Category Archives: Professional Development

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Vive la Difference: Coaches and Consultants

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Freelance professionals are external consultants who bring agile talent to mission-critical special projects at thousands of for-profit and not-for-profit organizations throughout the world.  Freelance consultants play an increasing role in many organizations, providing vital ad hoc staffing as full-time work forces contract.  We are highly effective,  reliable and adaptable.  We work alone, usually from a home office, and that keeps our operating expenses low and our billable rates affordable.

We are disciplined self-starters who treasure our independence, but there is a downside. Every once in a while, it would be helpful to have team members in the office with us.  We have no one readily available to duck out and have a quick cup of coffee with, no one to help parse a tricky question or lend a sympathetic ear when we hit a rough patch.  We most likely have a support system of colleagues and friends,  but they are not on site and may not have the wherewithal to help us address some of our most important questions.

As a result, many Freelancers consult with a professional to help sort through the array of challenges and decisions that we all eventually face.  Working with the right coach or consultant can bring many benefits to one’s business or personal life.  You may feel the need to receive some expert guidance, but wonder which type of specialist you should hire?

Follow the wisdom of the late management guru Peter Drucker and ask (yourself) questions that will reveal the right answer. Before you call in a specialist, clarify your desires or dilemmas, at least superficially.

For example, you may have a time management problem that results in a work overload that undermines your ability to have a social life.  Your task is to determine its source.  Might you need to hire a bookkeeper to compile the monthly financials, or an administrative assistant to do your billing, or some other professional to take certain tasks off your plate? To resolve business matters,  a business consultant is the go-to person.

If your time management problem results from your inability to set boundaries and understand that you cannot say yes to everyone, which then results in a work overload that undermines your ability to have a social life, then it will be useful to see a business coach to help you to identify priorities and establish boundaries.

Let’s take a look at the focus of each specialty. A business coach will:

  • Help you to enhance competencies you already have and help to bring out the best in you.
  • Help you to identify your passions, acknowledge what motivates you and then brainstorm with you to discover avenues for their expression.
  • Acknowledge and remedy a fear of success, fear of failure, or self-sabotage that you may fall victim to.
  • Provide encouragement and accountability to ensure follow-through of the action plan that the two of you develop.

OUTCOME: An action plan that addresses business and personal development goals and strategies.

A business consultant will:

  • Work with you to assess business strengths and weaknesses and evaluate its preparedness to take advantage of opportunities and overcome obstacles.
  • Improve the viability of the business and position it for growth, scalability and sustainability.  Operational efficiencies, strategy development, the business model, customer acquisition and retention, packaging of services, strategic partnership possibilities, the marketing message, niche market development, pricing, technology needs, staffing and customer service protocols are among the areas that will be examined and evaluated.
  • Work  with you to set reasonable short and long-term goals and objectives for the business, devise strategies and create action plans and time tables to ensure that strategies are implemented.  Follow-up and further consulting services to support and enable your plans can be arranged.

OUTCOME: SMART goals for your business and a way to make them happen.

So which do you need? A coach is like a partner and a consultant is like an adviser. If working on aspects of your personal life, that is if behaviors are the issue, then a business coach may be the better choice, at least initially.  But if you would like to grow and optimize your business , then a business consultant is the way to get the best results.

Thanks for reading,

Kim

 

 

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Getting and Giving Advice: Tact

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In my March 1 post, I introduced the matter of giving and receiving advice and I let readers know that over the next few months I would explore different aspects of this important and sensitive topic. Here is the link to that post, if you’d like the reference.

Getting and Giving Advice: Skill Set

When offering advice to someone, especially if it is unsolicited, tact is an essential ingredient.  In today’s bombastic communications environment that is dominated by “reality”shows,  current events infotainment-style “news” shows and even presidential debates that not infrequently de-volve into scream fests, it appears that the use and value of tact have been greatly diminished.  Name-calling is in vogue, I’m sorry to say.

Tact comes easily for some but for most of us, tact requires first an awareness of its need, followed by lots of practice in its implementation.  When a difficult conversation must take place,  when in a negotiation, or even when relaxing and chatting with friends or family, tact is a useful skill. Tact adds subtlety and sophistication to your speaking style and makes you look more professional and competent.  Furthermore,  there will be no good relationships built without it, business or personal.

