A great speech is not the goal. Creating something that continues to matter after the event is over is…

A few years ago, I gave a 90-minute keynote for 400 engineers in the U.S. Air Force.

The first 45 minutes were great. People were laughing, participating, and clearly having a good time. The room had energy. Then, somewhere in the second half, everything changed.

The room got quiet.

The laughter stopped. The energy dropped. It felt as though all the oxygen had been sucked out of the room.

Afterward, people came up to tell me the session was amazing. I was confused. I asked about the second half because I assumed that was where I had lost them.

They told me, “The first half was fun. The second half hit us in the gut. You said things we needed to hear, even though we did not want to hear them.”

That experience has stayed with me because speakers are often taught to measure success by the response in the room. Did people laugh? Did they participate? Did they give you a standing ovation? Did the evaluations come back with high scores?

Those things are nice. But they can also be misleading.

A standing ovation is not an outcome.

Interactive, Memorable, and Impactful

I think about audience experiences in three levels.

The first level is interactive. People are participating rather than simply listening. They may answer questions, discuss an idea at their tables, vote in a poll, or take part in an activity.

For me, an interactive experience is one that cannot be fully replicated by watching a video on YouTube. If someone can get essentially the same experience by watching your keynote online, there is little reason to bring everyone together in a room. The value of a live event is that people are part of it. They are reacting to one another, making choices, having conversations, and experiencing something together in real time.

The second level is memorable. People talk about the experience afterward. They remember a story, an activity, or a moment that made them see something differently.

The third level is impactful. Something actually changes after the event. People use a tool. They make better decisions. They have different conversations. They approach their work together in a more useful way. The event creates something that continues after the speaker is gone.

That third level is harder to achieve, but it is also where the real value lies.

The Woman in the Hotel Lobby

I was standing in a hotel lobby when a woman approached me. She asked, “Are you the guy who created Personality Poker?”

Nobody ever recognizes me in public, so I was a little surprised. I said yes.

She told me that she had participated in one of my sessions a decade earlier. Since then, she had moved to five different countries. Out of everything she had accumulated over those years, one of the things she had kept through every move was her Personality Poker cards.

That night, she sent me a photo of them.

That is what a memorable experience looks like. It is something people continue to talk about, remember, and carry with them long after the event is over. In her case, one keynote experience stayed with her for a decade and across five international moves.

That matters. But memorable is not the same as impactful.

The CEO Who Kept the Cards on His Desk

Last year, I did another event for an organization where I had led a Personality Poker session over a decade earlier.

The CEO and I had barely spoken in the years since that event. When we reconnected, he told me that Personality Poker had been the single most important business tool he had used during his 13 years as CEO.

He said there were only four items on his desk. Two were personal. One was business-related. The other was a Personality Poker deck.

Whenever someone came into his office, he would use the cards to begin a deeper conversation.

That is an impactful experience. The session did not just create a good memory. It introduced a tool that became part of how the CEO led the organization, how he engaged employees, and how people had conversations about their strengths and missing perspectives. They recently bought thousands of decks of cards to further drive impact throughout the organization.

The difference is important. A memorable experience is one people talk about for years. An impactful experience is one that changes something, creates value over time, and can be measured.

In this case, the CEO could point to over ten years of using the tool in his organization. He could describe its role in conversations, leadership, and decision-making. That is a far more meaningful measure than whether people enjoyed the original keynote.

Do Not Think of the Speech as an Event

Most speakers, and most clients, think of a speech as an event.

There is an agenda. A room. A stage. A time slot. A speaker. Applause. Then everyone goes home.

That is too small a way to think about it.

A speech should not be the event. It should be the launch.

The question is not simply, “What will happen during the speech?” It is, “What are we launching with this speech that will continue to create value after the speaker leaves the stage?”

An event gives you something difficult to create any other way. It brings a large group of people together at the same time, focused on a common issue. It gives an organization shared language, shared energy, and a shared starting point.

That makes it the ideal moment to launch something.

