We flagged this last episode—now let’s get practical about evidence. Modern presenters face two problems at the same time: we’re in an Age of Distraction (people will escape to the internet, even while “listening”), and an Era of Cynicism(audiences are more sensitive than ever to whether information is valid).
Why is evidence more important now than ever?
Because opinion won’t hold attention—and it won’t survive cynicism. If your talk is mostly “editorial” (your views), people either disengage or multitask. If you don’t provide concrete insights backed by proof, hands reach for phones fast.
Do now: Audit your draft. Highlight anything that is “opinion” and ask: “Where’s the proof?”
What makes evidence credible in the “Era of Cynicism”?
Credibility comes from quality and transparency: use highly credible sources, use multiple sources, and explain how findings were assembled. Your own research can help, but it may be greeted with doubt if you can’t explain your method. The point is to make listeners feel: “This is checkable.”
Do now: If you cite your own research, add one line on how it was done (sample, method, timeframe).
What are the best types of evidence to use in presentations?
Use the DEFEATS framework to choose evidence that convinces busy, skeptical audiences. DEFEATS is a checklist of evidence types you can use to prove what you’re saying is true: Demonstration, Example, Facts, Exhibits, Analogies, Testimonials, Statistics.
Do now: For each key point in your talk, pick at least one DEFEATS proof type (two if the audience is skeptical).
What does each DEFEATS evidence type mean (and how do you use it)?
Each type does a different job—so match the type to the point you’re making.
Do now: Add sources to your slides (small but visible). Make “checkable” part of your credibility.
What’s the biggest evidence mistake presenters make?
Using examples the audience can’t relate to—or presenting “facts” without checkable sourcing. A senior executive using examples from a major organisation can miss the room if the audience is SMEs. And if you show graphs without citing where the data came from, you quietly trigger doubt.
Do now: Ask, “Is my example their world?” If not, swap it for one that matches audience size/industry.
Conclusion
In today’s distracted and cynical environment, evidence is what keeps people with you to the end. Design your key points, then deliberately “match” each one with credible proof—preferably multiple sources—using DEFEATS as your checklist. Do that, and you’ll hold attention and trust at the same time.
Author Credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012).
As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.
He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business
In the last episodes we looked at how to open the presentation. Now it’s time for the part that does the heavy lifting: the main body. Most people design talks the wrong way around. This process is counterintuitive but far more effective: start with the close, then build the main body, and only then design the opening. The close defines the key message, the opening breaks through the competition for attention, and the body provides the proof.
What’s the best way to design the main body of a presentation?
Build the main body as chapters that prove your key message, using only your strongest supporting arguments. In a 30–40 minute talk, you can usually land three to five key points that support your main contention—so the body needs to be planned like a case, not a stream of thoughts.
This is why the design order matters: the close defines what you’re trying to prove, and the body becomes the structured evidence trail that makes the close feel inevitable.
Do now: Write your close in one sentence, then choose 3–5 chapter headings that directly support it.
Why should you start with the ending before building the body?
Because the close defines the key message you want to impart—and the body exists to earn that close. If you don’t lock the ending first, your “evidence” becomes random material you like rather than proof that persuades.
Once the close is fixed, you can design the body as a sequence of chapters that make your conclusion feel logical, not forced.
Do now: Finalise the last 20 seconds first. Then your body becomes selection and sequencing—not guesswork.
How much evidence should the main body include?
A lot—but only the strongest evidence. You’ll always have many possible supporting points, but time is limited, so choose the best content and give it “pride of place” so the listener gets it immediately.
A useful warning from the field: when advising teams preparing business plans (like JMEC teams), you often see “diamonds” in the body that get trampled into the mud because the structure hides them. Your job is to surface the gems early, so the audience doesn’t have to work hard to understand you—especially now, with decreasing concentration levels.
Do now: Rank your evidence. Put the best “gem” first in each chapter, not last.
How do you make chapters flow so the audience can follow your reasoning?
Make chapters logically connect and use clear navigation—like a good novel. Your audience must be able to follow your line of reasoning without strain, and that means the transitions between chapters matter.
The navigation is the invisible structure the audience feels: “we’re here, next we go there, and here’s why.” Without it, even good content feels messy.
Do now: Write one transition sentence between every chapter that explains why the next point follows.
Why are stories essential in the main body (not just statistics)?
Because people won’t remember dry statistics—but they will remember a gripping story. Facts and numbers alone won’t stick. Stories create mental pictures and emotional hooks that make your evidence memorable.
