Most leaders want “alignment,” but what they really need is movement—people actually doing the new thing. Motivating action is devilishly hard because humans cling to habits, defend their comfort, and only rent logic after emotion has already bought the decision.
Below is a practical, talk-design framework you can use in leadership meetings, sales kick-offs, internal change programs, and client presentations—especially when you need people to stop nodding and start acting.
Is motivating people to change really that difficult?
Yes—because habit beats good intentions, and people protect the status quo like it’s their job. Even when everyone agrees “something should change,” most of us quietly mean other people should change first.
In workshops, a tiny experiment proves it: put your watch on the other wrist or fold your arms the “wrong” way. Your brain throws a mini tantrum. That discomfort is what you’re up against in every change initiative—whether you’re a sales manager in Japan rolling out a new CRM process, or a team lead in the United States trying to shift meeting culture post-pandemic. In practice, logic explains change, but emotion powers it. People act on feeling, then justify with reasons.
Do now: Identify the one habit your audience is clinging to—and name the discomfort your change will create.
What’s the first step to get others to take action?
Start with the end in mind: choose one concrete action that is easy to understand and feels easy to do. If the action sounds complicated, political, or time-consuming, motivation evaporates.
Leaders often blow it here by proposing “transformation” instead of a single step: “be more customer-centric,” “collaborate better,” “innovate faster.” That’s fog, not action. A better move is something measurable: “book three customer interviews this week,” “open every proposal with a problem statement,” “run a 15-minute pre-brief before the monthly meeting.” This works in startups and multinationals because it reduces cognitive load—the brain loves clarity. Make the action small enough to start, but meaningful enough to matter.
Do now: Write the action as a verb + object + deadline (e.g., “Call five dormant clients by Friday”).
How do you make the audience actually want to do it?
You must attach a strong “what’s in it for me” benefit that beats the comfort of doing nothing. People don’t resist change—they resist loss: time, status, certainty, competence, control.
So the benefit can’t be vague (“better culture”) or distant (“future growth”). It needs punch: less rework, fewer angry customers, faster deals, fewer escalations, more autonomy, more commission, more trust from senior leadership. This is where comparisons help: what motivates action in Australia may be framed around practicality and time; in Japan it may be framed around risk reduction, quality, and team credibility; in the US it may lean toward speed and individual ownership. Same human wiring—different packaging.
Do now: Pick one benefit and make it tangible: “This saves you two hours a week” beats “This improves productivity.”
Why does “telling people what to do” backfire?
Because direct instructions trigger resistance, especially in experienced teams who think, “Don’t boss me.” If you open with the action, you invite critics to immediately attack it.
Executives at firms like Toyota and Rakuten (and frankly, any organisation with smart people) have learned that persuasion is smoother when the audience arrives at the conclusion themselves. That’s why context matters: when listeners hear the reality, they often decide the action is sensible before you recommend it. You’re not forcing them—you’re guiding them. This is especially useful across cultures and hierarchies, where blunt “do this” language can be interpreted as disrespectful or naïve.
Do now: Remove your first-slide instruction. Replace it with the situation that makes the change feel inevitable.
How do you use storytelling to drive action in a talk?
Tell the incident with enough real-world detail that people can see it—and feel it—in their mind’s eye. Story is the bridge between logic and emotion.
Use people, place, season, and time. Not because it’s “cute,” but because specificity creates belief. “Last quarter, in our Tokyo client meeting…” lands harder than “sometimes clients…” A story can be your experience, a customer moment, a mistake, a near miss, or a win—anything that explains why you believe the action matters. This is where you build credibility without preaching. Keep it tight, but vivid. The goal isn’t theatre; the goal is emotional engagement that makes action feel like relief.
Do now: Draft a 60–90 second incident story with (1) who, (2) where, (3) what happened, (4) what it cost.
What is the “Magic Formula” for motivating others to action?
Plan your talk as action → benefit → incident, but deliver it in reverse: incident → action → benefit. This is the Magic Formula.
Here’s why it works: the incident neutralises opposition. Instead of a room full of critics, you create a room full of co-diagnosticians. They hear the context, they connect the dots, and they start forming the same conclusion you already reached. By the time you state the action, they’re mentally ahead of you—agreeing. Keep it disciplined: one action only, and one strongest benefit only. Multiple actions split attention; multiple benefits dilute impact. This is as true in B2B sales as it is in leadership change programs.