It might be a new way for teams to talk about a challenge. It might be a framework leaders use in future meetings. It might be a tool that helps people make better decisions or work together more effectively. It might be a set of conversations that need to continue long after the event is over.

The speech is not the destination. It is the starting point.

The Conversation Before the Event Matters Most

That is why the most important conversation may be the one that happens before the event.

When a client says, “We want to hire you for a keynote,” the conversation should not end with what you will say, how you will say it, the audience size, or the AV requirements.

It should include what they want to launch.

What needs to be different afterward? What conversations need to continue? What challenges are they trying to address? What will people need in order to apply the ideas once they are back at work? How will the organization know whether the event created real value?

Without that conversation, even a powerful keynote can become a pleasant memory that fades by the following week.

With that conversation, you can design the speech around something more meaningful than audience reaction. You may decide the audience needs a common language they can use in future meetings. You may introduce a tool that managers can use with their teams. You may create discussion questions that leaders can continue using after the event. Or you may help the client identify one or two measures that will show whether the message led to something useful.

The speaker does not have to own all of that work. In many cases, the client is perfectly capable of carrying it forward. But it is much easier for them to do so when the next steps are considered before the audience ever enters the room.

Giving People Something They Can Use Afterward

For me, Personality Poker became one way to extend the value of a live experience. It gave people something tangible they could take back to their teams and use to have better conversations.

More recently, I developed Full Deck IQ for a similar reason. It helps teams see where they are strong, where important perspectives may be missing, and where those gaps may be affecting collaboration, innovation, or decision-making.

The point is not that every speaker needs to develop a card deck, a diagnostic, a platform, or a certification program.

The point is to think beyond the event itself.

What can people use after you leave? What will help them apply the idea in a meeting, a decision, a conversation, or a project? What will keep the message alive after the energy of the event fades?

Sometimes the answer will be a tool. Sometimes it will be a question, a habit, a framework, or a series of conversations. The format matters less than whether it helps the client convert a moment of insight into something useful.

The Real Measure of Success

Today, information is cheap. Anyone can watch a video, read an article, download a framework, or ask AI for an answer.

What they cannot get from a video or an AI-generated summary is a shared live experience that creates momentum, emotion, connection, and commitment.

That is the opportunity for speakers.

But an amazing moment in a ballroom is not enough. The goal is not simply to create an interactive experience or even a memorable one.

The goal is to launch something that keeps working after the room is empty.

The next time you are preparing for a keynote, do not just ask, “How can I make this more engaging?”

Ask, “What are we launching with this speech, and what will still be happening long after I leave the stage?”

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That may sound strange coming from someone who writes books, gives keynote speeches, and teaches people how to innovate. But the rise of AI has reinforced something I’ve believed for a long time.

Information is not the same thing as implementation.

And implementation is where the real value lives.

For decades, experts created value by providing answers. Today, answers are everywhere. Business books compete not only with other books, but with podcasts, newsletters, YouTube videos, online communities, courses, and now AI. When people can get answers instantly, information becomes less scarce.

The challenge is no longer finding knowledge.

The challenge is turning knowledge into action.

No matter what business you’re in, you want leverage. Leverage means creating the greatest value with the least amount of effort. Throughout my career as a consultant, speaker, and author, I’ve always looked for ways to package expertise so it can help more people without requiring more of my time.

When thinking about products and services, I find it useful to place them into three categories: Tell Me, Enable Me, and Do It For Me.

These categories are not determined by the format of the offering. They are determined by where the work happens. In Tell Me, you provide information. In Enable Me, the client applies that information using a tool, process, product, or system you have created. In Do It For Me, you perform the work on the client’s behalf.

In an AI-driven world, understanding the difference between these categories has become more important than ever.

Tell Me

Tell Me products explain what to do.

Books, articles, courses, webinars, podcasts, speeches, and training programs all fall into this category. Their purpose is to transfer knowledge.

For years, these products were the primary way experts scaled their expertise. Write a book once and sell it thousands of times. Record a course once and distribute it indefinitely.

The challenge is that knowledge has become easier to access than ever before.

Today, anyone can ask an AI system how to launch a product, improve team performance, write a proposal, build a marketing plan, facilitate a meeting, or solve a business problem. Within seconds, they receive a reasonably good answer.

This doesn’t make expertise less valuable.

It changes where expertise creates value.

Information alone is becoming less differentiated. People don’t struggle because they don’t know enough.

They struggle because they don’t act on what they know.

Enable Me

This is where things get interesting.

Enable Me products help people apply knowledge.

Instead of explaining what to do, they make it easier to do it.

A game that generates insights is an enablement tool.

A platform that highlights what is missing and what needs attention is an enablement tool.

A system that helps you see what to do next is an enablement tool.

The value comes from reducing the effort between knowledge and implementation.

Years ago, I created Personality Poker, a deck of specially designed playing cards that helps people understand how they contribute to innovation, collaboration, and team performance. The cards don’t simply provide information about personality styles. They create conversations, insights, and actions.

More recently, we’ve expanded this concept through Full Deck IQ. Rather than producing another report for people to read, the platform helps teams identify what is working, what is missing, and where they should focus their attention. The goal is not to provide more data. The goal is to help teams make better decisions.

Both examples reflect the same principle.

The goal is not to provide more information.

The goal is to help people do something with the information they already have.

Enable Me products create exceptional value because they bridge the gap between understanding and action. They embed expertise into a process, product, or system, making it easier for people to achieve results.

They are also harder to copy. Competitors can duplicate information. It is much more difficult to replicate a well-designed experience, tool, framework, game, or platform.

As AI continues to make knowledge more accessible, organizations and individuals will place greater value on tools, systems, experiences, and platforms that help them turn knowledge into results.

Do It For Me

The final category is Do It For Me.

This is where you perform the work on behalf of the client.

Consulting, outsourcing, agencies, and managed services all fit into this category, although some consultants who simply create PowerPoint slides may be closer to Tell Me.

Traditionally, this has been the highest-value offering because clients receive outcomes without needing to do the work themselves.

The challenge is that it offers the least leverage. Every additional client typically requires additional time and effort. And the cost to the client is reflected in the amount of work required.

Even this category is beginning to change. AI agents can increasingly perform tasks that once required human intervention. Some work that previously fell into the Do It For Me category is becoming partially automated.

But there will always be situations that require judgment, experience, creativity, and human insight.

Where the Opportunity Lives

For many businesses, the biggest opportunity lies between Tell Me and Do It For Me.

People don’t need more information.

They need help turning information into action.

That’s why the future belongs not only to those who possess expertise, but to those who can embed expertise into tools, systems, frameworks, games, platforms, workflows, and experiences.

In a world overflowing with answers, the greatest value comes from helping people achieve outcomes.

The winners won’t be those who tell people what to do.

The winners will be those who make it easier to do it.

Click on the graphic below to see a full-sized version

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This was the advice I got from Brad Kolar, a colleague from my Accenture days and one of the smartest people I know.

I shared with him the system we’ve been building for Personality Poker. The top image is where I started. Lots of data. Bars, colors, charts, percentages. I thought it looked impressive.

Brad had a simple question: What should someone actually do with this information?

That question changed how I thought about the dashboard.

After several iterations and more feedback from him, we landed on the version in the second image. The data is still there for people who want to explore it, but now the focus is on what matters most.

What’s working? What’s not working? What needs attention? What should be monitored? What can be left alone for now?

Instead of asking leaders to interpret the data and figure out their next steps, the dashboard points them in the right direction. In just a few seconds, they know where to focus their attention.

It’s a lesson that extends far beyond dashboards. Think about the presentations you give, reports you create, or recommendations you make. Are you simply presenting information and expecting people to figure out what it means, or are you helping them understand exactly what they should do next?

The easier you make it for people to take action, the more likely your message will stick.

Thank you, Brad, for your wisdom.

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Have you ever watched a YouTube video packed with ideas but struggled to turn those ideas into action?

Here’s the process I use.