To make stories work, include concrete scene elements: people, places, seasons—ideally familiar to the audience—so they can “see” it in their minds.
Do now: Convert one data point into a short story with a person, a place, and a consequence.
How do you keep the main body from dragging (and stop people reaching for their phones)?
Use variation in pace plus “hooks” inside each chapter to keep curiosity alive. You can’t run at the same tempo the whole time—raise energy, lower tension, change rhythm—but keep movement.
Then add hooks that make people want the next sentence. A power hook example from the script: “Losing ten million dollars was the best education I ever received in business.” Everyone immediately wants to know what happened, why, and what changed. That’s the point: hooks don’t happen by chance—you design them.
Do now: Plant 3–5 hooks across the body (one every few minutes). If you remove the hooks, you’ll feel where attention dies.
What’s the biggest main-body mistake professionals still make?
They dump information instead of engineering engagement. Even official speeches can be a warning sign: the script recalls reading an Australian Ambassador’s speech in Japanese that was packed with trade statistics and no stories—engaging content was sitting there, but couldn’t be reshaped because it had to be delivered word-perfect. The lesson: don’t waste good material by presenting it in a dead format.
Do now: If your chapter is “all facts,” force yourself to add one story that makes the facts matter.
Conclusion
The main body occupies most of your talk and does the heavy lifting to make your case—so craft it as chapters plus evidence, delivered through stories, with pace changes and hooks scattered throughout. You already earned attention with the opening—don’t blow it. Keep the hooks coming, keep the logic flowing, and carry the audience all the way to the close.
Author Credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012).
As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.
He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews.
Some speakers have “it”. Even from the back of the room you can sense their inner energy, confidence, and certainty — that compelling attractiveness we call charisma.
This isn’t about being an extrovert or a show pony. It’s about building presence and appeal in ways that work in boardrooms, conferences, online presentations (Zoom/Teams), and hybrid rooms where attention is fragile and cynicism is high.
What is “presenter charisma” in practical terms?
Presenter charisma is the audience feeling your energy, certainty, and credibility — fast. You can be sitting “down the back” and still sense the speaker’s confidence and surety, because their delivery is controlled, purposeful, and consistent.
In business—whether you’re speaking to a Japanese audience in Tokyo, a sales kickoff in Singapore, or a leadership offsite in Australia—charisma shows up as: decisiveness in your opening, calm control of the room, and a message that feels structured rather than improvised. The point is not to act bigger. The point is to remove uncertainty so the audience can relax and follow you.
Do now: Charisma is engineered. Decide what you want the audience to feel in the first 10 seconds — and design for that.
Why do charismatic presenters never “rehearse on the audience”?
Charismatic presenters don’t practice live on people — they rehearse until the talk is already proven. Too many speakers deliver the talk once and call it preparation, but that’s just using the audience as your rehearsal space. Professionals do the opposite: they rehearse “many, many times” to lock in timing, high points, cadence, humour, and the small details that make a talk succeed.
They also seek useful feedback: not “what do you think?”, but “what was good?” and “how could I make it better?”. Then they use audio/video review to improve, even using a hotel window as a mirror while travelling.
This is how “effortless” happens: it’s not talent, it’s refinement.
Do now: Record one rehearsal and review it like a coach. Fix one thing per run — pacing, pauses, gestures, clarity.
What do charismatic presenters do differently at the venue?
They arrive early and eliminate uncertainty before it can infect their confidence. The speaker is already there about an hour ahead, getting a sense of the room and checking how they look from the “cheap seats” — not just from the front row.
They ensure the slide deck is loaded and working, they know the slide advancer, and they’ve sorted microphone sound levels — without the amateur routine of bashing the mic and asking “can you hear me down the back”.
They also manage the environment: lights stay up (so the audience can stay engaged), and the MC reads their introduction exactly as crafted to project credibility.
Do now: Do a “cockpit check” 60 minutes early—room, tech, lights, intro, sightlines. Confidence comes from control.
How do charismatic presenters build connection before they start speaking?
They work the room first, so the audience feels like allies, not strangers. They stand near the door as people arrive, introduce themselves, and ask what attracted them to the topic.
Then they listen with total focus—no interrupting, no finishing sentences, no “clever comments”—and they remember names and key details.
This matters even more in relationship-driven cultures like Japan, and in senior-room settings where rank and scepticism can create invisible barriers. By the time the speaker steps on stage, they’ve already demolished that barrier and banked goodwill across the room.
