Effective Presentations and Audience Engagement

Presentations and Competence

• Speakers demonstrate their knowledge by knowing their content well
• Adjusting a presentation to connect with distracted audience members shows caring.
• Promptly complying with requests during a presentation establishes a reputation as responsive.
• Visualizing success can combat nervousness before speaking to managers
• Managing nervousness before a presentation involves watching what you eat and drink.
• Taking deep breaths alleviates anxiety when presenting to a large audience.
• Staying calm when you forget something helps maintain flexibility.
• Pausing momentarily helps regain composure after losing your train of thought.
• Jack uses the room to his advantage by standing slightly down the center aisle to compensate for empty front rows.

Audience Engagement

• Moving around the room encourages audience engagement
• "E" in SOFTEN stands for eye contact.
• "S" in SOFTEN stands for smile.
• Keeping arms to the sides or gesturing with palms up is more inviting, according to the SOFTEN model.
• Using facial expressions to connect with the audience indicates enthusiasm and can enhance nonverbal communication.

Nonverbal Communication

• Maintaining eye contact builds trust during a presentation

Presentation Attire

• Jeans and collarless shirts are generally avoided in business settings
• A necktie distinguishes men's formal business dress from business casual wear.
• Projecting authority and competence at a formal business meeting involves wearing a tailored business suit with a skirt and leather shoes.

Slide Presentations

• Drawing the audience's attention during a slide presentation involves explaining and elaborating on the content in the slides
• Handouts can distract audience members during presentations.
• Reframing questions to match the agenda creates a smooth Q&A session.
• A cohesive presentation requires clarity among team members regarding objectives and key messages.
• Publicly expressing appreciation indicates audience support for the presenter.

Conveying Competence

• Making it clear you know what you're talking about is one way to convey competence.

AIM Content Planning

• Developing information and ideas in the AIM content planning process involves identifying key facts and conclusions

Motivational Value Systems

• Appealing to professionals with a red motivational value system involves not straying from the discussion
• Appealing to a manager with a blue motivational value system involves stressing how an idea demonstrates loyalty to the client.

Visual and Kinesthetic Learners

• A visual learner learns well from illustrations and simple diagrams.
• Kinesthetic learners require group or hands-on activities.

Presentation Review

• A review of a presentation should include a call to action.
• The positioning statement should be included in the preview
• Using an irrelevant funny story as an attention-getter is inappropriate
• Jokes should tie to key messages.
• Ensure the company history connects to the audience.
• The positioning statement should be one to two sentences.
• "R" in the PREP method stands for reasons.
• The main function of a review is to gain buy-in on specific actions.
• Start an effective review by recapping the message.
• Slides exist to complement your presentation.
• Line up slide titles to assess narrative flow.
• Limit slides to six lines of ten words each.
• Make slides uncluttered with white space
• Use high-contrast backgrounds for readability.

Charts and Diagrams

• Charts and diagrams simplify complex data.

Storyline Approach

• A storyline approach allows listeners to engage intellectually.
• A resolution is a solution to tensions or challenges.
• Leaving out key information relates to access.

Persuasion and Credibility

• People are unlikely to consider ideas if they question credibility.
• Persuading others requires significant time spent analyzing the audience.
• Showing appreciation demonstrates reciprocity
• Social proof shows people what is right to do
• Scarcity plays on the limited availability of something to motivate action.
• Using the endorsement of an authority demonstrates authority.
• Implicit messages require the reader to read between the lines
• Indirect messages provide the rationale before the request
• Gaining attention should be the first task.
• Offer a solution after stating the need
• Rationale refers to reasons why the product or service benefits the reader.
• Using the I-voice makes readers think the writer is primarily concerned with what benefits them.
• The you-voice encourages you to consider the needs and wants of your readers.
• Messages can be made tangible combining specificity with you-voice.
• Successful persuasive messages should be based on emotional appeals.
• A leader who is a follower prefers references and testimonials.
• A leader who is a controller needs facts before a decision.
• Focus on the you-voice in an effective external persuasive message.
• An attempt to generate interest is likely to be included in a mass sales message.
• Building desire is the third step in the AIDA approach.
• Call to action is the last step in the AIDA approach.
• Manipulation involves deception

Team Communication and Performance

• Priming statements are used to focus on performance
• The performing stage involves teams working efficiently to meet goals.

