Quiz 2

Knowing Your Audience

- First step in persuasion is to understand your listeners

Analyze Listeners
- How can you find out where listeners stand?
- Gather information about them in advance
- To find out how much they know on your subject and what their beliefs
and attitudes are.

Use a Persuasion Scale

- Mark where the listeners are in relation to your specific purpose before you speak and
mark where you hope they will be after you speak
- Can help prevent you from giving a speech that fails to connect with your
audience

Plan Strategy
- Try to meet the needs of everyone but when this is impossible, choose the group that is
most important.
How to reach the starting points
1. Unaware of the issue → start by explaining the situation and try to convince them to
adopt your view
2. Aware of the issue but opposed to your view → reasons for opposing your view and
delay divulging your central idea until the end
3. Aware of the issue but apathetic → show how the issue affects their own lives
4. Informed and interested but neutral on your view → demonstrate that your plan offers
the best approach.
5. Ready to take action → show listeners how, when, and where to take action

Building Credibility
- Credibility - degree to which a speaker is perceived to be believable,trustworthy, and
competent
- Credibility is enhanced if your delivery is enthusiastic and if your speech is clear,
well-organized, and well-reasoned.

Explain Your Competence

- If you have special expertise, let your audience know about it
- Speak use personal life experiences
- You can still enhance your credibility by showing that you have chosen competent
sources

Be Accurate
Show Your Open-Mindedness
- Prefer a speaker who is open minded and capable of admitting error or exception

Show Common Ground with Your Audience

- Listeners tend to respect and trust a speaker who is similar to themselves, so your job is
to show how you are like your listeners
- HIghlighting those characteristics you share with the audience
- One of the best ways to build credibility is to show listeners that you share (or have
shared) their experiences or feelings.

Providing Evidence
- Evidence - The facts, examples, statistics, testimony, and other information that support
an assertion
- Such as narratives, statistics, examples, and testimony
- Is the evidence accurate?Is the evidence up-to-date? Is evidence typical?
- Choose evidence from credible sources (give detail)
- Provide a variety of evidence (multiple sources)
- Use a vivid personal narrative whenever possible (more persuasive)

Using Sound Reasoning

- Reasoning - using logic to draw conclusions from evidence
- People can be persuaded by a message that apparels to their powers of reasoning
Two types of reasoning
Deduction - Reasoning from a generalization to a specific conclusion
- (1) Generalization, (2) a specific instance, (3) a conclusion
- Syllogism - a deductive scheme consisting of a major premise (generalization), a minor
premise (specific instance) and a conclusion
- Deductive reasoning is convincing only if both premises are true and are accepted by the
audience as true
Induction - Reasoning from specific evidence to a general conclusion
- You use specific evidence (or isolated observations) to reach a general conclusion
- Used by scientists (make isolated observations and form a hypothesis)
- Leads to useful discoveries
- (1) ask a question, (2) answer the question by collecting as much specific evidence as
possible, and (3) reach a conclusion based on the evidence
- If listeners are likely to have a negative reaction to your central idea, a wise strategy is to lead
them through an inductive chain, saving the central idea for the latter part of the speech
An inductive line of reasoning helps listeners keep an open mind

Deduction (think of the word deduct in the sense of taking away) leads away from a
generalization; it goes from general to specific, applying a general principle to a specific case.
Induction (think of the first two letters in) leads into, or toward, a generalization; it goes from
specific to general, accumulating specific instances that point toward a general idea.
Fallacies in Reasoning
- Fallacy - an argument based on false inference
- You need to recognize fallacies to (1) you can avoid using them in an argument based
on a false your own speeches, (2) you can prevent yourself from being influenced by
them when you listen to the speeches of others

- Bandwagon - fallacy equating popularity with truth and proof

- Use public opinion polls to create a bandwagon effect

- Hasty generalization - a conclusion that is based on inadequate information

- Red Herring - diverting listeners from the real issue to an irrelevant matter
- Used in political debates and used in courtroom battles
- Attack on a person- criticizing an opponent rather than the opponent's argument
- An ethical speaker never uses it, not only because it is dishonest and unfair, but
also because it can backfire and cause careful listeners to lose respect for the
speaker
- False cause - assuming that because two events are related in time, the first caused the
second
- Can occur when a speaker oversimplifies the causes of complex problems

