Episode #289: Simon Kuper's Excellent Advice to Presenters

Why are so many conference presentations in Japan still boring?

Executives in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in 東京 (Tokyo) invest heavily in conferences and events—yet too many presentations send people straight to their phones.

Journalist Simon Kuper from the Financial Times recently described how bored audiences often are before a speaker even begins. His observations perfectly match what we see in our プレゼンテーション研修 (presentation skills training) and エグゼクティブ・コーチング (executive coaching) at Dale Carnegie Tokyo Japan.

Below we translate his best insights into practical, Japan-relevant advice you can apply immediately to make your next talk the one session that “made the whole conference worth attending.”

Audiences may already be tired, over-stimulated, and disappointed by earlier speakers. If the presenters before you were slow, confused, or self-indulgent, they have already “killed” the room’s energy. Kuper notes that predictable openings (“Good afternoon, my name is…”) are a signal for people to escape into their smartphones.

What you should do instead

• Walk on with intention. Your first two seconds send a message. Walk confidently, stand still, and own your space.

• Start with a “gripper.” Use a surprising fact, a short story, or a bold question that directly hits a business pain point.

• Avoid laptop-fiddling. Test everything before you’re introduced, so you don’t destroy momentum.

Mini-summary: Start strong, fast, and confidently. If you look uncertain or boring at the beginning, you confirm the audience’s worst fears and lose them before you’ve even made your point.

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2. What is the one idea you want executives to remember?

Most conference talks overload people with data and slides. Kuper’s key point: people will not remember everything you say, so don’t cannibalize your message with too many ideas.

How to focus on one key idea

• Define a single, clear core message you want decision-makers to repeat later.

• Support that idea with evidence (data, cases, benchmarks) and anecdotes (short stories).

• Turn data into stories: instead of “sales grew 8%,” describe the client, the challenge, and the turning point.

This approach applies equally in リーダーシップ研修 (leadership training) and 営業研修 (sales training): stories stick, bullet points fade.

Mini-summary: Choose one central idea, then support it with stories and evidence. A focused message is far more powerful than a slide deck full of unconnected points.

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3. How long should you speak—and how do you finish strong?

Kuper recommends that if you have 15 minutes, you should plan to stop at 12. Most presenters in Japan do the opposite: they load every possible slide into their deck and then rush at the end.

Why speaking less is more effective

• When you run out of time, you skip the most important slides and your conclusion feels weak.

• Audiences feel cheated when you clearly have valuable content but sprint through it.

What to do

• Cut your material until it fits comfortably in 70–80% of the allocated time.

• Rehearse with a timer at least a few times.

• Aim to finish slightly early and take one smart question.

Mini-summary: Respect time limits and your audience’s attention. Speaking less forces you to be more strategic, clearer, and more impactful.

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4. Should you read your speech or memorize everything?

Kuper suggests memorizing your talk by saying it out loud once a day for five days. While this builds familiarity, relying purely on memory is risky.

At Dale Carnegie, we see strong results from a hybrid approach:

• Avoid reading verbatim. Reading kills energy and eye contact.

• Avoid total memorization. If you lose your place, you panic.

• Use a simple navigation system:

  • Clean slides with one key word or image per point, or

  • A small set of cue words (chapter headings) visible from a distance—like the Harvard professor Kuper described who had ten keywords on a sheet at the back of the room.

Mini-summary: Don’t read and don’t over-memorize. Use simple visual cues to stay on track while speaking naturally to your audience.

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5. How can you be visually more engaging on stage?

Kuper notes that speakers are often “boring to look at,” which is why he suggests moving and making eye contact. Movement helps, but it must be intentional, not driven by nerves.

Stage movement that works in Japan’s business culture

• Break free from the podium. Step out so you can connect more personally, especially in プレゼンテーション研修 (presentation skills training).

• Move to the front (apron) of the stage for key messages and emotional points—this increases intimacy and impact.

