How To Present In Breakout Groups

Why do online breakout rooms feel so awkward?

Many professionals suddenly found themselves in breakout rooms from March 2020, especially in LIVE Online training.
People were often strangers from different companies or different divisions.
There was no clear hierarchy, no psychological safety, and no trust.
As a result, small groups sometimes sat in total silence for the full breakout time.

Mini-summary: Breakout rooms feel uncomfortable when there is no structure, no leader, and no trust.

Participants often stop listening when they hear “You will go to a breakout room.”
They start worrying: “Who will be there? How will I be judged?”
So, trainers must give very clear and simple instructions, then check understanding before sending people out.

• Assign a discussion leader and a reporter in advance.

• Ask for a quick hand raise or green check to confirm everyone understands the task.

• Ask a few people to repeat the question and process in their own words.

Mini-summary: Set clear roles, confirm understanding, and reduce anxiety before people enter the breakout rooms.

Even with preparation, some groups still sit in silence.
Trainers should visit each room quickly, ask if there are questions, and leave if things are working.
If the group is silent or the leader is not acting, the trainer should briefly take charge, start the discussion, then hand back to the group.

Mini-summary: Visit rooms, remove confusion, and jump-start quiet groups when needed.

Do not wait in silence. Take initiative in the first few seconds.

1. Introduce yourself and say where you are from.

2. Say something like:

   “I am looking forward to learning from all of you.
   I am not an expert, so please give me feedback if something I say is unclear.
   Let’s help each other grow. Who would like to start with a comment on the question?”

If no one speaks, share your prepared comment.
Before the session, you should have a few bullet points ready.
Do not try to “wing it” or be a spontaneous genius. People can feel the difference.

Mini-summary: Break the ice, invite others, and be ready with a short prepared comment.

Ask simple, direct questions and show respect for every comment.

• Praise contributions:

  “Great insight about XYZ. Could you go a bit deeper on that point?”

• Keep your own comments short and clear.

• Do not dominate the airwaves.

• Always invite others:

  “What do you think?”
  “Does anyone have a different view?”

In this way, your reputation grows as someone who adds value and shows humility.

Mini-summary: Ask questions, give praise, keep it brief, and make space for others.

How does this connect to leadership and training in Japan?

Online breakout skills are now core business skills in Japan and worldwide.
They are especially important for 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in 東京 (Tokyo) and across Japan.
These skills directly support 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) in virtual and hybrid environments.

Dale Carnegie has over 100 years of global experience and more than 60 years in Tokyo helping professionals lead, communicate, and build trust—even through a small breakout room window.

Mini-summary: Leading in breakout rooms is modern leadership behavior and closely linked to core Dale Carnegie training areas in Japan.

• Silence in breakout rooms usually comes from unclear roles, unclear tasks, and low psychological safety.

• Trainers should assign roles, check understanding, and visit rooms to support groups.

• Participants can add big value by breaking the ice, sharing a prepared comment, and asking others for input.

• Strong breakout room skills support better leadership, sales, presentations, executive coaching, and DEI in Japanese and 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.