Persuasive Advertising - J. Scott Armstrong [214]
Speaking
26. Use one speaker. It is easier to manage the presentation if you have only one speaker. If you need a second speaker, the lead speaker should be responsible for timing and questions. [7.12.1.]
27. Accept clarification questions. Restrict complex questions to clarification during the first part of the presentation. In your introduction, ask the client (audience) whether that is acceptable, stating that this is how you have scheduled the timing for your talk, and that you have reserved time for questions near the end.
28. Post serious questions. If questions other than clarification ones arise during the presentation, summarize them (and perhaps write them so all can see). Say that you will address them later in the talk or after the talk. This will help to ensure that you complete your talk and the talk will look coherent. [7.12.1.]
29. Use a moderate pace. Talk at a moderate pace if you have excellent content. [10.4.2.] For material that is known by the audience, you can speak up to 30 percent faster than the normal pace and still be understood. [10.4.2.] Interestingly, fast talkers are regarded as more competent, truthful, fluent, energetic, enthusiastic, and persuasive, but a fast pace does not work well with complex material.
30. Use a calm, reasonable tone. However, the speaker should show energy and interest and use forceful language. [7.5.1.]
31. Pause before key points. Pauses of two seconds are recommended to create some interest in what follows. [10.4.3.]
32. Pause after key points. Pauses allow people to reflect on what was said. [10.4.3.]
33. Check for understanding. Ask whether the audience needs clarification. This also helps to gain their involvement. [5.11.5]
34. Ask questions that you will answer. To gain attention, raise a question before you make a key point. Do this occasionally, and only when you have a good answer. [6.12.1.]
35. Make eye contact. This raises interest and increases trust. Talk to people in the audience who are good at listening. If you are being filmed, look at the camera. [10.1.3.]
36. Avoid humor. If you have strong arguments, be careful about humor. Humor is seldom appropriate for a high-involvement process as it detracts from thinking about the arguments. It may also steal the spotlight from the recommendations. However, gentle humor that is relevant to the message may help to reinforce the point. [8.8.2.]
37. Repeat key points by changing the way you make each point. Space the repetition. Avoid high repetition in situations where people are paying attention. [6.13.3.]
Ending the meeting
38. Orient the questions. Provide guidelines for the questions. In particular, orient them around the proposed action steps. Say, for example, “What do you need to know about recommendation #2 before taking action?”
39. Listen. When people ask questions, the key thing is to listen and to understand. You want to increase the amount of time they spend talking by reducing the time you talk. Normally, it is the custom to make suggestions in the form of questions, so in most cases you do not need to provide an answer on the spot. “Thank you” is often sufficient. If people really need an answer, they will let you know. If the issue is complex and you are uncertain, rephrase it to ensure that you understand.
40. Do not solve problems during the session. If you are not sure how to answer something, do not make things up on the spot. Check to make sure that you understand the question and tell the questioner you will get back to them.
41. Summarize. After all of the questions have been asked, summarize them and say that you plan to do address them and get back to the client.
42. Go for the close. Go back to your recommendations and try to gain agreement on action steps. [6.17.1., 6.17.2., 6.17.3.]
43. Use the “rejection and retreat” approach. If a recommendation is not accepted, raise the possibility of taking a small relevant action step.
44. Leave