Do now: Build your next talk in three parts: Incident (70%), Action (15%), Benefit (15%). One action. One best benefit.
Conclusion: turning agreement into action
Motivation isn’t magic—it’s design. When you make the action clear, the benefit personal, and the story vivid, you stop fighting human nature and start working with it. Whether you’re leading change in Japan, selling into global accounts, or trying to shift internal behaviour, the goal is the same: move people from “interesting” to “I’m doing it.”
Quick next steps for leaders
Author bio
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 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 X, 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.
New Year’s resolutions are a lovely idea—until life body-checks you in week two. Changing habits takes extra energy: consistency, patience, perseverance, and actual application. The good news? If you’re a presenter (or you want to be), you’ve already got the three levers that move the needle every year: time, talent, and treasure—used wisely, they turn “I should…” into “I did.”
Why do presenters talk about “time, talent, and treasure” as the big three?
Because presentation success is a leverage game: time builds repetition, talent grows through practice, and treasure buys acceleration. In a post-pandemic world of hybrid meetings, global teams, and always-on competition, persuasion is the divider—whether you’re pitching internally at Toyota, selling B2B SaaS like Salesforce, or leading change in a mid-sized Australian firm.
In Japan, the US, and across Europe, the pattern is consistent: people with clearer messages and stronger delivery get faster alignment. If you can’t bring others with you, you end up living inside someone else’s agenda. The “time, talent, treasure” model keeps you honest: how much are you practising, what skills are you deliberately developing, and where are you investing to shortcut the learning curve?
Do now: Pick one presentation you’ll deliver in the next 30 days and allocate time (practice), talent (skill focus), and treasure (tools/coaching) against it—on purpose.
How does better use of time make you more persuasive?
Time is life, and in presenting, time becomes trust—because repetition turns ideas into instinct. Persuasion isn’t magic; it’s built from small, consistent reps: clarifying your point, tightening your story, and refining your delivery until it sounds like you, not a script.
Compare a startup founder in Silicon Valley to a manager in Tokyo: different cultures, similar pressure. The founder needs speed and punch; the Tokyo manager needs clarity, respect, and structured logic. In both cases, the presenter who rehearses wins—because they can think while speaking, handle questions, and stay calm when the room goes quiet. This is where habit science (think James Clear’s “Atomic Habits” approach) helps: schedule short practice sprints, not heroic marathons.
Do now: Put 15 minutes on your calendar, three times a week, to rehearse out loud—standing up, with a timer, and one clear “next step” at the end.
Is presentation skill natural talent, or can it be learned?
Great presenting is learned, not born—confidence is trained, not gifted. Most people aren’t “naturals”; they’re practised. The fear of embarrassment is real (hello, sweaty palms), but it’s also beatable with the right method: structure + repetition + feedback.
Look at the ecosystems that consistently produce strong communicators: Toastmasters, TED-style coaching, and frameworks used in leadership training programs like Dale Carnegie. The common denominator is guided practice and measurement—voice pace, eye contact, message structure, audience control. If you’re in a multinational, you might get formal training; if you’re in an SME, you might rely on YouTube and trial-and-error. Either way, the fastest path is: learn the fundamentals, apply immediately, then refine.
Do now: Identify one skill to improve this month (openings, storytelling, slides, Q&A). Record a 2-minute practice video weekly and track one metric (clarity, pace, filler words).
How do you build talent without drowning in content overload?
Talent grows when you consume less content—but apply more of what matters. Content marketing has made learning ridiculously accessible: YouTube explainers, LinkedIn creators, podcasts on Apple Podcasts and Spotify, courses on Coursera and LinkedIn Learning. That’s the upside. The downside? You’re drinking from a firehose.
The fix is a simple filter: choose one “lane” for 30 days—storytelling, executive presence, sales persuasion, or slide design—and ignore the rest. In the US, people often optimise for charisma; in Japan, audiences often reward clarity, humility, and structure. So your learning plan should match your context and industry (tech, finance, manufacturing, professional services).
Quick checklist (use this before you watch anything):
Do now: Commit to one creator/course for 30 days and write one line after each session: “What I will do differently next time.”
When should you invest money (treasure) in training, coaching, or tools?
Spend treasure when it buys speed, feedback, and real-world practice—not just inspiration. Free content is fantastic for discovery, but it rarely gives you personalised correction. Coaching, workshops, and quality programs can compress years of trial-and-error into months—especially when your role requires influence: executives, sales leaders, project managers, and subject-matter experts.