Being direct in one’s expression is also a useful skill,  but the ability to deliver a blunt opinion well is real talent. There is a right way to tell the outrageous truth.  The essence of tact is keeping one’s emotions in check, so that the impulse to blurt out hurtful (or semi-incoherent) statements will be curbed.  Consider keeping the following suggestions in mind as you work to incorporate the nuances of tact into your communications portfolio.

THINK FIRST

Especially in a conversation that seems to have the potential to become heated, pause, so that you can listen to what is being said by the other party and give yourself time to organize your thoughts and choose your words carefully.  By any means necessary, avoid attacks,  threats,  arm-twisting,  sarcasm,  accusations and disrespect.  You may be unhappy with what the other person has said or done,  but aim to express your displeasure in a polite and yet no-nonsense manner.  This approach is not to be confused with backing down.

SOFTEN NEGATIVE FEEDBACK

When you must address the stressful matter of unmet expectations or poor results,  the tactful approach is the best way to get you and the other person on the road to effecting a satisfactory solution.

First, search for a way to include a positive observation about the outcome. Next, discuss what came up short.  Be diplomatic with your criticism—it may be that you did not clearly communicate your request and thus caused the other person to misunderstand.  Make the conversation a teachable moment for both of you.

TIMING IS EVERYTHING

It may not be possible to know in advance the best time to wade into a sensitive subject. If you attempt to force a discussion at an inconvenient time,  your message will not be well received and if your manner of approach reeks of entitlement,  you could damage the relationship.

Always ask if it’s a good time to talk.  If it appears that the other person can focus on choosing another time,  then ask to do so.  But if that person appears to be overwhelmed,  back off and revisit the subject at another date.  Respect for boundaries  is another cornerstone of tact and tact is good business.

Thanks for reading,

Kim

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Negotiating 2.0: Taming Hardball Tactics

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Freelance consultants are always the little guy.  We possess agile talent and experience that bring value-added to so many mission-critical projects,  but we never control the process.  We value our savvy and survival skills,  but we are alone and vulnerable, truth be told. We navigate and negotiate our way through work assignments and do whatever we can to obtain billable hours.

As we enter into negotiations in pursuit of contract assignments,  prospective clients will sometimes seek to take advantage of us. Passive aggressive withholding is the usual weapon. Prospects are known to play ugly games,  sometimes to bargain down our already quite reasonable fee,  other times to sneak more work into the agreed-upon scope of  project work (mission creep) without paying a supplement for the extra duties.

Negotiation skills are a crucial defensive mechanism that help us to protect our integrity and our income and maintain good client relations as we do. Deepak Malhotra, author of Negotiating the Impossible (2016) and professor of business administration at the Harvard Business School, has a few suggestions that will help us to respond when a prospect or client decides to become an adversary.

Tactic:  “We will never…”

This is an ultimatum. Malhotra recommends that one should simply ignore ultimatums because he’s found that they are usually NOT deal breakers. Ultimatums are frequently issued in the heat of emotion, or as a tactic to intimidate or control.

Avoid acknowledging the ultimatum and you allow the person who put it out there to slide away from it down the road,  because you never started a discussion about it. The other party will not lose face should they contemplate surrendering their tough position.

If ignoring the ultimatum is impossible, then try to reframe the statement in less harsh language that gives the other party an out. “It may be difficult,  I understand…” or “It could be costly (or time consuming or put you into unfamiliar territory)…”.

Tactic “Oh, and we also will want…”

The other party may have a laundry list of add-ons and conditions that delay agreement. Malhotra observes that there are a couple of likely motivations for this behavior. One, they sense that doing the deal is important to you and they aim to exploit that.  Alternatively, the conditions might possibly be meaningful to them in terms of obtaining satisfactory ROI.

Malhotra recommends that you put a cap on the demands by stating that if something is truly important,  you would like to understand why and that you will work with them to accommodate any legitimate concerns or objectives. However, you are not willing to negotiate an individual element so late in the negotiation process.

If adjustments are critical, he says, then tactfully make it known that it will be necessary to propose and discuss concessions that they would be willing to make in exchange. The other party must be willing to give some easement and flexibility on issues of value to you as well.