It also gives you a powerful tool: you can reference audience members naturally later and make the session feel shared, not performed.
Do now: Meet five people at the door. Learn two names you can reference in the opening.
What do charismatic presenters do in the first two seconds on stage?
They start immediately — because the first two seconds decide the first impression. When the MC calls them up, they don’t waste time switching computers, loading files, or fiddling with logistics — that was handled in advance by support.
They know we live in the “Age of Distraction” and the “Era of Cynicism,” so they protect that tiny two-second window and make the opening a real grabber that cuts through competition for mind space.
One simple method is referencing people they spoke with earlier (“Mary made a good point…”), which instantly signals: we’re one unit today.
That move collapses distance between stage and seats and makes attention easier to earn.
Do now: Script your first two sentences so you can deliver them cold — no admin, no warm-up, no drift.
How do charismatic presenters keep attention — and control the final impression?
They project energy with structure, then they take back the close after Q&A. In delivery they project their ki(energy) to the back of the room, while keeping the content clear, concise, well-structured, and supported by Zen-like slides.
The key message is crystal clear, evidence feels unassailable, and eye contact is disciplined: about six seconds per person, creating the feeling you’re speaking directly to them.
What they say and how they say it stays congruent.
Then they manage Q&A like a second presentation: they set the time, paraphrase questions for the full room, don’t dodge hard questions, and if they don’t know they say so and commit to following up.
Finally, they seize back the initiative with a second close so the last thing the audience hears is the key message — not a random off-topic question.
Do now: Plan two closes (pre-Q&A and post-Q&A). Never surrender your final impression.
Conclusion
Charisma isn’t luck. It’s what happens when you stop rehearsing on your audience, arrive early to remove uncertainty, work the room to build goodwill, protect the first two seconds, deliver with high energy and clarity, and then control the final impression with a deliberate second close.
Next steps for leaders/executives:
Author Credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012).
As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results.
He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業) and Purezen no Tatsujin (プレゼンの達人).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews.
TED and TEDx look effortless on stage, but the behind-the-scenes prep is anything but casual. In this talk, I pulled back the velvet curtain on how I prepared for a TEDx talk—especially the parts most people skip: designing the ending first, engineering a punchy opening, and rehearsing like a maniac so tech issues don’t derail you.
Is TED/TEDx preparation really different from a normal business presentation?
Yes—TED/TEDx forces ruthless compression, because you’ve got a hard time cap and a global audience. In my case, I had up to thirteen minutes, with restrictions on topic and format, and the whole “ideas worth spreading” expectation sitting on your shoulders.
That changes everything compared with a 45-minute internal briefing at a conglomerate or a client pitch at a fast-moving startup. Every word is gold, so you can’t “talk your way into clarity” the way you might in a boardroom. You need a single thesis, clean structure, and a delivery plan that works under lights, cameras, and nerves.
Do now: Treat TED like a product launch—tight spec, tight runtime, tight message. If it doesn’t serve the thesis, cut it.
How do experts choose a TED talk topic and central message?
Start with a topic that fits the format and can travel across cultures, industries, and countries. I chose “Transform Our Relationships” because TED talks are broadcast globally, and the theme has universal relevance—whether you’re leading a team in Tokyo, selling in Sydney, or managing stakeholders in Europe.
Then you lock the central message until it’s unmistakable. In my case, the title basically was the thesis: “transform your relationships for the better.” That clarity prevents the classic mistake of drifting into clever side quests that feel interesting but dilute the point.
Do now: Write your thesis as one sentence you’d be happy to see quoted out of context. If it can’t stand alone, it’s not ready.
Why should you design the ending before the opening?
Because your close is your compass—if you don’t know the ending, the middle becomes a junk drawer. I started by deciding how I wanted to finish, then designed everything to land there cleanly.
I also linked the close back to remarks from the start, so the talk could “tie a neat bow” and feel complete. TED format usually means no questions, so you’re not designing multiple landing zones—just one strong finish that nails the central message.
Do now: Draft your final 20 seconds first. Then reverse-engineer the talk so every section earns the right to exist.
How do you build the middle of a short talk without rambling?
Use chapters, not vibes: pick a small set of principles and make each one a complete unit. I used Dale Carnegie’s human relations principles, but there are thirty—way too many—so I selected seven (and later had to drop one when rehearsal exposed the time blowout).
