Episode #371: How To Present At A Panel Discussion

Why are panel discussions so risky for your executive reputation?

At most business events in Tokyo 東京 (Tokyo), panel discussions look harmless: three to four “experts” on stage, an MC asking questions, and a relaxed conversation. In reality, every panel is a live comparison test of your personal and professional brand.

Audience members don’t lower their expectations just because it is “only a panel”. They still judge you with the same critical standards they use for a keynote speaker. If another panellist sounds sharper, clearer, or more data-driven than you, your credibility drops in direct comparison—even if you are technically more senior or more experienced.

For leaders in 日本企業 (Japanese companies) and 外資系企業 (multinational companies), this is dangerous. A weak answer, an unfocused comment or a poorly handled question can quietly damage how colleagues, clients, and industry partners see you, long after the event is over.

Mini-summary: A panel is not a casual chat; it is a public benchmark of your expertise and executive presence against other panellists in real time.

The biggest mistake executives make is treating a panel as “less” than a presentation. In reality, every answer you give is a mini-presentation: a short, sharp message that will be remembered—or forgotten.

Before the event, work with the MC to confirm the likely questions and themes. Treat these like a briefing document, not a casual suggestion. For each question, prepare:

• A clear, one-sentence key message

• One short example or story

• One implication or practical recommendation for the audience

On the day, check with the MC again, because the agenda may have changed. During the discussion, listen carefully to other panellists so you can link your answers to what has already been said. If you only focus on your next line, you will miss chances to build on others’ insights or to respectfully offer a different viewpoint.

As the conversation moves, keep mentally preparing possible answers to new angles so you are never caught completely unprepared.

Mini-summary: Treat every panel answer as a prepared mini-presentation: know the questions, plan your messages, and listen actively so you can adapt in real time.

On a panel, opinions are cheap; evidence is powerful. Executives who can quote statistics, research, and credible references from memory immediately stand out as real experts.

Where a normal プレゼンテーション研修 (presentation training) often relies on slides to carry data, a panel demands that you carry the data in your head or in simple notes. Aim to:

• Remember 3–5 key statistics or data points you can use across multiple questions

• Prepare 1–2 short quotes or frameworks from respected sources

• Connect each data point to a clear business implication

It is perfectly acceptable to check notes if the content is complex. Audiences will not see you as a fraud for glancing at a card; they will see you as careful and accurate. However, being able to answer smoothly without notes elevates your credibility—especially if other panellists sound vague or purely opinion-based.

At the same time, watch out for verbal habits that weaken your authority: constant “um”, “ah”, or filler phrases like “you know” make even strong content sound uncertain. Calm pacing, short sentences, and confident pauses project experience and composure.

Mini-summary: You sound like a real expert when you combine clear structure, memorable data, and confident delivery—while eliminating distracting filler language.

How do you avoid talking too much while still adding strong value?

Some panellists—especially technical experts—fall into the trap of over-talking. They dive into excessive detail, forget the time, and force the MC to cut them off. This looks unprofessional and can frustrate both the organiser and the audience.

To avoid this:

• Aim for answers of 3–4 minutes, not 10

• Start with your conclusion, then add only the most relevant context

• Watch the MC’s body language; if they lean in or glance at their watch, wrap up

• Leave space for others; panels are about interaction, not domination

Being succinct is not about saying less; it is about saying exactly what matters and no more. Audiences associate concision with clarity of thinking, especially in leadership, sales, and technical roles.

Mini-summary: Respect time and keep your answers focused—panellists who speak clearly and succinctly are perceived as more professional and more in control.

A classic beginner mistake is to answer only to the MC. The question may come from them, but your true audience is the entire room.

A simple technique:

1. Start your first sentence looking at the MC (about 5–6 seconds) to acknowledge the question.

2. Then shift your gaze to individual audience members across the room, holding eye contact for about 5–6 seconds each.

In one minute, you can make direct, meaningful eye contact with 10 people. In a typical 3–4 minute answer, you can strongly connect with 30–40 people. This creates the feeling that you are speaking with the audience, not just at the MC.

For 日本企業 (Japanese companies) and 外資系企業 (multinational companies) alike, this style of engagement is essential when communicating with mixed Japanese and global audiences, where expectations for interaction and presence are increasingly aligned with global standards.

Mini-summary: Begin with the MC, but spend most of your answer connecting visually with the audience so more people feel personally included in the conversation.

What body language and posture build (or destroy) your professional image?

Panel posture is often an underrated part of プレゼンテーション研修 (presentation training), but it strongly influences how your leadership is perceived.

Avoid:

• Slumping in your chair

• Kicking your legs out like you are watching TV at home

• Sitting in a way that exposes your calves or socks unnecessarily

• Fidgeting or playing with objects

Remember: on a stage, the audience’s eyeline is slightly upward, which means they see more of you than you think. Poor posture can quietly undermine your authority, even if your content is good.

Instead:

• Sit up straight and tall, with both feet flat or crossed neatly

• Keep your knees together or comfortably aligned

• Use open, inclusive hand gestures that extend toward the audience as you make key points

Women often manage this naturally; many male panellists need to be more conscious. The goal is to remove all physical distractions so the audience can fully focus on your message and personality.

Mini-summary: Confident posture and clean body language send a powerful leadership signal and prevent visual distractions from weakening your message.

For HR leaders and executives in 日本企業 (Japanese companies) and 外資系企業 (multinational companies) in Tokyo 東京 (Tokyo), panel performance is becoming a core competence—not a “nice-to-have”. Panels are now common at:

• Industry conferences

• Internal town halls

• Client forums and customer events

• DEI研修 (DEI training) and culture sessions

Because panel skills combine leadership, sales, and presentation capabilities, they fit naturally into:

• リーダーシップ研修 (leadership training): how leaders represent the organisation and role-model communication

• 営業研修 (sales training): how sales leaders speak compellingly about value, differentiation, and client outcomes

• プレゼンテーション研修 (presentation training): how to structure answers, manage nerves, and speak with impact without slides

• エグゼクティブ・コーチング (executive coaching): tailored feedback on presence, posture, language, and strategic messaging in high-visibility settings

Dale Carnegie Training has been helping professionals build this kind of practical, high-stakes communication skill globally for over 100 years, and in Tokyo for more than 60 years, supporting both Japanese and multinational corporate clients to perform credibly on any stage.

Mini-summary: Panel skills should be embedded into leadership, sales, presentation, and executive coaching programs so your people consistently perform well in high-visibility discussions.

• Panels are high-risk, high-opportunity moments that publicly compare your leaders’ credibility against peers in real time.

• Treat every panel answer as a short, structured mini-presentation backed by data, not just a casual opinion.

• Strong panel performance requires clear language, confident posture, and inclusive eye contact, not just technical expertise.

• Integrating panel training into リーダーシップ研修 (leadership training), 営業研修 (sales training), プレゼンテーション研修 (presentation training), エグゼクティブ・コーチング (executive coaching), and DEI研修 (DEI training) helps Japanese and multinational organisations in Tokyo build a visible, trustworthy leadership brand.

Founded in the U.S. in 1912, Dale Carnegie Training has supported individuals and companies worldwide for over a century in leadership, sales, presentation, executive coaching, and DEI. Our Tokyo office, established in 1963, has been empowering both Japanese and multinational corporate clients ever since.