Presentation DeliveryPrinciples of

Tips on how to think like a presenter

John FallonPresentation Skills Consultant

Understanding You and Your Audience

Communication: the imparting of thoughts, feelings or ideas

At least two people needed for communication… “A” and “B”

For effective communication, “B” needs to receive “A’s” message

without misunderstanding

Obstacles to communication are

lenses

Lenses can be life experiences, background, interests or ideas

Lenses affect how people see and receive knowledge and information

Lenses distort reality

For successful communication to occur, recognize others

lenses and realities

Tailor your presentation to avoid distortion and miscommunication

The “Whole-Brain”: divided into four quadrantsThe Herrmann Model- Ned Herrmann

Two hemispheres…Dr. Roger Sperry- 1950’s

Left is analytical / systematic

Right is artistic / emotional

Three Brains…Dr. Paul MacLean- 1985

Neocortex

Limbic

Reptilian

Reptilian: survival instincts

Limbic System: Emotionseparates mammals from reptiles

Neocortex: Intellect

The “Herrmann” Model

Analyzers Explorers

Organizers Sensors

Blue Quadrant…left brain logic plus neocortex

intellectPeople tend to be analyzers

Green Quadrant…left brain logic

plus emotions / feelings from

mammalian brain

People tend to be organizers

Red Quadrant… right brain

imagination with emotions /

feelings from mammalian

brain

People tend to be sensors

Yellow Quadrant… right brain imagination plus neocortex

intellect

People tend to be Explorers

Expectations…

Brief, clear, precise information

A conceptual framework, freedom to explore, connection to the big picture

Step-by-step process agendas, action plans, proof and evidence

Empathy, consideration of needs, involvement of others, personal relationships

Likes…

Critical analysis, good debate, time consciousness

Initiative and imagination, newness, fun, minimal detail

Low risk communication before the session, proof of homework

The personal touch, group discussion, consensus, and harmony

“By removing a clash of styles, I removed much of the distortion that

could have blurred our communication”

Nick Souter

The “Herrmann” model provides a simple process to help us see “eye to

eye”

The “Herrmann” Model helps understand your audiences

communication style

The “Herrmann” Model helps understand your own communication

style

Align the two so that you reduce the refraction of

one another's lenses

Concerns…

EfficiencyFinancesTechnologyPast Trends Performance MeasurementsGoals Objectives

Facts Future

FeelingsForm

Asks “WHAT?”

CompetitionEnvironmentFuture TrendsNew ConceptsNational – WorldVision – PurposeLong Term Strategy

Asks “WHY?”

Methods – RegulationsPlanning – PerfectionRisk reductionResources ControlTiming

Training – DevelopmentTeams – RelationshipsCommunity relationsCustomer relationsCommunicationsCulture – ValuesRecognition

Asks “WHO?”Asks “HOW?”

Your Act…

We all have a particular way of presenting ourselves to others

Our presentation style changes to match the situation

Differing acts does not require differing ourselves

Integrity stays the same

Understand your act…

Once you recognize it, you’ll be able to use and

control it

Your act can protect you from nervousness

Develop a understanding of how your act affects others

“What you have to say will be distorted and refracted if the audience feels your “act” is wrong for the occasion”

Nick Souter

Align your act with your audiences

needs and expectations

The best way to determine your act is to ask others… How do you come

across to them?

Think in terms of adjectives, roles and personalities

When you define your “act, learn to project it

Learn to vary the intensity of the qualities that makes your “act” work

Culture…

Every group has a culture… both formal and hidden

Formal culture is… company values, ambitions, attitudes and behavior

Formal culture comes directly from the company

Hidden culture is a set of values and behaviors that may be different from

the company

Context… a force that will affect a presentation due to daily changes

Before making a persuasive

presentation, know the context

of the occasiondon’t be surprised

5Of Change

Pre-contemplation

Contemplation

Preparation

Action

Maintenance

If you make your pitch at the wrong time, you

will be rejected

You can only move people one stage at a time

Before you plan your presentation, know which stage of change your

audience has reached

Claim, value and proof…

Meet the Six core business

needs

1 2 3

4 5 6

Save their money

Save their time

Make them money

Make them look good

Make them feel good

Make them feel safe and secure

Determine the audience value,

not yours

Only make claims that will be of value

to your audience

Understand what worries them

If you understand their needs and worries, structure your presentation

to meet their needs

Put yourself in the audiences position

and answer the question:

“What’s in it for me”?

Use a “drill down” questioning technique to establish “WIIFM”

Proof to support claims…

Case studies

Testimonials

Expert quotes

I have not failed. I've just found

10,000 ways that won't work

- Thomas Edison

Facts and Statistics

Visual images

Hypothetical examples

Ask yourself, what sort of people am I presenting to?

The more we are aware of the personality of our audience, the easier

it will be to exert control