Episode #281: Thanking The Speaker

Why does the way we thank a speaker matter for executive presence in Tokyo?

In a typical business presentation, there is a clear cadence: invitations go out, people register, the event runs, and the speaker delivers their content. Then comes the last step many leaders underestimate: the formal thanks to the speaker.

In Japan, where formality and nuance matter, the final moments of a seminar or webinar strongly shape how participants feel about the event, the host organisation, and you as the executive or MC. For leaders in 日本企業 (Japanese companies) and 外資系企業 (multinational companies), this short “vote of thanks” is a crucial moment of personal and professional branding.

If you do it well, the audience leaves thinking, “This person is sharp, respectful and in control.” If you do it poorly, their last impression is confusion, boredom, or even embarrassment on behalf of the organisation.

Mini-summary: The way you thank a speaker is not a formality. It is a powerful branding moment for you, your organisation, and the event—especially in 東京 (Tokyo), where business etiquette is closely observed.

Many MCs and hosts fall into predictable traps at the end of an event:

• They summarise the whole speech in detail, as if they are competing with the speaker.

• They talk about their own opinions instead of highlighting the value the audience received.

• They speak for too long, even though the audience is mentally already heading to their next meeting.

Sometimes the contrast is dramatic. Imagine a speaker whose presentation was poorly delivered—reading tiny text off slides, scrolling through a document on screen, clearly unprepared. Then, the person giving the thanks delivers a short, intelligent, concise comment. That brief closing message can actually become the most impressive part of the event and leave a strong positive impression of that leader.

This is the power of a well-crafted thank-you: it can rescue a weak presentation, elevate the overall brand of the event, and position you as a thoughtful, high-calibre executive.

Mini-summary: Common mistakes include competing with the speaker, talking too long, and making the close about yourself. A short, sharp, intelligent thank-you can transform the final impression of the entire event.

When you are asked to thank a speaker, you are not just “making a few comments.” You are delivering a mini-presentation in front of a live audience. That means:

• You are in the public eye and being evaluated as a communicator.

• Your personal brand and professional brand are on display.

• Your performance affects how people remember the event and your organisation.

In the context of リーダーシップ研修 (leadership training), 営業研修 (sales training), and プレゼンテーション研修 (presentation training), Dale Carnegie constantly reinforces that every touchpoint with an audience is a leadership moment. The closing thanks is not an afterthought; it is a designed moment of leadership.

Mini-summary: Treat the thank-you as a mini-presentation and a leadership moment. Your audience is evaluating your professionalism, not only the speaker’s content.

To make this role easier and more consistent, you can use a simple structure: the TIS model.

1. T – Thanks: How should I open?

Start by thanking the speaker directly. In Japan, how you address them signals your understanding of etiquette.

• For a client like Mr. Suzuki, you might say: “Thank you, Suzuki-sama (very polite honorific), for sharing your insights with us today,” rather than “Suzuki-san,” which is relatively less formal.

• For a professional such as a bengoshi (lawyer), you may hear people say “Suzuki Sensei (honorific for respected professionals/teachers)” to show high respect.

This opening must be warm, respectful, and appropriately formal for the relationship, the industry, and the culture.

2. I – Interest: What part of the talk should I highlight?

Next, select one key area of the talk that you believe was most valuable for this audience. Not three or five points—just one strong highlight.

Ask yourself:

• “Which idea will help these executives in 日本企業 (Japanese companies) or 外資系企業 (multinational companies) make better decisions or lead more effectively?”

• “Which story or framework seemed to resonate most during the presentation?”

Then, briefly connect that point to the audience’s reality. For example:

“I believe many of us were particularly struck by your point about how small changes in daily behaviour can dramatically improve trust within our teams.”

This shows you were listening carefully and helps the audience mentally “lock in” the value they received.

3. S – Send-off / Formal Thanks: How do I close with impact?

Finally, you give a formal closing statement of thanks and lead the room in appreciation. If there is an MC, you then hand back to them. If you are both the person giving thanks and the MC, this is where you close the event.

For example:

“On behalf of everyone here, I would like to express our sincere appreciation to Dr. Greg Story for his insightful presentation today. May I ask everyone to join me in offering another warm round of applause?”

You start clapping immediately to signal the audience to follow. This creates a clean, confident finish and ensures the speaker feels properly recognised.

Mini-summary: Use the TIS model—Thanks, Interest, Send-off—to structure your comments. Open with respectful thanks, highlight one key area of value, and finish with a clear, formal expression of appreciation and applause.

In competitive business environments in 東京 (Tokyo), small signals of professionalism separate top leaders from the rest. Most people never study how to:

• Open and close events as an MC

• Give concise, high-impact thanks

• Align their comments with their organisation’s brand

By paying attention to how experienced MCs work—and by practising models like TIS—you can very quickly move into the top 1% of perceived professionalism in these roles.

This is directly connected to the broader skill set developed in Dale Carnegie’s リーダーシップ研修 (leadership training), 営業研修 (sales training), プレゼンテーション研修 (presentation training), エグゼクティブ・コーチング (executive coaching), and DEI研修 (DEI training). The ability to close a meeting, webinar, or conference session with clarity and confidence is a core leadership behaviour, not a “small detail.”

Mini-summary: Most professionals are weak at closing events. By mastering a simple structure and applying it consistently, you differentiate yourself and strengthen your personal and corporate brand in every public setting.

• A short, well-structured thank-you at the end of an event strongly shapes the final impression of you, your company, and the speaker.

• Avoid summarising the whole talk or making the close about yourself; instead, highlight one key point of value for the audience.

• Use culturally appropriate forms of address (e.g., -sama (very polite honorific), Sensei (honorific for professionals/teachers)) to show respect in Japanese business settings.

• Applying Dale Carnegie principles and the TIS model helps you quickly stand out as a top-tier professional in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) operating in 東京 (Tokyo).

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.