Tactic “Great– I’ll confirm this with my boss.”

Malhotra advises that first of all, make sure you are negotiating with the person who can really approve and set into motion the terms of the negotiated agreement. Sometimes, unfortunately, the other party will not be transparent.  Negotiations can be handed off to a gatekeeper while the real authority remains behind the scenes.

To head off this possibility,  ask clarifying questions of the other party  before you get too far along into the negotiations.  Inquire about who will need to sign off on or otherwise sanction the deal that is struck. Ask what factors might speed up or slow down the process. Learning the process of the one across the table shows you are someone who respects the organization and allows you to set expectations for the outcome you can achieve. Do you want to invest time talking to these people, or should you walk away and find a potentially better prospect?

Thanks for reading

Kim

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Getting and Giving Advice: Skill Set

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In the Peanuts comic strip, the character Lucy would regularly set up a mobile office with a sign that read “Advice 5 cents.” Asking for and being asked for advice is an integral part of our personal and professional lives. It is surprising that we do not assign a higher value to the process or train ourselves in its nuances.

Giving useful and timely recommendations and advice are the essence of coaching, consulting, leadership, management and parenting.  There are right ways and wrong ways to deliver even positive reviews, let alone the evidence of gaps or missteps.  Spending some time learning about the process of giving and getting advice is an important element of leadership development.

Over the next few weeks,  I’d like to explore different aspects of the exchange.The whole business of advice is potentially fraught.  Offering unsolicited advice can cause others to see one as controlling or a busy-body.  Feelings can be hurt, people can feel threatened or violated.  Offering advice or an opinion  even when asked can also lead to an unfortunate outcome, because the asker may be looking not for an expert or unbiased opinion or guidance, but rather validation.  Certainly we’ve all experienced the uncomfortable feeling when the advice seeker turns blatantly testy because the desired response was not given.

Keep in mind that well-honed listening skills are essential when one takes on an advisory role.  Attention must be paid to the question posed and what may motivate or be at stake for the asker.  Diplomacy, self-control,  discretion and emotional intelligence are likewise required attributes and behaviors.  Ego gratification, a need for control, or other self-serving behaviors have no place in the process.  Self-awareness is part of the equation and humility as well, because if one is not qualified to give advice or guidance on a given matter, that must be communicated.

Respecting bounadaries is key.  The terrain of unsolicited advice is usually best avoided—but the concept presents an ethical dilemma when we witness someone we know and care about slide into near-certain disaster born of poor judgment or timing.

Finally, determining the type of solution one would be wise to recommend to the asker, as well as the amount of follow-up and other post-request involvement should be taken on,  calls for good judgment and strategic thinking.  How can you be fair to both the asker and yourself?

The next time you seek or are sought out for advice, keep what’s been mentioned here in mind and stay tuned for more discussion.

Thanks for reading,

Kim

 

 

 

 

 

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Before You Make New Year’s Resolutions…

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This week,  we’ll  continue the quest of getting you ready for the New Year. Regular readers will recall that last week’s post gave an overview of the benefits of physical exercise.  Those readers are now completely convinced that working out on a regular basis will not only improve their health, strength and endurance,  but will also make them smarter,  more disciplined,  more resourceful and creative and  (most importantly!) better looking.  You’ll perhaps need to know how to kick-start your work out routine and so we will take a look at that old cliche, New Year’s resolutions.

In a study by John Norcross, PhD, Distinguished Professor of Psychology at the University of Scranton (PA) and author of Changeology: 5 Steps to Realizing Your Goals and Resolutions  (2012),  45 % of Americans usually make resolutions to put themselves on the right track in the New Year and 38 % never make such resolutions.

Norcross discovered that of those who make at least one New Year’s resolution,  8 % achieve their goal and 46 % continue with their resolution for six months or more.  He concluded that people who make New Year’s resolutions (or other types) are 10 times more likely to attain their goals than those who do not explicitly make resolutions.

So how do you get yourself into the victorious 8 %? Basically,  you need to pick the right resolutions to pursue and give yourself the tools to achieve them.  The question to ask yourself is,  why do I want to do this?