Stages of Team Development

• The norming stage involves the entire team agreeing on goals, tasks, and accountability.
• Team culture includes shared perceptions, commitment to values, norms, roles, and goals.
• Collective rationalization means Members convince themselves a solution is the best one.
• High-performing teams embrace differing viewpoints and conflict.
• The primary value of diversity is welcoming new ideas.
• Self-disclosure increases trust among unfamiliar team members
• Expected outcomes should be included in the meeting agenda.
• A facilitator ensures agenda items are discussed.
• Strong leadership helps to keep the team on track
• A tradition to open each meeting helps create a common purpose.
• Webcams during virtual meetings show support
• Direct questions increase interaction.
• Brainwriting curbs interruptions.
• Associating can be improved using a contrast or combination approach
• The networking discovery skill involves finding and testing ideas.
• Planning is the most important stage of a group writing project.
• Flexibility is important because suggestions about the paper may be discarded.
• Version control software can keep track of all members changes.
• Cloud based service allows all members to edit at once
• Active listening skills and summarizing the person's feelings helps with difficult people.
• Difficult conversations require self-awareness.
• Embrace difficult conversations to exchange perspective.
• A shared story helps form common approaches to work
• Simultaneous and mutual messages are exchanged.
• The manager demonstrates decoding.
• Semantic noise represents the use of words in confusion
• A filter or lifetime experiences causes misunderstanding
• Emotional hijacking involves an emotional reaction.
• People are hard-wired to feel emotion before they reason.
• Self-awareness helps manage anger.
• A trigger can cause emotional hijacking.
• High self-management allows one to focus on long-term goals rather than short-term desires.
• Venting is not effective for managing anger
• Mitigating information involves favorable explanations.
• Pessimistic people are sure the manager is going to give a poor performance review.
• Acknowledgement can be a sign of paying attention.
• Learner mind-sets are healthy and acknowledge that disagreements are natural
• Funnel questions help narrow scope.
• Probing questions give clarity.
• Solution oriented questions help solve problems.
• Sight reading is intelligent observation of non verbal communication.
• The eyes are an important part of reading non-verbal communication.
• A blue motivational value system encourages the personal growth of co-workers.
• A hub in the MVS system urges flexibility.
• Asking thoughtful questions demonstrates the strength of introverts
• An extrovert meets everyone on the job.
• Confirmation bias is the tendency to look for outside sources for beliefs and opinions
• Incivility involves greeting female colleagues by saying "Hello there, girls."
• The social age involves communication across boundaries.
• Technology changes more rapidly than the workplace.
• A dashboard can be customized.
• Blogs aim to engage in effective public relations.
• Organizations are judged by whether their communications match their needs and interests.
• The headline comes first
• Press releases and op-ed pieces are two common formats.
• People that maintain blogs should read the comments
• Social media that sends the meta message of providing for others provides an image of being loyal
• Criticizing a supervisor on social media is considered unethical.
• Inclusion is feeling valued and like you belong.
• Origin involves characteristics present at birth.
• Demographic, cognitive and experiential are the three forms to develop identity
• Growth is an aspect of identity.
• Authenticity allows employees to reveal their whole selves
• Code witching is devalued.
• Structural is the stigma that refers to negative attitudes
• Public stigma is a negative attitude toward homeless people
• Socialization refers to the beliefs, norms, and expectations from home.
• Horns effect results in viewing all responses in a negative light
• Voice is the degree an employee is comfortable expressing his views.
• Gen Y is another name for the Millennial generation
• The Depression defines the Traditionalist generation
• Gen Y is the first to strive for a more balanced life
• White employees are seven times more likely to return to work in an office
• Deborah Tannen will most likely use "Good morning team. We have accomplished so much this past week. Let's keep it rolling."
• Only 25% of depressed employees receive sufficient treatment.
• An employee who his autistic and works as a file clerk has a form of neurodiversity
• ERGs provide a way to share employee experiences
• Learning about mental illness helps to reduce stigma
• Empathy leads to more inclusive communication
• New employees can state their preferred pronouns.
• Priming the pump encourages speaking up
• The MBWA approach relies on seeking out employees.
• Silence can be based on fear.
• The outgroup homogeneity effect labels that all Americans are the same.
• Avoid language that might be considered jargon
• Culturally intelligent people avoid negative stereotypes.
• People who demonstrate projected cognitive similarity assume other groups have their same views.
• Those who stay in contact with family are collectivists
• The cultural dimension of assertiveness deals with directness
• "Living to work versus working to live" is an example of performance orientation
• People with people with learner mindsets know that members of others may possess unique knowledge
• Co-culture is a combination of other cultures
• People across cultures interpret behavior differently
• Assertive people speak honestly
• People from cultures that avoid risk rely on the word of others
• Individualists view themselves separately
• Individualism tends to increase economically
• Collectivism describes obligations to being part of a certain group
• Uncertainty avoidance describes how cultures socialize members
• Respect competence instead of position
• Implementing a deal verbally is a culture of low uncertainty management
• They want to be respected if they can motivate themself
• A company that doesn't care if employees are late is polychronic
• The first step in a research report is identifying decision makers
• Focus primary research on existing customers
• Ensure the research objective is targeted
• Open ended questions help get to issues that closed questions don't
• Questions that are designed to give a preference or result are leading
• Questions should generally contain one idea
• Answers should be exhausted
• All answer choices should be ambiguous
• The database is the best source of information
• Statistical software is efficient at giving quick analysis of results
• Remembering the key is important
• A pie chart is perfect for showing how a company's new product
• Bar charts are more versatile
• Line chart is great for showing user base
• A bar chart is great for showing income
• Titles should explain the primary point of the chart
• Tables need to make numerical information
• Adaptability means how well research can be altered
• External blog posts need to be vetted
• The internet is less reliable
• Use processing software to keep records
• Preexisting judgements reduced credibility
• Focus on full disclosure and show customer service
• Providing facts that help decision members is an aspect of writing business reports for credibility
• Proposals mostly deal with allocating resources
• Talk with decision makers before hand
• Helps establish the purpose and value of reports
• Supplying the facts
• Displays your thorough
• Hollis needs to show
• Plagiarizing means it's someone else's work
• Avoid plagiarism with documentation
• When it emphasises quotation is direct
• The best way for Kendall to avoid Plagiarism is by supplying her own original ideas, recommendations and conclusions
• Paraphrasing helps you rewrite
• Essentially plagiarism means you're based on only one two sources.
• Dina reports should be two of four pages
• Back matter is attachments
• Place the list of of of acknolwedgegments in front of the matter.
• Include tables and charts to support storyline
• Bullet points help rapidly reduce and condense information.
• Well designed table creates good impression.
• Biographies in appendix
• First should state objectivity and positivty
• Try to get others perspectives