STEP 1: Download the Video

Some videos can be downloaded directly. For others, such as YouTube videos, I use Uniconverter. It lets me download videos, extract the audio, and convert files into whatever format I need. If you can’t download the video, try Audio Hijack to extract the audio.

STEP 2: Transcribe the Content

If the video already includes captions, I grab the SRT transcription file.

If not, I use MacWhisper. The free version is accurate enough for most purposes. I then export the transcription as a text file.

STEP 3: Upload to ChatGPT or Claude

Next, I upload the transcription and ask AI to summarize it and answer questions such as:

• What are the 5 most important ideas?
• What should I do in the next 7 days?
• What should I ignore?
• What assumptions does the video make that may not apply to my business?
• How does this fit specifically with my business?
• Where do you disagree with the video?
• What are the hidden risks?

The real value isn’t the summary. It’s having AI translate the content into recommendations based on my business, goals, and situation.

Instead of consuming content passively, I turn it into a customized action plan.

STEP 4: Implement

Depending on the topic, I may take it one step further and use Claude Code to build a simple application, workflow, or tool that helps me implement the ideas.

This process helps me ingest, digest, and implement great ideas in a fraction of the time.

As always, respect the intellectual property of others and be careful when uploading confidential information.

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You get:

• The paperback version of the book ($15.95 retail)
• A deck of Personality Poker cards ($25 retail)
• The audiobook ($9.99 retail)
• The ebook ($6.99 retail)

A $58 value, all for only $35 – with free shipping in the United States.

The audiobook and ebook will be delivered via BookFunnel and need to be read/listened to in their app.

Please allow two weeks for delivery of the book and deck of cards.

Continental US and Canada ($35 shipping) deliveries only.

Order here

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I didn’t fire them. I optimized their processes. The layoffs came after. They always did.

To me, they were just a number on a slide.

Then one night, in a hotel room, I caught a documentary about three executives my client had let go the year before.

One was burning through the last of his inheritance.
One was mowing lawns to feed his family. He cried through the whole interview.
The third had taken his own life.

I confirmed the story was true and walked off the project.

That was thirty years ago. And I haven’t helped a company shrink since.

I went on to found and lead Accenture’s 20,000-person process and innovation practice. A group built around a different mission: helping companies grow. To create jobs. To make existing jobs better. To help people feel powerful and valued at work.

When people ask me why I do what I do, that’s the answer.

Behind every reorganization and “headcount” decision, there are people. People with families, mortgages, and dignity on the line.

The companies that win don’t get bigger by making themselves smaller. They win by getting more out of the people they already have.

That’s what I help them do.

What about you? What’s your why?

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Four teams of four people each. Three judges.

Here’s what struck me.

Every team arrived at roughly the same theme. Human connection. Sensory experience. Depth. The solutions themselves looked very different. One pitched a bookstore free of all technology. Another blended books and AI throughout.

But how they got there told an even bigger story.

The team that won didn’t just have the best idea. They leveraged everyone’s unique capabilities before diving in. Before anyone shouted out a concept, they mapped each other’s strengths. Then they played to them.

Ironically, the team that pitched a “technology-free bookstore” did all their work on phones. They never touched the flip charts or sticky notes in the room.

And the biggest miss across all four teams? Nobody truly challenged the prompt. Nobody asked “what’s a book?” or “what’s a store?” Everyone started from Barnes & Noble and adjusted from there.

Close behind: nobody designed their process before diving in. Ideas got shouted out, the loudest voices dominated, and the quieter ones faded back. A few minutes of silent individual brainstorming first would have surfaced more ideas and pulled everyone in.

A few things I’ll be carrying into my own work:
– Surface assumptions before you start.
– The loudest voice isn’t always the best idea. Let people think first, then share.
– Different strengths only help when you know what they are.

Thanks to Curtis Michelson, Martin Alaimo, and Sulivan Santiago for putting this together. Brilliant session on so many levels!

(That’s me in the back in the poker chip shirt. One of the winners is holding my book “Best Practices Are Stupid.”)

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