Episode #193: It Is Not Back To Normal As A Presenter – Part One

Why are online and hybrid presentations now a critical leadership skill in Japan?

As employees gradually return to the office in 東京 (Tokyo), business communication has permanently changed. Large in-person town halls and external speeches are still rare, and physical distancing has reduced venue capacity and increased event costs. As a result, 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) continue to rely heavily on online and hybrid presentations for leadership updates, sales pitches, and project reporting.

For executives and managers, this means you can no longer assume “things will go back to normal.” Whether you are the CEO, a mid-level manager, or a high-potential team member, your ability to influence through a camera is now directly linked to your career trajectory and your perceived leadership potential.

Mini-summary: Online and hybrid presentations are no longer a temporary measure in Japan; they are a long-term reality that directly impacts how leaders are evaluated and promoted.

Since early 2020, audiences in Japan have become used to low-quality online talks. Common issues include:

• Poor audio quality: Echo, background noise, and unclear microphones make it exhausting to listen.

• Weak visual presence: Laptop cameras aimed up the nose, bad lighting, and cluttered backgrounds ruin professional impact.

• Monotonous delivery: Presenters speak in a flat, low-energy tone, with no variation in speed or emphasis.

• Lack of eye contact: People stare at slides or their own image instead of looking into the camera, destroying engagement.

• Tech dependency: Presenters are not in control of the technology and panic when something goes wrong.

Before Covid-19, exposure to truly excellent プレゼンテーション研修 (presentation training) outcomes was already limited in Japan. The pandemic simply moved the same weak habits from the physical meeting room to the online screen — tiny faces in tiny boxes, with equally tiny impact.

Mini-summary: Most online presentations in Japan suffer from poor audio, weak delivery, and low engagement, which creates a huge opportunity for any leader who chooses to master modern presentation skills.

In both 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies), the people who move into leadership roles are not only technically strong; they are the ones who can persuade others and mobilize action.

Leaders who stand out:

• Communicate their message clearly and confidently.

• Inspire people to follow recommendations, even when change is uncomfortable.

• Make complex ideas simple and easy to act on.

• Show personal presence and credibility, both in-person and online.

By contrast, highly intelligent but inarticulate professionals often struggle. If they sound hesitant, unprepared, or overly detailed, they are not convincing—no matter how good their ideas are. Their influence then relies only on position power (their title), not personal power (their ability to inspire trust and followership).

Dale Carnegie’s global experience over 100+ years shows a consistent pattern: those who master communication and プレゼンテーション研修 (presentation training) outcomes are the ones who are chosen for bigger roles, entrusted with clients, and fast-tracked for leadership.

Mini-summary: Strong presentation skills turn good performers into visible leaders by increasing personal power, credibility, and the ability to move people to action.

Where should I start when preparing an online presentation?

Most professionals in Japan start with the slide deck—this is a major mistake. Before opening PowerPoint, clarify:

1. What is the purpose of this talk?
   Decide whether your primary goal is to inform, convince, inspire, or entertain. This will drive every other decision.

2. What action do I want from the audience?
   Do you want them to approve a budget, support a strategy, adopt a new process, or change behavior?

3. What is my key message in one clear sentence?
   If you cannot express your core message simply, your audience will not remember it.

Once your “WHY” is clear, then you design the structure and visuals to support that purpose. This is a core principle in Dale Carnegie’s リーダーシップ研修 (leadership training) and プレゼンテーション研修 (presentation training): message first, slides second.

Mini-summary: Start every presentation by clarifying your purpose, desired audience action, and key message before touching your slides.

After Covid-19, your audience’s expectations and mental state have changed. You cannot simply “snap back” to February 2020 thinking. To design a high-impact talk, ask:

• Who are they?
  What roles, industries, and seniority levels are represented? Are they from 日本企業 (Japanese companies) or 外資系企業 (foreign multinational companies)?

• What do they already know about this topic?
  Are they beginners, experts, or mixed? This affects how much context or detail you need.

• What are their concerns and pain points now?
  How has Covid-19 impacted their business, customers, and teams? What are they worried about in the next 6–12 months?

• What outcome would feel valuable for them?
  Will they leave with clarity? Practical next steps? A new perspective?

If you do not know your audience well, you can:

• Ask the organizer why they chose this topic and what success looks like.

• Check which sectors and departments have registered.

• Talk to people from similar companies to understand current “hot topics.”

• Request permission to contact a small sample of participants and ask, “What would make this session most valuable for you?”

These techniques are consistent with consultative 営業研修 (sales training) and エグゼクティブ・コーチング (executive coaching) best practices: the more you understand the audience, the more precisely you can speak to their reality.

Mini-summary: Effective presenters in Japan research their audience and design talks around real post-Covid concerns, rather than simply pushing out the content they personally want to deliver.

Because most professionals have not invested in systematic プレゼンテーション研修 (presentation training), the bar is surprisingly low. Reaching the “top 1%” of presenters is actually easier than in many technical fields.

Dale Carnegie Training Tokyo offers programs tailored for:

• リーダーシップ研修 (leadership training): Communicating vision, driving change, and leading hybrid teams.

• 営業研修 (sales training): Structuring persuasive sales conversations and online client meetings.

• プレゼンテーション研修 (presentation training): Designing clear messages, engaging delivery, and confident Q&A.

• エグゼクティブ・コーチング (executive coaching): One-to-one support for senior leaders preparing high-stakes presentations.

• DEI研修 (DEI training): Communicating inclusively across cultures and diverse teams in Japan.

With over 60 years in Tokyo and more than a century of global practice, Dale Carnegie helps both 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies) develop leaders who can inspire, convince, and move audiences—on stage and on screen.

Mini-summary: Targeted presentation and leadership training in Tokyo gives you a measurable advantage, helping you stand out as a credible, persuasive leader in both Japanese and multinational environments.

• Online and hybrid presentations are now a permanent part of business communication in Japan, especially for leaders in 東京 (Tokyo) and nationwide.

• Most presentations remain low-quality, so there is a clear opportunity for any professional who invests in serious プレゼンテーション研修 (presentation training).

• Clear purpose, audience insight, and structured messaging matter more than slide design.

• Strong communication skills directly influence promotion, leadership opportunities, and the ability to drive change within 日本企業 (Japanese companies) and 外資系企業 (foreign multinational companies).

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.