- Building on an unproven assumption - treating an opinion that is open to question as if it

were already proved
- Make careful listeners resentful because they are being tricked into giving assent
to a proposition that they don't believe.
- False analogy - Creating a comparison that is exaggerated or erroneous
- Either-or fallacy - presenting only two alternatives when in fact more exist
- Straw man - a weak opponent or dubious argument set up so that it can be easily
defeated
- What he is saying about you is false, of course, but he is creating an easy target,
made of straw
- Slippery slope - one action will initiate a chain of events that will result in a tragic ending

Appealing to Motivations
- Motivations - the impulse and needs that stimulate a person to act in a certain way
- If you show your listeners how your ideas can help them satisfy needs and desires, you
increase your chances of persuading them certain way to adopt your point of view
- Maslow's hierarchy of needs - a ranking of human needs from simple to complex
- Self-actualization- the need of humans to make the most of their abilities

Multiple Motivations (always take more than one)

- You increase your chances of persuading the audience
How can emotions be evoked? By using support materials (such as provocative narratives) or
powerful language (such as vivid metaphors).
- Always combine emotional appeals with rational appeals
- They need to have justification for the feelings and passions they embrace in their hearts
- Know how to use fear
- Research also indicates that high-fear messages are most effective when they are
coupled with specific instructions on how to take action
- Use emotional appeals ethically
- Develop the emotional appeals inherent in some pieces of evidence
- Develop the evidence already collected so that it moves the listeners
Presentational excellence is important for the following reasons:
- (1) Reveal something about you as a professional
- (2) Serve as a tool to motivate employees and communicate effectively about business
goals
- (3) presentational excellences required to achieve professional excellence

The first step in the presentation process is identifying opportunities and then finding the
purpose
There are two types of presentation opportunities available to leaders
1. Formal presentation → Traditional
Ex: Sales pitch
2. Opportunity presentation → Less traditional
Ex: Huddules
General purposes: to inform or to persuade
1. Inform → Present facts
2. Persuade → advocate or make an argument
Passive agreement - persuade the audience simply to agree or disagree with an idea
Active agreement or a call to action - Persuade the audience to take some sort of action
A specific purpose is a declarative sentence telling the listeners what you want them to
understand/know or believe by the end of your presentation

A good persuasive speech includes three persuasive appeals- ethos, logos, and pathos.
1. Ethos → your credibility as a presenter as well as the credibility of the information
How to establish credibility? Must demonstrate ethos through positive character and by
demonstrating competence, trustworthiness and goodwill
2. Logos → Words of a presentation and the supporting information
What type of research should you include? Definitions, examples. Statics and quotations
3. Pathos → Emotional appeal (not be present in a speech)
Connotation is slectecting words that have a strong emotional
Can help an audience relate to the topic and remember an informative message and
move audience to action

First make certain that you are informing and not persuading
 Second pay careful attention to your audience’s level of knowledge and understanding
Third try to incorporate a variety of supporting material so it ca appeal to all listeners and
make your speech memorable
Speaking persuasive
- The persuasive speaker is subjective, influenced or impacted by individual
emotions, biases, or point of view
- Ethos → your credibility
How do you establish credibility in a persuasive speech? Just as you would in an
informative speech, make certain the audience is aware of your expertise and
knowledge on the subject matter.

