When delivering a great presentation, it's easy to feel satisfied, especially when the audience is soaking up your content. But the challenge comes when things are going well, and you want to elevate them to the next level. I recently attended a presentation where the speaker nailed it: the content was relevant, the room was packed, and the delivery was top-notch. But even with all these elements in place, there was still one thing missing that could have made the presentation even more powerful.

The speaker did a fantastic job presenting broad industry trends and future projections, which kept the audience engaged and excited. However, the talk could have been even better if it had connected those big-picture trends to the daily challenges faced by the audience. While discussing the future direction is essential, it’s equally important to show the audience how they can apply that information in their day-to-day work.

Rather than just presenting theories and predictions, offering practical, actionable takeaways would have made the presentation even more impactful. These could have been a few steps that the audience could start using right away to adapt to the changes coming in their industry. By linking macro-level trends to the micro-level actions people can take, the speaker would have made the talk more relevant and valuable.

When preparing an "inform" style presentation, try to focus on five key takeaways. Offering too many steps can overwhelm the audience, while five actionable points are manageable and memorable. These takeaways give the audience a sense of accomplishment and leave them feeling more prepared for the future. So, next time you're presenting, consider adding those concrete steps to help your audience take immediate action and feel empowered.

In Japan, politeness and formality go hand in hand, shaping interactions in ways that might feel unfamiliar to people from more casual cultures like the United States, Australia, or Canada. While some European countries may find Japan’s structured approach more familiar, many Western visitors are surprised by just how much etiquette matters—especially in business and official settings.

One of the most formal experiences I had in Japan was accompanying Australian Ambassador John McCarthy when he presented his credentials to the Emperor. It was a grand occasion, starting with a waiting room at Tokyo Station, followed by a horse-drawn carriage procession, and attended by a senior Japanese Cabinet minister. Every movement—walking, standing, speaking, even sitting—was carefully choreographed. The level of formality was truly something to behold.

Surprisingly, my second most formal experience wasn’t at a government event, but with Osaka fishmongers. These business leaders, who buy a lot of Australian seafood, took the introduction of Ambassador Dr. Ashton Calvert very seriously. It was a powerful reminder of Japan’s deep respect for hierarchy and tradition.

But formality in Japan isn’t just reserved for official events—it’s part of everyday interactions. I once attended a meeting with the Vice-Governor of Osaka, and his upright, composed posture stood in stark contrast to my Australian guest, who sat back and relaxed. It was a clear example of how different cultural norms can sometimes be misinterpreted.

Business meetings in Japan often take place in grand rooms with large chairs spaced far apart, making conversations feel a bit formal and distant. Foreigners might instinctively move closer when demonstrating a product, which can be a breach of etiquette—but a quick apology helps smooth things over.

Japanese politeness also extends beyond meetings. A small but meaningful gesture, like walking a guest all the way to the elevator instead of just to the door, is a sign of respect. These thoughtful details are woven into everyday life in Japan, though they might not always be obvious to visitors.

For anyone doing business in Japan, embracing formality is key to making a good impression. While foreigners won’t be expected to act exactly like locals, showing an effort to follow cultural norms goes a long way in earning trust and respect. And after business hours? That’s when Japan’s love for informality shines, offering a welcome balance to the day’s structured interactions.

Bosses get this wrong. The younger generation demands a new type of boss—someone persuasive, focused on their career development, and who is skilled as a communicator and coach. Japan’s demographic crisis makes meeting these demands even more critical. With fewer young people entering the workforce, competition for their loyalty is fierce. Employers unable to satisfy their expectations will lose talent to competitors or rely increasingly on non-Japanese workers to fill the gap.

Statistics reveal the challenge: 35% of young Japanese graduates quit their jobs within three years. One key reason is the lack of effective leadership. Middle managers often lack proper training, relying on outdated On-The-Job Training (OJT) methods. This perpetuates the flawed systems of the past, leaving young employees disengaged and unsupported.

To reverse this trend, bosses must adopt a coaching mindset. A super coach identifies team skill gaps, prioritizes development, and co-creates goals with employees. Coaching requires mutual trust and an understanding of individual triggers for improvement. Bosses must invest time to know their team members, tailoring their approach to each person’s needs.

Time management is the foundation of effective coaching. Unfortunately, most middle managers in Japan struggle with this, prioritizing urgent tasks over long-term development. The modern boss must master time management to create space for coaching, focusing on skill development, explaining the “why” behind tasks, and guiding employees through practice and feedback.

Instant feedback is crucial for younger workers stepping out of their comfort zones. Recognizing their incremental progress builds confidence and encourages further growth. Results-focused leaders must shift to appreciating “baby steps,” combining real-time feedback with tailored rewards that resonate with individual preferences.

Today’s Japanese boss must become a super coach—offering the guidance they themselves may have lacked on their way up. By investing time and effort into nurturing the younger generation, bosses can ensure long-term organizational success. This is not just an evolution but a necessity for modern leadership in Japan.

Don’t get this wrong. Good posture never goes out of style, yet many presenters struggle with it. Standing straight projects confidence, enables better breath control, and conveys energy. However, the presenting environment often tempts us into poor habits. Even seasoned performers—actors and singers—struggle with posture during award acceptance speeches. Instead of standing tall, they hunch over microphones, giving audiences an unflattering view of their bowed heads. These professionals, familiar with microphone technology, should excel at its use but often fail to adapt to the setup.

As a presenter, you can avoid this by preparing beforehand. Test the microphone to ensure it suits your needs, and request alternatives like a handheld or lavaliere mic if necessary. If caught off guard, don’t hesitate to remove the microphone from its stand or lift the entire stand to bring the mic to your level. The key is to take control of the tech, not let it dictate your posture or delivery.

Podiums are another culprit behind poor posture. Many speakers clutch the podium for balance or as a substitute for gestures, especially if unsure what to do with their hands. This restricts movement and leaves the speaker hunched over, further diminishing their presence. Instead, step slightly back from the podium so the temptation to go for the grip is eliminated, stand tall, and use a slide clicker to navigate your presentation. Free from the restrictions of the physical podium, your gestures can enhance your words and engage the audience.

If you must use a podium for notes or as a laptop stand, maintain good posture by standing upright and away from the podium’s edge. I often rotate the podium toward me, so that I can easily see my laptop screen, as I stand to the side. This prevents reliance on the podium for support and keeps my hands free for natural gestures.

Good posture marks a professional who commands their environment, tech, and presentation space. By addressing these physical and technical challenges, you can focus entirely on engaging your audience—our ultimate goal.

Nemawashi, translates to “groundwork” and is rooted in the practice of moving large trees. This intricate process—preparing roots, wrapping them, and relocating the tree—serves as a metaphor for meticulous preparation before decisions in business. In Japan, decisions are typically made before meetings, with the gathering itself serving as a formality to approve prior agreements. The groundwork involves engaging stakeholders individually, securing their buy-in, and addressing potential concerns.

In contrast, Western decision-making often occurs during meetings, with open discussions and debates leading to a consensus. This cultural difference means that to influence outcomes in Japan, preparation must begin early, before formal discussions occur. Whether dealing with internal teams or external clients, success depends on influencing decision-makers ahead of time. When working with a client, for example, your internal champion becomes pivotal. They must persuade decision-makers using data, testimonials, and evidence you provide, ensuring the groundwork is solid. Neglecting this preparation risks losing control of the decision-making process.

Nemawashi also involves understanding the dynamics within the meeting. Others may push their agendas, so your champion needs a clear strategy. Identify meeting participants, anticipate their concerns, and craft tailored approaches to win them over. Preparation should include counterarguments for opposing perspectives, ensuring your champion can effectively advocate for your preferred outcome.

While nemawashi doesn’t guarantee success, it maximizes your chances. Poor preparation often leads to unfavourable decisions. By embracing nemawashi, you can position yourself strategically, influencing outcomes in alignment with Japanese decision-making norms. This approach not only enhances your chances of success but also helps you navigate complex organizational dynamics more effectively.

Don’t be delusional. Do you consider yourself moody? Perhaps not, but as a boss, your team may perceive you differently. Employees are keenly attuned to your every movement, tone, body language and expression, constantly evaluating your mood to gauge whether it's a good time to approach you with work-related matters. Your ability to mask emotions or maintain equilibrium amidst challenges significantly influences the workplace atmosphere.

As the leader, your mood sets the tone for the day. A positive attitude can uplift the team, while a negative one can drag them down. The challenge lies in maintaining this positivity consistently, regardless of personal troubles or external factors like the weather or how you are feeling. Leaders must avoid expressing judgments about uncontrollable elements, like a rainy day or a sunny morning, which might signal to others that emotions can be swayed by such minor elements.

Beyond weather, procrastination is another mood indicator leaders should watch. When faced with daunting or unpleasant tasks, it’s easy to divert attention elsewhere—emails, calls, or minor administrivia—rather than tackle the priority head-on. This avoidance can diminish motivation and affect the team’s perception of your leadership. Similarly, setbacks like low revenues, missed deadlines or subpar performance from team members can derail your positive mindset. However, as a leader, you cannot blow your stack. You need to respond very carefully and thoughtfully.