Think of it like this: in a startup, treasure might be a pitch coach before a funding round. In a Japanese conglomerate, it might be a structured program to lift manager communication across regions. In Australia, it might be a practical workshop that improves internal briefings and client updates. Tools count too: a decent microphone, a ring light, or a slide template system can make your message land better in remote settings.
Do now: Set an annual “persuasion budget” (even a small one). Prioritise: (1) coaching feedback, (2) skills program, (3) delivery tools—then measure ROI by outcomes (wins, approvals, reduced rework).
What should leaders and professionals do if their resolutions already derailed?
Resetting isn’t failure—it’s leadership: you regroup, adjust the system, and start again with better context. The people who improve each year aren’t perfect; they’re consistent about restarting. Presenters especially need this mindset because the stakes keep rising—hybrid audiences, shorter attention spans, and higher expectations for clarity.
The practical move is to make “presenting improvement” part of your weekly rhythm, not a motivational burst. Use SMART goals, build tiny habits, and attach practice to something you already do (Monday team meeting, monthly client update, quarterly review). If you’re leading others, make it cultural: run short “presentation sprints,” rotate who opens meetings, and reward clarity—not just confidence.
Do now: Choose one recurring event (weekly meeting or monthly update) and upgrade one element for the next 8 weeks: opening, structure, visuals, or Q&A handling.
Conclusion
Time, talent, and treasure aren’t abstract ideas—they’re the knobs you can actually turn. Use time deliberately, nurture talent through applied learning, and invest treasure where it accelerates feedback and skill. And if you’ve already fallen off the wagon this year? Brilliant. Now you’ve got data. Reset, refine, and climb the next rung.
FAQs
How long does it take to become a confident presenter? Most people feel noticeable improvement in 6–8 weeks with consistent practice and feedback.
What’s the fastest way to sound more persuasive? Tighten your opening: one clear point, one reason it matters, one next step.
Do I need expensive training to improve? Not always—start with structured practice, then invest when you need faster progress or personalised correction.
What if I’m terrified of public speaking? Start small: 60-second updates, then build duration and complexity while recording and reviewing.
Author bio
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.
Most talks are totally forgettable because they never land emotionally and logically. If you want real impact — the kind that people remember, repeat, and act on — you need to stop “delivering content” and start designing attention through voice, pacing, phrasing, and purposeful movement.
Why are most presentations forgettable, even when the content is “good”?
Because information doesn’t stick — impact does. Most presentations are heavy on data and light on connection, so audiences can’t remember the speaker, the topic, or both, even a day later. In a post-pandemic, mobile-first attention economy (think 2020s Zoom fatigue plus constant notifications), your audience can disappear in seconds — two or three taps and they’re in “distraction heaven”. The irony is that many speakers feel impressive at the front of the room, but the audience experiences monotone delivery as a kind of “presenter white noise”.
Compare it to business: a strategy deck in a shared drive is rarely “scintillating”, but a skilled leader can bring the same content alive through delivery. In Japan, Australia, the US, or Europe, the mechanism is the same: if the audience isn’t touched (emotion + logic), the message doesn’t travel.
Do now (answer card): Impact = emotional + logical resonance. Design for attention, not just accuracy.
How do you use word emphasis to make your message land?
Emphasising key words changes meaning and makes ideas memorable. When every word is delivered with the same weight, your message flattens out — and audiences tune out. The fix is simple: stress the words that carry the intention. Take the phrase “This makes a tremendous difference.” Hit different words and you get different implications: THIS(contrast), MAKES (causation), TREMENDOUS (scale), DIFFERENCE (outcome). This works across contexts: whether you’re a SaaS founder pitching in Singapore, a multinational leader briefing in Tokyo, or a sales director presenting to a procurement team in the US, emphasis helps listeners hear the headline inside the sentence. It’s also an executive credibility tool: it signals certainty and prioritisation, not verbal mush.
Do now (answer card): Pick 3–5 “load-bearing” words per section and punch them. Make your audience hear your priorities.
Why do pauses increase attention (and stop people scrolling)?
Pauses are a pattern interrupt that drags attention back to you. When you stop speaking, the contrast is so sharp that people who were mentally wandering snap back. That’s why a well-timed pause creates anticipation — it makes the next sentence feel important. In live rooms it works because silence is social pressure; on video calls it works because silence is unusual and therefore noticeable.
