I offer to you my services as Panel Moderator at conferences and events near you. Having moderated 100’s of notable business and OpEx related conferences & events, I offer my utmost professional panel moderating skills.
My panel moderating “mantra”…
I make sure to really engage the audience. I make the audience want more because the conversation is kept lively, the content is informative, and I keep them part of the conversation throughout.
I give approximately 25% of the panel’s total time to the Q&A. Since the audience is investing their time and money, I make sure to give them a great ROI.
Thorough – and balanced – preparation is invaluable. I make sure to prepare both myself and the panelists, but also making sure not to “over-prepare” them.
How do I prepare to moderate a panel?
I prepare for a panel by firstly answering the question: “What are the goals of all the key players involved? This includes the organization running the event, the panelists and the audience.
By researching the panelists and the panel topic, because logically, the best way to sound like you know what you’re talking about is to actually know what you’re talking about. Even in cases (most cases) where I am an expert on the topic, I make sure to study the presentation styles of the panelists so to better manage their different personalities.
By customizing the flow and content of the panel discussion based on the panelists and the audience. It’s not one size fits all. I am aware of the real possibility that what worked for a panel at one event will most likely will not work for a panel at another. Each event is unique, and I respect this.
By preparing questions to ask the panelists and have extras for jump-starting the Q&A. Questions are kept short and to the point.
There is a saying that goes… “The problem with speeches isn’t so much not knowing when to stop, as knowing when not to begin,” by American author Frances Rodman.
I believe this also applies to moderating a panel. Luckily, my presentation skills are star quality, and my intro always sets the tone.
With that said, I, as the moderator, am never the star. But, in doing my job well – I make every member of the panel feel like one.
I don’t over-prepare the Panelists.
A few days before the panel, I email panelists with any updates and reconfirm the time and place we will meet.
Last but not least, I always arrive and end on time!
If you would like me to serve as panel moderator at an event or conference near you, please:
Public speaking is my Gemba, (a Japanese word that means “the real place”)…
Keynote sessions I can deliver are outlined here:
Lessons from Mt. Stupid
Continuous Improvement Programs continue to fail – and they fail at such a rate that the sound of the successes are drowned-out by the din of the failures. They fail at such an alarming rate as to challenge the very credibility of the premise of Continuous Improvement. Yet the methodologies that are leveraged (Lean, Six-Sigma, ToC, TQM, etc…) and the associated tools (5-S, VSM, Kaizen, Statistical Analysis, etc…) are all tried and proven.
In this session, I will explore the deployment of a Continuous Improvement Program from the perspective of the people responsible and the people involved. I will discuss the psychology of the “Dunning-Kruger Effect” and its parallels to the “Hegelian Dialectic” – and how understanding this can help minimize the negative impact of that first (inevitable) failure by enabling you to see its approach, and how a successful program might be built as a result of the experiences gained.
Why do Lean / Continuous Improvement Programs fail to achieve their potential?
What is the psychology behind failure and success?
How can we work towards becoming Stewards and being the servant-leader?
Guerilla Transformation – Turning an Insurgency into a Movement
Each of us belongs to a community, or network. The individual members of a network have a shared commitment and affinity to the kernel. As such, they will behave in a predictable manner since there is nothing to gain by any individual changing their position unilaterally. In reality, to disturb the predictability never even crosses the mind of the members.
“There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.” — Niccolo Machiavelli
In essence, a Nash Equilibrium exists – named after John Forbes Nash, who proposed it. A Nash Equilibrium basically states that each member of a network is supposed to know the natural objectives of the other members of the community, and no member is able to gain by deviating from a predicted behavior on their own. If all the members of a network share these common beliefs and no member of the network can gain an advantage by changing their behavior while the other members continue on as they always have, then the existing state perpetuates and constitutes a Nash Equilibrium.
“Company cultures are like country cultures. Never try to change one. Try, instead, to work with what you’ve got.” — Peter Drucker
As such, the equilibrium that exists in a community will not be disrupted by a threat originating from within the community – but rather a disruption that is introduced to the community from the outside. Some examples of such a disruptor might include; a merger, change in the “C-Suite”, a surprise competitor, the loss of a key customer, and a near global economic melt-down. When such an external disruptor is introduced, the resultant transformational change that occurs in an organization happens nearly lightning-fast.
So how can an internal disruptor be engineered and deployed in a controlled manner so that transformational change can occur when YOU want it to occur?
Applying Game Theory and the Nash Equilibrium, this session will investigate the circumstances under which change takes place – and when it does not. And finally, we will discuss the creation of an effective disruptor and how it can be deployed in a controlled and sustainable fashion.
Why is there resistance to change?
How can a credible threat / a disruptor be engineered and properly deployed?
How can the acceleration of the disruptor be controlled?
What can go wrong and how can it be avoided?
The Operational Excellence Enterprise Readiness Model
Who are we? What are our values? Who is our customer? How do we best serve them? What about tomorrow? What are the opportunities and what are the threats? When we close our eyes, who do we see ourselves as? Where are we now? How do I get from here to there? What do I need? How long will it take? Where do I start? How do I get everyone else aligned with the vision? Do they understand? Do they even care? Are you ready for the change?
In the pursuit of Operational Excellence, we need to understand the circumstances in context. We need to learn to Observe the parameters of a situation. We need to Orient ourselves and the resources at our disposal to engage. We have to condition ourselves to assess a situation and Decide the course of action quickly and decisively. And we need to Act.
… All the while building wisdom, which is the sum of all applied knowledge.
In this talk I will discuss what is needed to cut-across the corporate silos and become a cohesive unit. I will show how to define, then communicate the goals (future state). I will explore a model for creating the necessary state of readiness to pursue those goals. And I will discuss how to achieve a condition of preparedness to effectively and efficiently address opportunities and threats that might present themselves during the journey.
Enterprise Readiness and the “High-Performance Organization”
Is there ever enough objective data available to ensure that the decision you make is the perfect decision with an outcome that is guaranteed? If so, how much data is that? If not, how can the decision be made? If the data is objective, then are all decisions also objective? If not, where is the border between objective and subjective? And if some decisions are subjective, at what point to we make that “leap of faith” and under what circumstances?
In this session, we will investigate the decision-making process cycle from inception to execution. We will learn the appropriate use and interoperabilities of OODA-Loop, PDCA, and DMAIC. And, most importantly, we will simulate ways of becoming a “High-Performance Organization” by accelerating the decision-making process cycle to achieve and maintain a competitive advantage by being to recognize opportunities and threats earlier and take effective action in a meaningful manner.
How to recognize opportunities and threats sooner
How to evaluate situations in-context and make strategic decisions more quickly
How to recognize when there is enough information (data in context) to make a decision
What to do when things go wrong – and things always go wrong.
I invite you to join me at my next speaking engagement to learn from each other, debate, and discover together. And if your organization has an upcoming event, let’s discuss your topic ideas for a keynote address, panel discussion, or lecture to challenge and energize your participants.