Change brings one outside of the comfort zone,  so strive to make only those changes that seem to be right for you and do not aim to make changes based on what others feel you should do.  Unless you’ve been failing to meet obligations,  the expectations of others cannot rule your resolutions.  They must be meaningful to you and that will motivate you to work hard and attain them.

Second,  put yourself on the road to success by making SMART resolutions: Specific,  Measurable,  Attainable,  Relevant and Time-bound.  SMART resolutions will be easy and gratifying to track.  Establish target date milestones,  that is interim victories,  and give yourself a small yet meaningful reward each time you reach one.  Milestones are motivators.

Before you jump into taking on your resolutions,  it will be useful to devise an action plan.  How will you bring about these changes? What will be the processes and steps involved?  Map it out and include projected interim victory dates and decide the rewards that you’ll attach to each.

To enact an especially ambitious resolution,  or series of resolutions,  may require a support system,  if for no other reason than to make  you accountable for achieving them.  You may want to enlist a mentor or friend to act as a coach and motivator to give you encouragement and/or advice along the way.

If working out is your resolution and you can afford to hire a personal trainer for individual or (less expensive) small group training,  that will effectively keep you on track,  provide an exercise regimen that will serve as the heart of your action plan and make it easy to identify reasonable milestones.

Whatever you decide to do,  or not do,  about potential New Year’s resolutions,  the upcoming New Year is the traditional time (along with your birthday) to hit the re-set button on life by making some beneficial changes.  Why not review the past year and decide what could be better and what is within your ability to improve? Your resolutions need not be earth-shattering.  The chance of joining the 8% winner’s circle will be greatly improved when you resolve to make small-scale changes that will nevertheless have a noticeable positive impact on your life.

Thanks for reading,

Kim

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A Fail-Safe Christmas Party Strategy

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Christmas party season is here, bringing Freelancers and business owners opportunities to become their own Santa Claus and put some new clients under the tree.  Christmas is the time to pick up the thread with clients past,  nurture relationships with clients of the present and meet clients you’d like to add to your roster in the near future. To make that happen,  you know that you’ll need a game plan.

First,  go to your parties alone.  Under no circumstances do you need to drag someone along with you, unless that person is required to get you into a party where you can expect to meet prospective clients,  or that person promises to introduce you to a good prospect while there.  Even that arrangement can be risky— a few years ago I was invited to what should have been a networking bonanza for me,  except that my friend wound up getting very drunk and even worse,  he reneged on bringing me into a post-party meeting with someone who could have been very helpful to me.

Second,  confirm the dress code.  A weekend party held after 6:00 PM will imply fancier dress and maybe even black-tie optional.  If you are the  +1 (guest),  ask your contact to send you the invitation.  If s/he does not do so,  then call the party organizer and inquire.  You do not want to show up improperly dressed,  even if your contact claims not to care about such things.

Men should wear a jacket,  even if a suit is not required.  Women should avoid too-short or too-tight clothing and revealing necklines.  Jeans or leather pants are out of the question for either sex,  unless your host is in the arts or tech.

Third,  ask who is on the guest list,  if you can do so casually and diplomatically.  Present your request as a way to find out if you’ll know others in the room.

Fourth,  polish up your short-form elevator pitch and think about how you might approach guests that you’d like to meet or reconnect with.  You may want to Google a name and find out what that person has been doing,  so you’ll know what to “spontaneously” bring up.

However,  be mindful that pushing business topics will be a turn-off,  unless the other person raises an issue.  Focus instead on scheduling post-party follow-up with selected people who would like to know more about your products and services.

While at the party,  greet and thank your hosts straight away,  before you visit the bar or buffet.  After that relax,  mix and mingle.  Brainstorm some friendly ice-breakers that will open the door to conversation (“How do you know [the hosts]?”)  Eating and drinking are party highlights,  but take it easy with the drinking.  I recommend that you have not more than one drink and then switch to a non-alcoholic beverage.  You must be sober to successfully work your networking agenda.

Moreover,  you’ll also need to master the drink and hors d’oeuvres plate juggle.  Hold your drink in your left hand,  so that you can shake hands easily and not give a cold,  damp greeting.  Likewise,  eat your hors d’oeuvres with the left hand,  so you don’t offer a sticky handshake.