Most presenters under-use pauses because they fear awkwardness. But doubling the length of your current pauses — even in just two moments — increases impact because it forces processing time. It also reduces “verbal clutter” and improves perceived authority, especially for leaders and subject-matter experts who want to sound decisive rather than frantic.
Do now (answer card): Add two deliberate pauses: one before your key point, one after it. Let the room absorb the idea.
How do pacing and modulation stop you sounding monotone?
Variety in speed and strength keeps listeners engaged from start to finish. Pacing is your emphasis dial: slow down to spotlight meaning, speed up briefly for contrast, then return to normal. The goal isn’t “fast talking” — it’s controlled variation. A steady pace with no contrast becomes hypnotic in the wrong way.
Modulation matters even more if your default delivery is flat. The article notes that Japanese is often described as a monotone language, which means speakers may need to inject extra variety through speed and strength to create highs and lows.
Think of a classical orchestra: if it only played crescendos or only soft lulls, it would be unbearable. Your voice needs both.
Do now (answer card): Mark your script: SLOW (key line), FAST (brief energy burst), LOW (serious), HIGH (optimistic). Build contrast on purpose.
What makes phrasing memorable — and how do you create “sticky” lines?
Memorable phrasing uses patterns the brain likes: alliteration, rhyme, and contrast. Great presenters don’t just explain; they package. A simple shift like “hero to zero” sticks because it’s rhythmic, punchy, and easy to repeat — which is the whole point.
When people repeat your phrase, your message travels without you.
This is useful across roles: salespeople need repeatable value statements, executives need quotable strategy, and team leaders need language that anchors culture. In Japan vs. the US, the style may change (more subtle in Japan, more direct in the US), but the mechanics are universal: make it short, make it patterned, make it tied to an outcome.
Do now (answer card): Create 2 “sticky lines” for your talk: a contrast pair (X to Y) and a rhythmic three-part phrase.
How should you use movement and gestures without distracting people?
Movement should have a purpose — otherwise it steals attention from your message. Gestures are powerful when they match what you’re saying, because they add strength and clarity. But there’s a rule: hold a gesture for a maximum of about 15 seconds; after that, its power drops and it becomes visual noise.
The bigger danger is pacing up and down like a caged tiger — it distracts audiences and looks like nervous energy, not leadership. In boardrooms, conference stages, and hybrid setups, the principle is the same: move to signal something (transition, emphasis, audience inclusion), then stop. Stillness can be as impactful as motion when it’s intentional.
Do now (answer card): Plan your movement: “I step forward for the key point, I step sideways for contrast, I stop for the close.” No random wandering.
Conclusion
Communicating with greater impact isn’t about being louder or more dramatic — it’s about being more deliberate. When you combine word emphasis, pauses, pacing, modulation, memorable phrasing, and purposeful movement, you stop sounding like everyone else. And that’s the real advantage: most speakers stay stuck in the same groove, losing their audience. You become the person who holds attention, lands the message, and strengthens your professional brand.
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 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, followed by executives seeking success strategies in Japan.
Q&A isn’t the awkward add-on after your talk — it’s where you cement your message, clarify what didn’t land, and build trust through real interaction.
Why is the Q&A the most important part of your presentation?
Because Q&A is your second chance to make your best points land — and to fix any confusion in real time. It’s also the moment the audience decides if you’re credible, calm under pressure, and worth listening to beyond the slides.
In a post-pandemic world of hybrid keynotes, Zoom webinars, and town-hall style sessions (especially since 2020), audiences often judge a speaker less by the polished talk and more by how they handle unscripted questions. This is true whether you’re addressing a Toyota-style conservative leadership crowd in Japan, a fast-moving US startup all-hands, or a European industry conference panel. Q&A lets you reinforce your “headline ideas,” add extra content you couldn’t fit into the talk, and actually connect as a human.
Do now: Treat Q&A as part of the performance, not the afterthought. Plan it like a second close.
How do you set Q&A boundaries without sounding defensive?
You set boundaries early — calmly and confidently — by stating the time limit before the first question. That single move protects your authority and prevents a messy exit if the room turns hostile.