Each principle became a chapter, which made construction easier and cutting less emotional. I then added “flesh on the bones” with story vignettes—some invented to illustrate, some real. To bridge into the principles, I used recognisable anchors like Gandhi (“be the change…”) and Newton’s action–reaction idea to make the “change your angle of approach” concept instantly graspable.
Do now: Build 5–7 chapters max. Make each chapter removable without breaking the whole talk.
How do you craft a TED opening that grabs attention (without clickbait)?
Your opening has one job: make the audience lean in and think, “Wait—where is this going?” I researched what others said about transforming relationships and found a report (“Relationships in the 21st Century”) with conclusions I felt were obvious—perfect for a debunking-style opening.
A slightly controversial start can be an attention grabber, but I left the final design of the opening until the end—because once the ending and structure were solid, I could engineer an opener that set up anticipation without gimmicks. If the report had contained something genuinely profound, I would’ve used it as authority reinforcement instead.
Do now: Write three openings: (1) contrarian debunk, (2) authority-backed insight, (3) personal story. Choose the one that best tees up your thesis.
What rehearsal system stops you bombing on the day (especially with tech problems)?
Rehearsal isn’t “practice”—it’s risk management under a stopwatch. I rehearsed until timing and flow were locked: I recorded the full script and replayed it about ten times to absorb the structure, then did live rehearsals, editing to stay under the thirteen-minute limit.
Right before delivery, I did five full-power rehearsals the day before, then ten full-power rehearsals on the day at home—checking time every run. That repetition gave confidence when there were technical issues with the stage screen, and later a last-second delay (four seconds before going on) that could’ve wrecked concentration. I used breathing control, avoided green-room chatter, checked mic placement, even used a backstage mirror to keep my gestures sharp—karate-finals mindset.
Do now: Rehearse to time, at full power, and assume tech will fail. If you can deliver without slides, you’re bulletproof.
Conclusion
TED-level performance looks “natural” only because the prep is engineered: thesis first, ending first, chapters next, opening last, and rehearsal so deep you can survive delays, nerves, and broken screens without losing your place. If you want your talk to travel—across Japan, Australia, the US, or Europe—build it like a system, not a speech.
Next steps for leaders/executives (fast checklist):
FAQs
How long should a TED-style talk take to memorise? It depends, but scripting plus repeated audio playback can lock in flow faster than brute memorisation.
Do you need slides for a TED talk? Not always—slides can help navigation, but you should be able to deliver confidently without them.
What’s the easiest way to cut time without weakening the talk? Build chapters so you can delete one complete section rather than watering down everything.
Author Credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.
If your opening drifts, your audience drifts. In a post-pandemic, hybrid-work world (Zoom, Teams, in-person, and everything in between), attention is brutally expensive and “micro concentration spans” feel even shorter than they used to. So in Part Two, we’ll add two more high-impact openings you can apply straight away: storytelling and compliments—done in a way that feels human, not salesy, and definitely not like propaganda.
How do you open a presentation so people actually listen (especially in 2025)?
You earn attention in the first 30–60 seconds by giving people a reason to stay—emotionally and intellectually.Think of your opening like a “decision point”: your audience is silently choosing between you and their inbox.
In Japan, the US, and Europe, the same truth holds across startups and multinationals—whether you’re at Toyota, Rakuten, Google, or a five-person SME: the opening must feel relevant now. Post-2020, people are conditioned to click away fast, so your opener needs a clear hook (what’s in it for them), credibility (why you), and momentum (where this is going). Storytelling and compliments do that beautifully when they’re specific, short, and anchored to the audience’s world.
Answer card: Attention is a trade—value first, then detail. Do now: Design your first minute like a landing page: hook, proof, direction.
Why does storytelling work so well as an opening in business presentations?
Storytelling works because people are neurologically trained to follow stories more than opinions. We’ve grown up with novels, movies, dramas, news—so a story switches the brain from “judge mode” into “follow mode.”
In business, story is how you create ethos + pathos + logos (Aristotle’s persuasion trio) without sounding like you’re trying too hard. A story gives context, stakes, and a human being to care about—something a slide can’t do. That’s why TED talks, executive keynotes, and great sales presentations nearly always open with a moment, not a mission statement. In Japan especially, where trust and context matter, a well-chosen story can quietly establish credibility before you ask for agreement.
Answer card: Stories lower resistance and raise attention. Do now: Open with a real incident, not a generic claim.
What kind of story should you tell: personal experience or third-party?
Personal experience is usually the strongest opening because it’s real—and real beats “corporate perfect” every time. People learn fastest from successes, but they lean in for failure-and-recovery stories because they feel true.
