Episode #183: Dead Dog Covid-19 Presenters

When business is unstable, what happens to weak leadership communication?

When times are good, many leadership weaknesses stay hidden. Results are strong, markets are growing, and poor communication is easy to overlook. But in times of disruption—industry shifts, layoffs, uncertainty about government response—employees urgently look to leaders for clarity, confidence, and direction.

In Japan, both 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in 東京 (Tokyo) are now relying on online town halls, virtual management meetings, and remote briefings. When a leader’s online presence is flat, unclear, or uninspiring, fear grows, engagement drops, and execution suffers.

Mini-summary: Crisis doesn’t create weak communication—it exposes it. In a world of remote work and uncertainty, leaders are judged by how effectively they communicate on screen.

In a physical room, experienced leaders know what to do: arrive early, check the projector, adjust lighting, see the seating layout, sense the audience. This level of preparation often disappears when the meeting moves online.

Common issues we see with senior leaders in 日本企業 (Japanese companies) and 外資系企業 (multinational companies):

• They don’t control the environment: poor camera angle, bad lighting, cluttered background.

• They underestimate the difference between presenting to 50 people in a room and 500 people online.

• They assume their traditional presence will “carry over” to video—but it doesn’t.

In the on-screen world, the technology can dominate, and the leader shrinks into a small, passive box in the corner. Without deliberate adjustment, even smart, capable executives look hesitant, distant, or disengaged.

Mini-summary: The online environment changes the rules of engagement. Leaders must learn new habits and structures to maintain authority, connection, and clarity on screen.

The most damaging mistake is the “dead face, dead voice” problem.

On video, many otherwise strong leaders appear:

• Expressionless, with little movement in the face.

• Monotonous in voice—flat pace, low energy, no emphasis.

• Physically rigid, as if they are “trapped” by the webcam.

Yet in online communication, the face is the most powerful tool, followed by the voice, and then body language. Slides should support the message, not dominate it. When leaders surrender control to the slide deck, they become background noise in their own presentation.

For プレゼンテーション研修 (presentation training) and エグゼクティブ・コーチング (executive coaching), we repeatedly see the same pattern: the more a leader hides behind PowerPoint, the less their people trust and remember the message.

Mini-summary: On camera, your face and voice are your main instruments of leadership. If they are lifeless, your message will also feel lifeless—no matter how good your strategy is.

To overcome the limitations of the small on-screen window, leaders must become more intentional and expressive—almost like stage actors.

Practical behaviours we coach in our プレゼンテーション研修 (presentation training) in 東京 (Tokyo):

• Face

  • Smile when appropriate.

  • Show concern when discussing risks.

  • Raise eyebrows, frown, look puzzled, or look determined when emphasizing key points.

• Voice

  • Vary pace: slow down for important points, speed up slightly for energy.

  • Use pauses to let key messages land.

  • Project confidence and warmth—avoid sounding tired or resigned.

• Body & Camera

  • Raise the camera to eye level to simulate direct eye contact.

  • Sit or stand with posture that conveys energy and composure.

  • Use natural hand gestures within the frame to reinforce points.

The goal is congruency: what people see and hear must match what you say. When this alignment is strong, people feel the message, not just understand the words.

Mini-summary: Expressive facial cues, varied vocal delivery, and intentional body language turn a small video window into a powerful leadership channel.

In crisis, people don’t only need data—they need direction plus emotion. Leaders must:

• Acknowledge reality honestly: risks, pressures, and constraints.

• Show that they personally feel the weight of the situation.

• Communicate a credible path forward and a sense of shared purpose.

• Project resilience, not denial; hope, not empty optimism.

In our リーダーシップ研修 (leadership training) and エグゼクティブ・コーチング (executive coaching) for senior leaders in 日本企業 (Japanese companies) and 外資系企業 (multinational companies), we help them:

• Move away from “funeral director” energy—downcast, drained, overly serious.

• Replace it with energy, focus, and commitment, even when discussing tough topics like cost-cutting and cash burn.

• Use their face, voice, and body language to signal: “I know this is hard. I’m with you. There is a way forward.”

Mini-summary: In hard times, leaders must communicate not only the plan, but the emotional strength to carry it through. People follow leaders who combine realism with hope.

Dale Carnegie Training has been helping leaders communicate with confidence for more than a century globally and over 60 years in 東京 (Tokyo). We work with both 日本企業 (Japanese companies) and 外資系企業 (multinational companies) to build leadership presence across multiple formats:

• リーダーシップ研修 (leadership training): Build trust, influence, and executive presence in remote and hybrid environments.

• 営業研修 (sales training): Help sales leaders communicate value compellingly over video, not just face-to-face.

• プレゼンテーション研修 (presentation training): Transform “dead slide readers” into engaging, impactful storytellers on camera.

• エグゼクティブ・コーチング (executive coaching): Provide 1:1 coaching for senior executives to refine their online style, presence, and impact.

• DEI研修 (DEI training): Ensure messages about inclusion and culture land consistently across diverse, remote teams.

Our programs are tailored to Japan’s business culture while aligned with global best practices, so your leaders can succeed locally and globally.

Mini-summary: Dale Carnegie Tokyo provides structured, proven pathways for leaders to upgrade their online communication—from uninspiring and flat to confident, credible, and energizing.

• Crisis reveals communication gaps. Weak online presence becomes highly visible when employees are stressed and searching for leadership.

• The camera changes the rules. What worked in the physical boardroom must be adapted for today’s video-first reality.

• Face, voice, and body are strategic tools. Slides support your message; they should never replace your presence.

• Leaders must project both realism and hope. People want honest assessments paired with visible resilience and conviction.

• Dale Carnegie Tokyo is your partner. With over 100 years of global experience and 60+ years in 東京 (Tokyo), we help Japanese and multinational leaders communicate with impact in any environment.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.