When you say, “We’ve got 10 minutes for questions,” you’re not being rigid — you’re being professional. In leadership settings, especially in Japan where time structure signals respect, this reads as disciplined. In more combative environments (political forums, union meetings, angry shareholder sessions), it also gives you a clean way out: “We’ve now reached the end of question time,” and you move into your second close without looking like you’re running away.
Do now: Announce the Q&A duration before inviting questions, then keep the clock visible and stick to it.
What should you say to invite questions (and avoid dead silence)?
Ask for the first question as if questions are guaranteed — and if none come, ask and answer one yourself. This breaks the ice and prevents that painful “crickets” moment.
A subtle phrase like, “Who has the first question?” signals confidence and expectation. But if the audience freezes (common in Japan, and also common in senior executive rooms anywhere), you don’t wait for permission. You jump-start it: “A question I’m often asked is…” and then you deliver a strong, useful answer.
This technique works brilliantly in sales kickoffs, compliance briefings, and internal change-management presentations, because people often do have questions — they just don’t want to be first.
Do now: Prepare 2–3 “seed questions” you can ask yourself to get Q&A moving immediately.
How do you handle hostile audience questions without losing control?
Stay calm, stop “agreeing” body language, paraphrase the sting out of the question, then redirect your attention to the whole room. Hostile questioners feed on spotlight — your job is to cut off their oxygen.
The instinct in polite society is to nod while listening, but with a hostile question that can look like agreement. So: look at them steadily, don’t nod, hear them out. Then shift your gaze to the wider audience and paraphrase their point in a softened, neutral way (e.g., “The question is about staffing…”). That buys you thinking time and removes the emotional framing.
Give the first few seconds of your answer with brief eye contact to the questioner, then stop feeding them attention and address everyone else. In 2025-era public speaking, this matters even more because a single heckler can hijack the room (or the clip).
Do now: Practise “neutral paraphrase + audience redirect” until it’s automatic under pressure.
Should you repeat the question word-for-word, or paraphrase it?
Repeat neutral questions so everyone hears them — but paraphrase hostile questions to remove the invective and control the framing. You’re not censoring; you’re translating chaos into clarity.
If someone asks a fair question and parts of the room didn’t hear it, repeating it word-for-word is helpful. But if someone asks an aggressive, loaded question (“Isn’t it true you’re sacking 10% of staff before Christmas?”), repeating that sentence becomes a public amplification of the attack.
Instead, you paraphrase in a deliberately weakened way: “The question is about staffing and timing,” or “The question is about workforce planning.” This does two things: it gives you 5–10 seconds to think, and it reframes the issue on your terms — critical in high-stakes contexts like listed-company updates, restructures, or crisis comms.
Do now: Build a “paraphrase toolbox” (staffing, strategy, timing, budget, risk) to neutralise loaded questions fast.
How long should your answers be, and how do you finish the Q&A cleanly?
Keep answers concise so more people can ask questions — and always engineer a strong ending with a “final question” and a second close. Long answers reduce interaction and increase the chance you say something you’ll regret.
In executive communication, brevity signals confidence. It also helps you manage the room, especially when time is tight or questions are wandering off-topic. If you need time to think, use a “cushion” phrase that’s neutral: “Thank you — I’m glad you raised that point.” Then answer clearly, without rambling.
To finish with authority, announce it: “We have time for one final question. Who has the last question?” Answer it, then deliver your second close so the audience leaves with your message — not the last random question.
Do now: Use “final question + second close” every time. It turns Q&A into a controlled finish, not a fade-out.
Conclusion: the Q&A is where your credibility gets tested
If the talk is your planned message, Q&A is your proof of competence. Set time boundaries early, seed questions if the room is quiet, paraphrase hostile framing, and redirect attention to the broader audience. Keep answers short, protect your authority, and end with a deliberate “final question” followed by a second close.
Next steps for leaders, executives, and presenters
FAQs
How do I stop one person from hijacking Q&A?
Limit their attention, paraphrase neutrally, and address the room instead of debating them. You control the spotlight.
What if I don’t know the answer to a question?
Acknowledge it and commit to a follow-up path, not a vague promise. “I don’t have that figure here — my team will confirm it after the session.”
Should I allow off-topic questions?
Briefly bridge off-topic questions back to the core theme whenever possible. It keeps momentum and protects relevance.
Is it okay to answer my own question if the room is silent?
Yes — it’s a proven ice-breaker that gives others permission to speak. Prepare 2–3 seed questions in advance.
Author Bio
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.
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.