Types of reasoning
- Inductive, causal, deductive, analogical, and cognitive dissonance

Inductive reasoning
- Inductive reasoning is building an argument by utilizing individual examples,
pieces of information, or cases, and then pulling them together to make a
generalization or come to a conclusion

Causal reasoning
- Cause-effect relationship
- You must demonstrate that certain events or factors (causes) produced, or in
some cases prevented, a certain result (the effect)
- Inoculation - you are wise to make mention of the other causes in your speech
and explain why this cause, your cause, should be the focus

Deductive reasoning
- Deductive reasoning - Occurs when the speaker takes general information and
draws a conclusion
- Set up as syllogism → Major premise, Minor premise, conclusion

Analogical Reasoning
- Analogical reasoning is making an argument by comparing two cases
(comparable)
- Point out differences and minimize them

Cognitive dissonance
- Cognitive dissonance - When a person holds two ideas that contradict each other
- This results in a feeling of discomfort for the person, so he or she looks for ways
to reduce the contradiction
- Offer a solution that reduces the contradiction

Strategies for Persuading With Excellence

- Make a general purpose
 - Analyze your audience and context
- First, your entire speech should be persuasive
- Second, although you can and should be subjective in a persuasive speech, your
opinion is not enough to persuade an audience
- Third, when analyzing your audience, you must assess the target audience

KEYS to Excellence in Professional Presentations

- Know yourself → Know your strengths and weaknesses
- Evaluate the professional context → Requires you to understand whom you are
presenting to
- Your communication interaction → involves taking what you have learned in the first two
steps and applying them to your presentation
- Step back and reflect → Assess your audience's reaction to your presentation, and get
feedback to see if your presentation was effective
 - One competency that is often less talked about is reflection
- Can separate extraordinary professionalism from mediocre ones
- Reflection requires courage
- Only comes when you extract from your past how to engage the future

Reflections that involved one or more of surprise, frustration, and failure is the to be the most
valuable in helping our leaders learn and grow in their career

Surprise (Cognitive )
- Greatly derailed their expectations
- Apart of our cognitive nature - we use logic and reason to “describe, explain, predict, and
control”

Failure (Behavioural)
- Mistakes allow us to learn by “negative example” otherwise known as “errorful learning"
- Considered as a life experience

Frustration (emotional)
- Occurs when our thoughtful analysis is criticized
- Becomes growth opportunities
- Opportunities for improvement, change, innovation, and even to develop other soft skills
like communication, problem-solving, and patience
- Root of frustration, lies our goals, or the objects of our ambitions and efforts
- When we are not able to attain it

Building a weekly practice

- Keep a journal
- Set an hour aside each week to review your notes
- Don't just re-read your journal entry
Research tends to clump together in small groups
Networking doesn’t have to involve meeting new people
Don’t stress yourself with preparing for small talk
- Marissa King suggests finding "islands" of people, focusing on groups with odd numbers
to find those open to conversation.
- Reinvigorating dormant ties can be powerful; King recommends reaching out to them
regularly.
- Jerry Dischler turns networking into a game, scoring points for meeting new people.
- Kevin Rose dislikes small talk but engages in conversations about mutual interests or
recommends exchanging book recommendations.

The Awkward Person’s Guide to Networking

- Research shows a variety of career benefits come from developing and engaging your
network: higher salary and career satisfaction, as well as a greater likelihood of
promotions
- Networking is defined as “individuals’ attempts to develop and maintain relationships
with others who have the potential to assist them in their work or career.”
- Unnatural for most

Rewrite your networking narrative

- Pause and reflect on the stories that you tell yourself about networking

Explore what you have to give

- Most of us prefer not to think of ourselves as building relationships for the sole purpose
of gaining career advantages
- Be a taker and giver

Find your authentic curiosity

- Refocusing your attention on curiosity can help quiet some of those fears of small talk,
long silences, or grammar mistakes
- Be genuine and do background research
- Do it to get curious

Play to your strengths and embrace your awkwardness

- Treat the wins and the fails as valuable information in order to tailor your approach to
networking to your strengths
Are You Aware of Your Biases?
Strategies to become a more inclusive leader

Acknowledge that you have biases. Then, educate yourself to do better.

