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.