Finally,  pay attention to the ebb and flow of guests.  Unless you’re in a serious conversation  when their number begins to fade,  find your hosts,  thank them for the invitation and take your leave.  There is an optimum time to arrive  at and leave a party.  Arriving 15- 20 minutes after the start time is usually good.  The next day,  send a quick email to thank the host once more.  After all,  a good party is a wonderful thing and you want to get invited back next year!

Thanks for reading,

Kim

 

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LEAD With Conviction

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Those who misinterpret the role of leader often feel that exerting power over others is its purpose but that hypothesis has been revealed to be false. The most effective leaders recognize that the quality of leadership is greatly enhanced when they are liked and respected by those in the organization and/or on their team.

Bill George, Senior Fellow at the Harvard Business School and author of Discover Your True North (2007), encourages leaders to empower those whom they lead.  He asserts that the most empowering condition is when organization members align around a goal or mission and team member passions and purposes are complementary and synchronized.

Leadership Development expert Travis Bradberry, co-author of Emotional Intelligence 2.0  (with Jean Greaves, 2009), says that leadership is about emotional intelligence and that it is a flexible skill that can be improved with effort. Here are the behaviors and attributes that successful leaders develop and cultivate.

Form personal connections

The best leaders know that a successful life is built on good, mutually beneficial relationships. A true leader is not afraid to extend him/herself and get to know the people whom s/he leads, as well as others. Good leaders may be introverts or extroverts,  but they nevertheless enjoy connecting with people. They focus on the person/people with whom they are speaking and have personal conversations. They care and those they lead know this to be true.

Be approachable

Good leaders know how to maintain boundaries and still make it possible for others to reach out and talk with them. They believe that those whom they lead are valuable and worth their time.
Have integrity

Good leaders keep their word, to the very best of their ability. They do not say one thing and then do another. They respect those whom they lead.

Have substance

Leaders understand that expertise is necessary, the foundation of their stepping into the leadership role. They rose to the top because they possess superior knowledge and expertise and they are masters at leveraging it.

Be positive

Leaders encourage those on their team to be the best they can be. They believe in the abilities of those on their team or in the organization. They have faith in the vision and mission of the organization and communicate their enthusiasm for achieving the goals that express and promote them.

Be generous

Leaders share.  A superior leader gives those on the team the tools they need to achieve success. They support and encourage people.   Leaders empower, they do not micromanage.

Recognize and appreciate potential

Leaders are able to spot talent and they are willing to help you to develop and leverage yours.  A leader aspires to recommend you to a position where your strongest talents and competencies can be utilized and rewarded, so that you will operate at your best and derive satisfaction as you do.

Be humble

Arrogance and braggadocio are not signs of leadership and that includes the “humble brag”.  Leaders are usually quite happy to lead, but they are aware that leadership is about accountability and responsibility and not an excuse to boss others around.

Communicate well

Whether standing before a large group or chatting over coffee with one or two team members, leaders both have something to say and listen well. They are well-spoken and fluent writers, as well. They are usually good story tellers. Many leaders have a background in sales.

Good judgment

As the song says, you’ve got to know when to hold and know when to fold. Judgment entails many competencies, including the ability to prioritize.  Leaders are good decision-makers and they are guided by their personal integrity; respect for their team and the organization; expertise in their field; and understanding of human nature and motivations.

Former political adviser and CNN political commentator and currently a professor at the Kennedy School of Government at Harvard University David Gergen, author of Eyewitness to Power (2000) writes, “At the heart of leadership is the leader’s relationship with followers. People will entrust their hopes and dreams to another person only if they think the other person is a reliable vessel”.

Thanks for reading,

Kim

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The 7 Minute Presentation Rule

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Freelance consultants are often called upon to make business presentations, at a client meeting or even a board meeting. Getting one’s point across clearly, succinctly and convincingly is an all-important component of one’s success as a leader or manager. Droning on in an unfocused way is not desirable, but communicating the required amount of information is paramount.

“Anything you have to say in a business setting should fit into a seven minute window”, says the computer technology, writing and presentation expert John Brandon. Brandon is a speaking coach and frequent presenter; experience has taught him that in seven minutes, it is generally possible to deliver your important message and maintain audience attention as you do. Like a stage play, he has blocked out a diagram of the action that will teach us his presentation method.