- Start by educating yourself
- Paying attention to your thoughts and examining your beliefs can help you identify the
assumptions you currently hold
- Slow down and investigate your beliefs and assumptions so that you can see the other
person for who they truly are

Let others challenge your assumptions

- Pay attention to your immediate reaction
- Approach the situation from a place of curiosity and positive intent
- Discussions will open you up to seeking feedback from others, who can become the
catalyst to help you uncover your biases

Be open to feedback
- People whose perspectives and opinions differ from yours are more likely to provide you
with insightful feedback
- Listen with the intent of learning something new
- You’ll likely need support to help you follow through

Embrace diverse perspectives

- You shouldn’t just receive feedback from people whose world views vary from your own,
you should make an effort to regularly interact and build meaningful relationships with
them
- Broaden your mindset and encourage you to become a more inclusive (and creative)
person
- If you want to expand your circle of friends at your current job, try to be more intentional
about who you reach out to

The most important thing you can do as a leader is prepare for that discomfort
Born persuaders are often unable to account for their remarkable skill or pass it on to others
Persuasion skills exert far greater influence over others' behavior than formal power structures
do

Linking (people like those who like them)

THE APPLICATION: Uncover real similarities and offer genuine praise
- If you want to influence people, win friends
- Similarity and praise are two factors that reliably increase liking
- Similarity draws people together; shared beliefs and values increase physical proximity.
- Establishing bonds based on common interests or demographics fosters goodwill
and trustworthiness.
- Praise, even if undeserved, generates affection and willing compliance.
- Managers can use praise to repair damaged relationships by sincerely admiring a
positive trait in the other person.

Reciprocity (people repay in kind)

THE APPLICATION: Give what you want to receive
- Charities use reciprocity to increase response rates in fundraising appeals, often by
including small gifts.
- In business, gifts can influence decision-making and retention rates.
- Suppliers give gifts to purchasing departments, leading to increased willingness
to purchase from them.
- Gift-giving can foster loyalty and commitment among employees, even in the
absence of promotions or incentives.
- Reciprocity is a powerful tool for managers to foster positive attitudes and relationships.

Social Proof (People follow the lead of similar others)

THE APPLICATION: Use peer power whenever it's available
- Human beings rely on social cues from those around them to think, feel, and act.
- Experiments show that social evidence influences behavior: in one study, seeing
neighbors donate to a charity increased the likelihood of donation.
- Social proof is more effective when it comes from peers rather than random strangers.
- Testimonials from satisfied customers are powerful, especially when the customer and
prospective customer share similar circumstances.
- Persuasion is more effective horizontally (peer-to-peer) than vertically
(boss-to-employee).
- Managers can use peer influence to sell initiatives, such as having a supportive
colleague advocate for a new work process instead of the manager giving another
speech.
Goals of Persuasive Speaking
1. Win over your listeners → convince your audience to adopt your view
2. Know your subject thoroughly → Develop as much expertise by doing careful,extensive
research
3. Maintain a high standard of ethical behavior → Avoid any degree of manipulation and
deceit

Types of persuasive thinking

1. Speech to influence thinking an oral presentation aimed at winning intellectual assent
If some listeners agree with your ideas even before you speak, your job is to reinforce
what they already think.

Subcategory: Speech of refutation - an oral counterargument against a concept or

proposition put forth by others
Main goal is to knock down arguments or ideas that you believe are false by attacking what
another speaker has said, or you may want to refute popularly held ideas or beliefs that you
think are false
2. Speech to motivate action
speech to motivate action - an oral presentation that tries to impel listeners to take action
Goal is to get listeners to respond in one or more of these ways: start a behavior (start taking
first aid lessons), continue a behavior (continue donating blood), or stop a behavior (stop
smoking
- Ask for the precise action you want
- Whenever possible, gat a response before listeners leave the room
How to make action?
1. Phone calls and social media
2. Petiton
3. Show of hands
4. Sign up sheet

Patterns of organization
1. Motivated sequence
a series of steps designed to propel a listener toward accepting the speaker's
proposition
When u wanna sell a product, service or take a specific action
Suitable for any audience
a. Attention
b. Need
c. Statisfaction
d. Visualization
e. Action
 2. Problem-Solution Pattern
an arrangement of material that explores a problem and then offers a solution
When people dont know a problem exists and how serious it is
a. Specific purpose
b. Central Idea
c. Main points
d. Solution

3. Statement-of-reasons
A variation of the topical pattern in which a speaker gives reasons for an idea
When audience leans towards a position and needs justification
a. Specific purpose
b. Central idea
c. