Episode #309: Presenting Online Isn't Going Away, Ever

Tokyo’s leaders are under pressure to make hybrid work actually work. Employees want to escape crowded Tokyo trains and long commutes, yet executives still need collaboration, innovation, and strong client relationships. The result is a messy mix of people in the conference room, others dialing in from home, and everyone feeling that communication quality has dropped.

Tokyo commutes are exhausting. Crowded trains, long ride times, and standing packed next to strangers every day make working from home deeply attractive for many professionals. For 日本企業 (Japanese companies) and 外資系企業 (multinational companies operating in Japan), this has shifted expectations about where and how work should be done.

At the same time, leaders know that certain types of collaboration, innovation, and culture-building still work best face-to-face. The real challenge is not “remote vs office”, but how to design a balanced hybrid model that supports both productivity and human connection.

Mini-summary: Hybrid work in 東京 (Tokyo) is here to stay. Leaders must design meeting and communication practices that respect employee reality while protecting collaboration and performance.

In Japan, meetings with clients and stakeholders often include many participants. It is common for one salesperson or consultant to face a large group of decision-makers and observers on the client side. That habit continues in hybrid and remote formats: some people gather in a meeting room; others join online from home or another office.

This creates several issues:

• Audio quality is inconsistent. One shared camera and a couple of “UFO-style” microphones in the room rarely produce clear sound for remote participants. Laughter and side comments in the room are often inaudible online, making remote attendees feel lost and excluded.

• A two-class system emerges. Those in the room share small signals, jokes, and reactions. Those online miss them—and feel like second-class participants.

• Engagement is hard to manage. The host must somehow track people around the table and those on screen, while also managing slides, timing, and outcomes.

For 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in Japan, these issues directly impact trust, decision speed, and internal collaboration.

Mini-summary: Hybrid meetings in Japan often create “first-class” in-room participants and “second-class” remote participants. Without intentional design, engagement and trust quickly erode.

How does camera use affect executive presence and credibility online?

Even after years of using Zoom, Teams, and Webex, many professionals still misuse the camera:

• In-room cameras are too far away. A single wide-angle camera at the front of the room makes everyone look small and distant. Facial expressions and micro-reactions are lost, so remote participants cannot connect emotionally with the speaker.

• Remote participants look at faces, not the camera. It feels natural to look at the faces on the screen, but that means our eyes are pointed down, not at the camera. The result: to others, we look disengaged, distracted, or unsure.

• The “green dot” problem. Truly engaging eye contact happens only when we speak to the camera (the “green dot”). But when we do that, we lose the emotional feedback from people’s faces on the screen. This feels uncomfortable and unnatural for the speaker.

These issues are especially serious for leaders going through リーダーシップ研修 (leadership training) or エグゼクティブ・コーチング (executive coaching). Executive presence now has to work through the lens, not just in the boardroom.

Mini-summary: Poor camera habits quietly damage executive presence. Intentional use of eye level, framing, and where we look is now a core leadership skill in the hybrid era.

In virtual and hybrid presentations, slides can easily dominate—and weaken the message:

• The speaker becomes a tiny box. When sharing slides, the presenter’s video often shrinks to a small window. Facial expression and gestures—critical tools in プレゼンテーション研修 (presentation skills training)—are largely lost.

• Voice becomes the main persuasive tool. Because video is reduced, the voice carries most of the emotional weight. Yet many professionals speak with flat speed, volume, and tone—giving every word the same emphasis. This feels monotonous and makes it hard for audiences to follow.

• Pauses are underused. In remote settings, a well-timed pause gives people time to process complex points, check charts, or think. Without pauses, content feels dense and overwhelming.

To be persuasive online, speakers must:

• Intentionally hit key words with more power and variation.

• Use pauses to signal importance and give space for thinking.

• Avoid “word democracy”—not every word deserves the same emphasis.

Mini-summary: In hybrid and remote presentations, slides reduce visual impact. Strategic use of voice, emphasis, and pauses becomes essential to influence and clarity.

No. Keeping slides on screen 100% of the time often reduces human connection:

• Turning off screen-share periodically helps. When you stop sharing and appear full-screen, your face and gestures regain importance. People can read your emotion and intent more clearly.

• Switching back and forth is worth the effort. Yes, it takes a little more skill to alternate between full-screen video and slides. But this rhythm keeps the audience engaged and supports both data and emotional impact.

For participants in プレゼンテーション研修 (presentation skills training) and 営業研修 (sales training), learning this “camera–slide choreography” is now a competitive advantage, especially in Japan’s relationship-driven business culture.

Mini-summary: Do not hide behind slides. Alternating between full-screen video and slide-sharing increases engagement and strengthens trust and influence.

What simple technical adjustments dramatically improve hybrid communication?

Some improvements require new hardware and software—but many gains come from small, practical changes:

• Raise the camera to eye height. Resting a laptop on the table leads to unflattering “up-the-nose” angles and weak presence. A simple stand or a few books can place the camera at eye level, making natural eye contact much easier.

• Minimize distractions on screen. When the camera is at eye height, it becomes easier to focus on the lens instead of constantly tracking every face, chat, and notification.

• Aim for teleprompter-style solutions where possible. Emerging technologies that place the camera in the center of the screen—similar to a teleprompter—can help presenters maintain eye contact while still reading faces and content.

Organizations that combine better setups with skills training—such as リーダーシップ研修 (leadership training), プレゼンテーション研修 (presentation training), and DEI研修 (DEI training) tailored to Japan—will stand out in both internal and client-facing communication.

Mini-summary: Eye-level cameras, reduced on-screen clutter, and teleprompter-style tools turn remote communication from “barely acceptable” into a professional, trust-building experience.

The hybrid medium is not a temporary inconvenience—it is now a core part of how business is done in Japan and worldwide. To avoid a future of low-energy, low-impact online meetings, companies must deliberately build new skills and habits.

Dale Carnegie Training supports 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in Tokyo and across Japan through:

• プレゼンテーション研修 (presentation skills programs): Build confident, persuasive virtual and hybrid presenters who can engage both in-room and remote audiences.

• リーダーシップ研修 (leadership development): Help leaders project credibility, empathy, and clarity through the camera, not just in person.

• 営業研修 (sales training): Equip sales professionals to build trust and close deals effectively even when the “room” is half physical, half virtual.

• エグゼクティブ・コーチング (executive coaching): Provide tailored, one-on-one support for senior leaders navigating high-stakes hybrid presentations and global meetings.

• DEI研修 (DEI training): Ensure hybrid formats do not create invisible hierarchies or exclude remote participants, but instead support inclusive participation for all.

Mini-summary: With structured training and coaching, Dale Carnegie Tokyo helps organizations turn hybrid meetings from a problem into a strategic advantage in the Japanese market.

• Hybrid work and remote meetings are now a permanent reality in Tokyo; ignoring their challenges will damage collaboration and trust.

• Poor camera use, weak audio, and over-reliance on slides create “second-class” remote participants and weaken executive presence.

• Voice control, selective use of slides, and eye-level camera placement are high-impact, low-cost upgrades to any hybrid meeting.

• Investing in targeted リーダーシップ研修 (leadership training), プレゼンテーション研修 (presentation training), 営業研修 (sales training), エグゼクティブ・コーチング (executive coaching), and DEI研修 (DEI training) helps both 日本企業 (Japanese companies) and 外資系企業 (multinational companies) compete more effectively in the hybrid era.

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.