This presentation is part of a series on teaching Presentation Skills in both a classroom and seminar scenario.

1. Principles of
Presentationthink like a presenter
Delivery
Tips on how to
Understanding You and Your Audience
John Consultant
Fallon
Presentation Skills

2. Communication: the imparting of
thoughts, feelings or ideas

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

4. For effective communication, “B”
needs to receive “A’s” message
without misunderstanding

5. Obstacles to
communication are
lenses

6. Lenses can be life
experiences, background, interests or
ideas

7. Lenses affect how people see and
receive knowledge and information

8. Lenses distort reality

9. For successful communication
to occur, recognize others
lenses and realities

10. Tailor your presentation to avoid
distortion and miscommunication

11. The “Whole-Brain”: divided into four
quadrants
The Herrmann Model- Ned Herrmann

12. Two hemispheres…
Dr. Roger Sperry- 1950’s

13. Left is analytical /
systematic

14. Right is artistic /
emotional

15. Three Brains…
Dr. Paul MacLean- 1985
Neocortex
Limbic
Reptilian

16. Reptilian: survival instincts

17. Limbic System: Emotion
separates mammals from reptiles

18. Neocortex: Intellect

19. Explorers
Analyzers
Organizers Sensors
The “Herrmann” Model

20. Blue Quadrant…
left brain logic
plus neocortex
People tend to be analyzers
intellect

21. Green Quadrant…
left brain logic
plus emotions /
People tend to be organizers
feelings from
mammalian brain

22. Red Quadrant…
right brain
imagination with
emotions / People tend to be sensors
feelings from
mammalian
brain

23. Yellow Quadrant… People tend to be Explorers
right brain
imagination plus
neocortex intellect

24. Expectations…
Brief, clear, pr A conceptual
ecise framework, freed
information om to
explore, connecti
on to the big
picture
Empathy, consid
Step-by-step
eration of
process
needs, involvem
agendas, acti
ent of
on
others, personal
plans, proof
relationships
and evidence

25. Likes…
Critical Initiative and
analysis, good imagination, new
debate, time ness, fun, minimal
consciousness detail
The personal
Low risk
touch, group
communication
discussion, cons
before the
ensus, and
session, proof
harmony
of homework

26. “By removing a clash of styles, I
removed much of the distortion that
could have blurred our
communication”
Nick Souter

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

28. The “Herrmann” Model helps
understand your audiences
communication style

29. The “Herrmann” Model helps
understand your own communication
style

30. Align the two so
that you reduce
the refraction of
one another's
lenses

31. Concerns…
Facts Future
Efficiency Competition
Environment
Finances
Future Trends
Technology
Asks “WHAT?” Asks “WHY?”
New Concepts
Past Trends
National – World
Performance
Vision – Purpose
Measurements
Long Term Strategy
Goals
Objectives
Training – Development
Methods –
Teams – Relationships
Regulations
Community relations
Planning –
Customer relations
Perfection
Asks “HOW?” Asks “WHO?”
Communications
Risk reduction
Culture – Values
Resources
Recognition
Control
Timing
Form Feelings

32. Your Act…

33. We all have a particular way of
presenting ourselves to others

34. Our presentation style changes to
match the situation

35. Differing acts does not require
differing ourselves

36. Integrity stays
the same

37. Understand
your act…

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

39. Your act can protect you from
nervousness

40. Develop a understanding of how your
act affects others

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

42. Align your act with
your audiences
needs and
expectations

43. The best way to determine your act is
to ask others… How do you come
across to them?

44. Think in terms of adjectives, roles and
personalities

45. When you define your
“act, learn to project it

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

47. Culture…

48. Every group has a culture… both
formal and hidden

49. Formal culture is… company
values, ambitions, attitudes and

50. Formal culture comes directly from
the company

51. Hidden culture is a set of values and
behaviors that may be different from
the company

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

53. Before making a
persuasive
presentation, kno
w the context of
the occasion
don’t be surprised

55. Pre-contemplation

56. Contemplation

57. Preparation

58. Action

59. Maintenance

60. If you make your pitch
at the wrong time, you
will be rejected

61. You can only move people one stage
at a time

62. Before you plan your
presentation, know which stage of
change your audience has reached

63. Claim, value
and proof…

64. 1 2 3
Meet the Six
core business
needs
4 5 6

65. Save their money

66. Save their time

67. Make them
money

68. Make them look
good

69. Make them feel
good

70. Make them feel safe
and secure

71. Determine the
audience value,
not yours

72. Only make claims
that will be of value
to your audience

73. Understand what
worries them

74. If you understand their needs and
worries, structure your presentation
to meet their needs

75. Put yourself in the
audiences position
and answer the
question:
“What’s in it
for me”?

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

77. Proof to support claims…

78. Case studies

79. Testimonials

80. Expert quotes
I have not failed.
I've just found
10,000 ways that
won't work
- Thomas Edison

81. Facts and Statistics

82. Visual images

83. Hypothetical
examples

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

85. The more we are aware of the
personality of our audience, the easier
it will be to exert control