Here’s the contrast: “Let me tell you how I made my first ten million dollars” versus “Let me tell you how I lost my first ten million dollars.” Most audiences want the second one—more drama, more learning, more honesty. Over-sharing wins no points, but a clean “war story” with a lesson builds trust fast, whether you’re pitching in Sydney, selling in Singapore, or presenting in Tokyo. When personal stories are thin or politically risky, use third-party stories: a customer case, a biography, a documentary moment—borrow credibility without pretending.
Answer card: Personal = high trust; third-party = flexible credibility. Do now: Pick one story that teaches a lesson, not one that proves you’re perfect.
How do you tell a short story when everyone’s distracted (Zoom, phones, and micro attention spans)?
Keep business stories tight: one scene, one problem, one turning point, one takeaway. Long stories are gone—today’s environment punishes rambling.
A practical structure leaders and sales teams use is: Setting → Tension → Choice → Result → Lesson. Keep it under 60–90 seconds. Drop details that don’t change the meaning. Use “mind’s eye” cues—time, place, person, consequence—so the audience can picture it quickly. This is even more important online, where silence feels longer and distraction is one click away. Whether you’re inside a conglomerate, a nonprofit, or a SaaS startup, the aim is the same: create a vivid moment that earns the next five minutes of listening.
Answer card: Short stories win; long stories leak attention. Do now: Script your opener story to 90 seconds and cut 30% more.
How do compliments work as an opening without sounding fake or creepy?
A compliment works when it’s specific, credible, and linked to the topic—not just flattery. People like compliments, but they hate manipulation.
You can compliment (1) the audience’s shared experience, (2) the organisation, or (3) an individual—each creates a different kind of connection. Example: connect to a universal fear like public speaking (“Most people fear it because they haven’t had training—speaking is learnt”), and suddenly everyone feels included. Or compliment the organisation: “Your reputation for excellence is phenomenal—let me tell you why.” That causes curiosity and invokes pride. Individual compliments (e.g., “Tanaka-san said something insightful before we started…”) work brilliantly in Japan if done respectfully and accurately.
Answer card: Specific compliments create instant rapport. Do now: Compliment what you can prove—then pivot immediately to your message.
What should leaders, executives, and salespeople do now to nail the first impression?
Plan and rehearse your opening like it’s the most important part—because it is. If the start is weak, the message won’t transmit, no matter how good your content is.
Public speaking has arguably never been harder: the internet is a click away, attention is fragile, and audiences are ruthless about value. So choose your opening tool intentionally, based on context:
Answer card: The opening decides whether people stay. Do now: Build a 3-option opening bank (story / third-party / compliment) and practise each to 60 seconds.
Conclusion
Storytelling and compliments aren’t “nice-to-haves”—they’re strategic tools for winning attention and trust at the exact moment your audience is deciding whether you’re worth listening to. Keep stories short, human, and lesson-driven. Make compliments specific and relevant, not syrupy. And remember: the opening isn’t warm-up; it’s the gateway. Get that right, and the rest of your talk has a fighting chance to land, stick, and move people to action.
Author Credentials
Dr. Greg Story, Ph.D. in Japanese Decision-Making, is President of Dale Carnegie Tokyo Training and Adjunct Professor at Griffith University. He is a two-time winner of the Dale Carnegie “One Carnegie Award” (2018, 2021) and recipient of the Griffith University Business School Outstanding Alumnus Award (2012). As a Dale Carnegie Master Trainer, Greg is certified to deliver globally across all leadership, communication, sales, and presentation programs, including Leadership Training for Results. He has written several books, including three best-sellers — Japan Business Mastery, Japan Sales Mastery, and Japan Presentations Mastery — along with Japan Leadership Mastery and How to Stop Wasting Money on Training. His works have been translated into Japanese, including Za Eigyō (ザ営業), Purezen no Tatsujin (プレゼンの達人), Torēningu de Okane o Muda ni Suru no wa Yamemashō (トレーニングでお金を無駄にするのはやめましょう), and Gendaiban “Hito o Ugokasu” Rīdā (現代版「人を動かす」リーダー).
Greg also publishes daily business insights on LinkedIn, Facebook, and Twitter, and hosts six weekly podcasts. On YouTube, he produces The Cutting Edge Japan Business Show, Japan Business Mastery, and Japan’s Top Business Interviews, which are widely followed by executives seeking success strategies in Japan.