Team presentations differ significantly from solo presentations, where you have complete control. A common mistake is inadequate rehearsal, which can damage personal and organizational reputations. Thorough preparation with multiple rehearsal sessions is crucial.

The order of speakers matters too. The strongest presenters should lead to create a positive first impression, while technical, nerdy experts can present in the middle. Be careful to not allow mechanical slide creation consume all the preparation time; practicing soft skills are also super important. Schedule strict deadlines for early slide completion to allow for plenty of team practice.

During rehearsals, practice transitions like handoffs between speakers to demonstrate unity. Ensure every team member can deliver each section in case someone on the team gets ill and you have to cover for them.

Assign a "navigator" to manage the question-and-answer session. The navigator directs who answers which questions. When encountering nasty, mean or complex ones they can provide some margin to allow the designated expert time to formulate the best response. They might also ask for a question to be repeated to provide the expert with some thinking time, but this should be used only once.

Ultimately, successful team presentations require expert preparation, a clear strategy, and tons of rehearsals.

In Japan, the common response of “We’ll think about it” often comes after a salesperson’s second meeting with a client. The first meeting focuses on establishing trust and understanding the client’s needs, while the second involves presenting a proposal and trying to close the deal. However, the reality is different: many Japanese salespeople jump straight into pitching their product’s features without fully understanding the client’s needs, leading to this vague response. This happens because they often miss out on clarifying the client’s true objections, which could be hidden or unspoken.

To handle this, we should accept that the client might need time to think, but also aim to clarify why. Using a strategy from Victor Antonio, salespeople can probe by asking whether the client is truly interested but unsure or simply not interested at all. If the client is interested but uncertain, further questions should explore if the product’s fit, functionality, or finances are an issue.

In Japan, though, pressuring the client is risky, as the decision-making process involves internal discussions, not just one person’s opinion. The buyer may agree with the proposal but still need to align with other departments or stakeholders. Instead of pushing for an immediate answer, it’s better to address potential internal concerns. Salespeople should ask if there might be resistance from other teams or if functionality or finance might cause problems. By doing so, they guide the client to anticipate objections from others, while reinforcing the proposal’s value. When hearing “we’ll think about it,” salespeople should stay calm, set up a follow-up meeting, and avoid pushing too hard, maintaining the trust they’ve built.

Holding people accountable is essential for any leader, yet many struggle with it, leading to missed deadlines, poor performance, and incomplete work. Often, this happens because people aren’t deliberately failing; they’re simply lacking the structure and guidance needed to perform at their best. As leaders, we must start with ourselves, particularly in managing our time effectively. Poor time management causes unnecessary stress, impacting both our own performance and the mood of the team. Stress is contagious, and a leader's mood can easily affect the entire workplace atmosphere.

A major challenge is not properly defining priorities and overloading ourselves with tasks. This occurs because we avoid delegation due to previous bad experiences or fear of mistakes. However, delegation is crucial for team growth and career development. It’s also a way to leverage the team’s potential, allowing us to focus on tasks that only we can do, like coaching.

Delegation is not about dumping tasks but teaching others the 'Why,' 'What,' and 'How' of their responsibilities. By doing this, we empower the team to take ownership, ensuring better accountability. As leaders, we must spend time coaching and holding team members accountable for their work, ensuring they understand the bigger picture and the importance of their contributions.

If we manage our time well, we create space for coaching, monitoring progress, and checking milestones. This proactive approach minimizes unpleasant surprises and ensures the team stays on track. Ultimately, being an effective leader requires a balance of good time management, coaching, and accountability. By creating better habits and delegating effectively, we improve not only our own leadership but also the performance and growth of our team.