room Wall

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why does a request for a proposal in Japan not always mean you are winning? In Japan, reaching “please send a proposal” can feel like major progress, because it sounds like interest. But the request can also be a polite way to avoid a direct “no”. Because Japan is a very polite society, a blunt refusal is often uncomfortable, so people use indirect ways to close a conversation without confrontation. Therefore, if you automatically treat the request as a buying signal, you can waste hours producing a proposal that was never going to be acted on. The practical takeaway is to treat the...

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381 Why Japan’s Talent Crunch Makes Retention a Core Strategy show art 381 Why Japan’s Talent Crunch Makes Retention a Core Strategy

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why is “recruit and retain” becoming the central talent strategy in Japan? Japan faces a demographic crunch: too few young people can meet employer demand, and this shortage has persisted for years. Since 2015, the shrinking youth population has pushed competition for early-career talent higher. With a smaller talent pool, every hiring decision carries more risk, and every resignation hits harder. Turnover among new recruits has started climbing again. A few years ago, more than 40% of new recruits left after training; the figure now sits around 34%, and it may rise further. Companies...

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380 Control the Narrative: What Buyers See Before You Meet show art 380 Control the Narrative: What Buyers See Before You Meet

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why do clients “check you out” online before the first sales meeting? Buyers now assume that everything about us is only a few mouse clicks away, so online “checking you out” happens before the calendar invite becomes real. Because this scrutiny is routine and increasing, therefore your credibility is being scored before you speak a word in the meeting. The script frames this as a certainty for salespeople: prospects will look at your social media and search results to decide who you are and whether you are worth their time. Because the check happens before the conversation, therefore...

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379 Why Your Posture Is Important When Presenting show art 379 Why Your Posture Is Important When Presenting

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

Why does posture matter for presenters on stage and on camera? Answer: Posture shapes both breathing and perception. A straighter posture aids airflow and spinal alignment, while signalling confidence and credibility. Because audiences often equate height and upright stance with leadership, slouching erodes trust before you say a word. Mini-summary: Straight posture helps you breathe better and look more credible. What posture choices project confidence in the room? Answer: Stand tall with your chin up so your gaze is level. Use intentional forward lean and chin drop only when...

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378 The Foreign Leader In Japan show art 378 The Foreign Leader In Japan

The Cutting Edge Japan Business Show By Dale Carnegie Training Tokyo Japan

  Why do “crash-through” leadership styles fail in Japan?  Force does not embed change. Employees hold a social contract with their firms, and client relationships are prized. Attempts to push damaging directives meet stiff resistance, and status alone cannot compel people whose careers outlast the expatriate’s assignment. Mini-summary: Pressure triggers pushback; relationships and continuity beat status. What happens when a foreign boss vents or shows anger? Answer: It backfires. Losing one’s temper is seen as childish and out of control. Credible leaders stay...

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377 Curiosity, Then Context: The Smart Short Pitch show art 377 Curiosity, Then Context: The Smart Short Pitch

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...

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376 In Japan, Should Presenters Recycle Content Between Talks? show art 376 In Japan, Should Presenters Recycle Content Between Talks?

The 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...

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375 Mentoring Under Pressure: How Bosses in Japan Make Change Work show art 375 Mentoring Under Pressure: How Bosses in Japan Make Change Work

The 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...

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This 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.