First, write a draft presentation and design your Power Points, if you elect to use slides. Confirm that all necessary information will about fit into seven minutes, perhaps with some judicious editing. Do an initial run-through and check your time. If the talk exceeds the seven minute window by a few minutes, further rehearsing may allow you to bring the delivery time down to the target time limit. You can also take another look at your material to consider what might be edited out. Here is Brandon’s presentation roadmap:

Minute  1: Grab audience attention

Brandon urges you to open your talk with a “bang”. You might begin with a surprising statistic or provocative point, verbally or depicted on a slide. The “bang” must persuade the audience to want to hear what you have to say. The opening is NOT where you deliver your main message. The “bang” whets audience appetite for your knowledge and perspective on the topic. Achieving the “bang” in 60 seconds requires discipline, editing and creativity. You can do it.

Minute  2: Summarize in one minute

The right “bang” will be the perfect entrée to the heart of your talk. There will be no need for a transition statement—the audience will be more than ready to hear you. Brandon says that in this segment, you tell the audience why you are standing before them today. Give a 60 second overview of what you are selling, recommending or explaining.

Minutes 3-6: Present the main message

Your audience is keen to hear what you have to say. You have earned their respect and undivided attention. In this segment you deliver the goods, the heart of the talk, in four minutes. You will defend and explain your quirky or provocative “bang” with charts, graphs, non-text-heavy Power Point slides, or maybe just your silvery spoken words, perhaps with an anecdote of two sprinkled in. You may do and say whatever you feel will be most effective to win over your audience. It’s your talk!

Minute  7: Summarize the main message and conclude

Use the final minute to debrief the crowd. Close the deal by summarizing your main points, to help the audience retain the information. Do you have a call-to-action—do you want the audience to advocate for your idea or buy your product? Tell them in this segment. Leave the audience with an idea and information that they will savor and remember. That’s it!

Thanks for reading,

Kim

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Master Moderator: Run A Panel Like A Pro

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Speaking opportunities are a time-tested way to position oneself as an expert. Speaking engagements are often gateways to connecting with prospective clients, strategic partners and referral sources. Being showcased as the keynote speaker is the most coveted role at the conference, but an invitation to join a panel is highly desirable as well. Should you be asked to moderate, you may work with the conference organizer to select the panel speakers.

When considering speakers, remember that the goal of every panel discussion is to bring together three to five smart and witty people to have a dynamic discussion about an intriguing topic. A group of highly regarded, yet boring, experts will not do. The best panel discussions are lively. The moderator and speakers will enlighten and entertain the audience and draw them into the discussion with questions and comments.

Panel preparation Invite experts who communicate well and have the ability to engage the audience. Research the panelists and their work and let that guide questions that you will ask, in addition to questions on any big developments that the audience will want addressed (like the Supreme Court ruling on the Affordable Care Act if health care is the topic).

Experienced moderators suggest that you send panelists a group email that lists three questions that you will pose and ask them to suggest other issues/questions that they feel should be addressed as well. At the conference, introduce the panelists to one another and suggest that all of you sit together while whatever meal is served or as the keynote speaker is on, so that everyone can get somewhat acquainted before the panel goes on.

Panel discussion objectives At the start of the panel, thank the audience for attending and introduce yourself. State the title and purpose of the discussion. Three sentences should be sufficient to describe why the topic is relevant to the audience and the community (professional peers or the public).

Introduce the panelists The moderator always introduces the panelist and the introduction should be brief and to the point, letting the audience know why they’ve been invited to discuss the subject. Smart panelists will give you their own introduction for you to read.

Layer the questions A-List moderators know that there is a sequence to follow when posing questions to the panel. The opening question is the “view from 30,000 feet”, an overview that allows panelists to give their perspectives of the big picture regarding the topic. The next couple of questions become more specific, boots on the ground. Once everyone is warmed up, throw in a curve ball with a tough question.

You the moderator are looking to elicit from the panelists concrete examples, war stories, amusing anecdotes, the outrageous truth and provocative or controversial opinions. It’s OK for panelists to pose a question to another, as well. Panelists may ask questions that are sharper and more provocative than those you’ve prepared and the answers may be more candid.