Effective leadership demands discipline and emotional control. It’s about engaging both intellect and empathy to guide decisions and maintain team morale, even under pressure. Leaders cannot indulge in visible frustration or unchecked emotion. Instead, they must project confidence and resilience, serving as a stabilizing force for the team. While perfection is unattainable, the image of a steady and composed leader is crucial.

Ultimately, being a “sunny boss” isn’t about feigned cheerfulness but about demonstrating consistent emotional stability. Leaders must resist letting external factors or internal fears dictate their behavior. By cultivating self-discipline, they can positively influence their team’s mood and productivity, ensuring the workplace remains a place of progress and collaboration, no matter the challenges.

Stop wrecking your presentations. When delivering talks, many speakers separate their personal identities from the content, focusing solely on facts, data, and evidence. This approach, often favored by technical individuals, misses the opportunity to create deeper engagement with the audience. As an introvert, I understand the hesitation to share personal stories. However, keeping oneself out of the narrative is a significant mistake. Injecting personal experiences and insights into a presentation transforms it from theoretical to practical, resonating more deeply with the audience.

Audiences crave authenticity and reality. Like seeking honest consumer product reviews, they value real-life stories that reflect genuine experiences. Personal anecdotes not only enhance our credibility but also foster a stronger bond with listeners. Sharing struggles, mistakes, and lessons learned, even when they don’t portray us in a perfect light, builds trust. Audiences find overly polished speakers unrelatable and prefer those who reveal their human side, including their flaws and vulnerabilities.

Self-deprecating humor is particularly effective in this context. For example, sales master Zig Ziglar shared humorous anecdotes about his early career struggles, which endeared him to his audience. Such humor, focused on the speaker’s own missteps rather than targeting others, is both relatable and disarming. It demonstrates humility and reinforces the authenticity of the speaker’s message.

It took me a long time to go from being a highly private person, reluctant to share personal stories, to embracing a more open approach in presentations. I discovered that audiences appreciated honesty and authenticity, resonating more strongly with talks that included my personal insights. This realization underscores the value of incorporating elements of oneself into public speaking. By doing so, we can create a genuine connection with their audience, increasing the acceptance and impact of our message.

Our presentation is not merely a delivery of facts; it is an opportunity to engage and connect. Sharing personal stories, struggles, and even humorous anecdotes helps bridge the gap between ourselves and the audience. This human touch makes the presentation more compelling and memorable, leaving a lasting impression that resonates far beyond the immediate event.

Salespeople are ignorant. When interacting with Japanese buyers, personality differences play a more critical role than cultural differences. Understanding personality styles can help improve communication and sales success. A two-axis framework categorizes personality types: a horizontal axis measures from low assertion on the left across to high assertion on the right, and a vertical axis measuring people orientation at the top vs. outcome focus down below.

Bottom right, the Driver type is highly assertive and outcome-driven. Often business founders, they value results over relationships, preferring direct and efficient communication. They make decisions quickly and dislike time-wasting, and their decisiveness can be final. To engage Drivers, use high energy and provide concise, results-oriented arguments – no fluff allowed.

In the opposite diagonal, at top left is the Amiable. Low in assertiveness but highly people-focused. They prioritize relationships and team harmony. Amiables prefer a slower pace, avoiding conflict, and ensuring group consensus before making decisions. Communicating effectively with them involves lowering energy, soft voice and body language, emphasizing empathy, and building trust over time.

The Expressive in top right is assertive and people-oriented. They thrive on enthusiasm, big-picture ideas, and social interactions. Often found in sales, training or creative fields, Expressives dislike details and data, but enjoy vision and brainstorming. Engaging them requires matching their energy, discussing future possibilities, but don’t bog them down in the weeds.

In contrast, at opposite diagonal in the bottom left, the Analytical is low in assertiveness and focused on data, lots of data. Detail-oriented and logical, they value evidence, precision, proof, testimonials, and clarity. Common in technical roles, they require extensive proof before making decisions. To connect with them, bring detailed data, avoid emotional appeals, and give them time to process.

To maximize sales success in Japan, sellers must adapt their preferred communication style to that of each buyer's personality. Sticking to one’s natural style works for only one in four interactions, but tailoring communication ensures we can hit all the bases. Adjusting tone, energy, and message focus to align with these personality types—Driver, Amiable, Expressive, or Analytical—enhances engagement, connection and gets results.