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

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
quadrants
The 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: Emotion
separates mammals from reptiles

Neocortex: Intellect

Explorers
Analyzers
Organizers Sensors
The “Herrmann” Model

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

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

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

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

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

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

“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…
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

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

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, kno
w the context of
the occasion
don’t be surprised

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…

1 2 3
Meet the Six
core business
needs
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