Keep the energy flowing and resist the predictability of going down the line of panelists every time, to allow each to answer your question. If the first three give a similar answer, give another question to the next two, transitioning by saying “The question seems to be answered…” as you pose another to the next panelist(s).

The wrap-up question don’t bother to ask for a closing thought, that’s been done all too often. Instead, ask panelists what they think might be an important trend that we’ll be talking about next year at this time, or to make some counterintuitive out-of-the-box prediction about what the industry will look like in five years.

Audience questions To the best of your ability, allow 5 – 7 minutes for audience questions. Following the audience questions, give a brief closing wrap-up and thank the audience for their attendance and participation.

End on time The panel discussion will likely be 45 – 60 minutes long and it is the responsibility of the moderator to facilitate an engaging and informative discussion that makes the panelists (and you) look good by posing questions that will quickly get the relevant information onto the table and make the audience value the experience. Make the organizer happy by staying on schedule. Ask the organizer for 10 minute and 5 minute warning signs.

Thanks for reading,

Kim

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Be A Rock Star Panelist

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Being invited to speak on a panel is a golden opportunity, a wonderful way to demonstrate your expertise and ability to think on your feet. Being on a panel is an excellent marketing technique and it can also be fun. There is an art to it though and if you want to be invited to participate a second time, make sure that you look good the first time.

1.   Know the subject

You’ve been invited to join the panel to share your deep knowledge and experience and/or your intriguing and compelling perspectives regarding the subject matter. You are there to inform and enlighten the audience. Do not disappoint. If you do not possess the expertise, then you must decline the invitation, regardless of how wonderful the opportunity is.

2.   Control your introduction

One week before your appearance, confirm details with the program organizer and send a three sentence bio that should be forwarded to the panel moderator. As a precaution, print out a copy and hand it to the moderator before taking your seat.

3.   Speak up and speak clearly

Veteran speakers say that the optimal distance between your lips and the microphone is one inch. Lean in (but don’t hunch over) and speak clearly.

4.   Entertain and inform

As with a program keynote speaker, a panelist is there not only to inform, but also entertain. A bored audience tunes out. Witty sound-bytes work wonders. Sprinkling in a few makes you look smart and you will be remembered by those in the audience.

5.   Tell the outrageous truth

Prepare yourself for a tough, possibly embarrassing, question form the moderator. Fear not, because this is a good thing. You will then have the opportunity to be gutsy and funny, and show the audience that you are a straight shooter. Tell the outrageous truth, especially when it’s obvious. If the question is that scary, plead the fifth amendment and let the audience laugh with you.

6.   KISS—Keep it short and simple

Real experts know how to boil complex issues down to their essence and give answers and explanations that can be readily understood by non-experts. Avoid tossing around technical jargon and you’ll look like the smartest person in the room and win the admiration of the audience.

7.   Answer the question that you want to answer

Unless you feel that you must take the fifth, answer the question that was asked, but do not hesitate to take the discussion in a direction that lets you express your unique perspective, or demonstrate your expertise and experience. Give your answer and segue with “… but the real issue is…”

8.   Face the audience and not the moderator

It is tempting to face the person who asks the questions, but be mindful that s/he is not the audience, but the vehicle for posing questions that tease out information that audience members are presumed to want.

9.   Never look bored.

Active listening will help with this one. Looking engaged while another panelist is droning on, or resisting the reflexive action of making a face if someone says something that you find inaccurate or ridiculous, is perhaps the hardest part of being a panelist.

10. Listen to the other panelists

Being able to refer to something said by another panelist adds to the value of the information shared. If you want to politely refute a previous panelist, or add more information to a point that has been made (“…I think the real issue is…”), you’ll need to listen carefully. Jotting down a couple of notes is a good idea as well, to help you remember what was said and/or formulate your rebuttal.

11. Never agree with the other panelists (much)

Moderators frequently put the same question to every panelist, so that different perspectives on the question can be brought forth. The last speaker often will have nothing to add. Rather than stating that you agree with the previous panelists, with a smile, say “I believe the question has been answered…”

12. Know the other panelists

The organizer should tell you who else is on the panel. Internet search and find out their area of expertise and what they may have written or said about the subject. You do not want any surprises and honestly, you want information that will help you look smarter.

Thanks for reading,

Kim