• Move toward the back of the stage for big-picture, strategic points and use larger gestures to address the whole room.

• Avoid pacing back and forth without reason; it becomes a distraction.

Mini-summary: Use purposeful movement and eye contact to support your message—not to burn off nervous energy.

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6. How do you use slides and data without overwhelming Japanese audiences?

Kuper rightly warns against “slabs of text” and says, “Your mouth is for words and slides are for pictures.” This principle is often ignored in Japan.

The article’s example: a brilliant Japanese chief economist from a major global bank speaking about currency movements—an extremely relevant topic in Japan. His delivery was strong, but his slides were:

• Overloaded with data

• Filled with multiple graphs on one page

• Difficult to absorb in real time

Designing slides for clarity

• Aim for a two-second rule: your audience should “get” each slide within two seconds.

• Use fewer graphs per slide; highlight the one story each chart tells.

• Make sure the visuals support you, not compete against you. You are the main event—the slides are your assistant.

This is a critical focus in our プレゼンテーション研修 (presentation skills training) for 日本企業 (Japanese companies) and 外資系企業 (multinational companies) operating in 東京 (Tokyo).

Mini-summary: Simplify your visuals so their message is instantly clear. If your audience is reading and decoding, they’re not listening to you.

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7. Which jokes and clichés should you avoid?

Cliché lines do not help you build credibility with executives. Kuper points out some common offenders:

• “I have the difficult spot after lunch.”

• “And finally, last but not least…”

• “Without further ado…”

These phrases signal that you are on autopilot.

What to say instead

• Go straight to value: “In the next 10 minutes, I’ll show you why our current approach to X is costing us Y.”

• Introduce panelists with relevance: “Our final panelist has led three successful market entries in Asia—she’ll share what most companies underestimate.”

Mini-summary: Skip cliché fillers and focus on specific, relevant value. Executives appreciate respect for their time and intelligence.

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8. How simple should your language be for mixed Japanese and global audiences?

Kuper emphasizes simplicity especially for non-native English speakers—but this is good advice for everyone.

In bilingual or international settings typical of DEI研修 (DEI training) and global conferences:

• Use short sentences and familiar vocabulary.

• Avoid idioms and culture-specific jokes that do not translate easily.

• Emphasize structure: “There are three points…” then signpost clearly.

Mini-summary: Simple language makes you sound clearer and more authoritative, not less intelligent. It also makes it easier for interpreters and non-native speakers to follow you.

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9. Why should you avoid vague “motherhood statements”?

Corporate stock phrases sound safe but say almost nothing. Kuper gives examples like:

• “All stakeholders need to work together.”

• “We value all our employees.”

Your audience hears these phrases daily; they no longer carry meaning.

What to do instead

• Replace vague statements with specific actions:

  • Instead of “We value all our employees,” say: “We are investing in quarterly coaching for every frontline manager.”

  • Instead of “All stakeholders must collaborate,” say: “We are creating a cross-functional task force with clear KPIs across sales, operations, and finance.”

Mini-summary: Replace generic slogans with concrete commitments and examples. Specificity builds trust.

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10. Do famous quotes really add value to your talk?

Kuper jokes about “giving Marcus Aurelius a rest.” Famous quotes are overused; audiences have heard them many times.

How to use quotes effectively

• Avoid quotations that appear constantly in business slides.

• Find less common, more relevant quotes that genuinely add insight.

• Or quote your own internal data, customer voice, or team insights—these are unique to your company.

Mini-summary: Use quotes sparingly and strategically. If the audience already knows the quote, you are not adding value.

• Your opening defines everything. A confident, high-impact start can revive even a tired audience.

• One idea wins. Build your talk around a single, memorable core message supported by stories and evidence.

• Clarity beats complexity. Shorter talks and simpler slides create stronger influence, especially with senior leaders.

• Be intentional, not theatrical. Purposeful movement, clear language, and specific examples resonate far more than clichés and overloaded visuals

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.