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Impressiveness, memorability and
personal impact
Presented by
Andrew Marty
SACS Consulting
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• What does the research say about impressiveness and
memorability?
• What are the implications of this knowledge?
• How can we use it for professional presentations?
Objectives
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But first, do impressions matter?
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Who is persuasive?
Who is impressive?
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Who is persuasive?
Who is impressive?
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Who is persuasive?
Who is impressive?
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Who is persuasive?
Who is impressive?
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• How do people make them? Neuroscience evidence?
• “The decisive moment” by Jonah Lehrer
• The emotion centers of the brain light up first when
people are asked to make decisions
• Impressions matter.
Decisions
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• What kind of impression do I want to give to my
stakeholders?
• I would want them to describe me as…
• You need to decide how you want to be perceived. The
more clearly you decide this, the more likely it is that
you will get there
• Start with five words or phrases you would want people
to use when they describe you
• Make plans about how to get there – ask for honest
feedback from those you trust.
Destination setting
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• primacy and recency effects – 60/20/20
– Professionalism.
– Likeability.
– Trustworthiness.
• drivers of powerful first impressions
– Your perceived intentions – what are your vested
interests?
– Clarity of the destination – where are you going to
take us? Effective scene and objective setting.
– Your professional image – particularly whether it
meets our expectations. Perceived wellbeing.
Key drivers of impressions
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• Does it follow the objectives you set at the beginning?
• Is it clear where you are in the sequence you outlined?
• Is the sequence logical and easy to follow?
• Is wording straightforward and clear?
• Is it interesting? Avoid going into too much detail.
• Design the presentation with headings. Show them to
people in heading form and ask for honest feedback –
does this make sense – is it clear – is it interesting?
• Consider using mind mapping to design the
presentation.
Key drivers of impressions – the
body of your presentation
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Mind mapping
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• It is helpful to identify two main subsystems in the
brain:
The neuroscience of influence
and change
Old Brain- approximates the
“old” part of the brain
The New Brain
• Affiliation, generosity, goodwill
• Reflective
• Options considered
• Imaginative/creative
• Higher order learning
• Slow/resource intensive
• Manages impulsive desires
• Labels emotional states
• Not ‘fully functional’ until
adulthood
• Seat of optimism
The Old Brain
• Focused on self
• Sensitive to threat
• Comfortable, auto pilot, or
• Fight or Flight
• Resistant to change
• Low order learning only
• Fast/efficient/instinctive
• Engages impulsive desires
• Anger/fear/depression
• Highly developed at birth
• Seat of pessimism
Energy use is more or less fixed – plus or minus 1 %. If you are in one
Zone you are not in the other
New Brain- approximates
the newer part
of the brain
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Vision
Planning
Habit
Detail
Drama
Problem
Neuroscience says that the best
way to influence is to coach
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• Learn to name your emotional states – blue zone, red
zone
• Practice considering your emotions from a third party,
objective point of view
• Focus on the best possible outcome from the situation
confronting you – what is your destination
• Practice managing your emotional level through
relaxation training.
Manage your own emotions
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G = Goal
R = current Reality
O = Options
W = What next or Will
Coaching a group or individual
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• How do you sum up what has gone before? A clarity of
drawing the information together
• Can you describe how the information you have
imparted can be used?
• Can you be clear about next steps, or what you want
your audience members to do?
Drivers of powerful final
impressions
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• kinesics
– Body movements
– Body orientation
– Gestures
– Facial expressions
• Haptics
– Touch
• proxemics
– Use of personal space
Non-verbal behaviours
of influence
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• chronemics
– Use of time – fast pace, slow pace, delay,
etc
• physical appearance
– Presentation
• artefacts
– Objects, “props”, fiddling, etc
• eye contact.
Non-verbal behaviours
of influence
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• energy level – high, low, etc
• voice projection
– Loud, soft, quiet, gruff, smooth, etc.
Non-verbal behaviours
of influence
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• Rational persuasion
• Consultation and partnership
• Inspirational appeal
• Ingratiation
• Personal appeal
• Exchange
• Coalition
• Legitimising
• Pressure.
Options for persuasion
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• It is crucial to start and to finish well
• Make the material as easily understood as possible. If
you err, err on the side of simplicity
• Set a destination as to the image you want to present
• Put yourself and your audience in the right mind space
• Consider your non verbal options – plan your non
verbals
• Consider your persuasion options – go into the
exercise with a plan.
Key learnings from today
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For further information please contact Andrew Marty, Managing Director of SACS Consulting on +613 8622 8508 or [email protected]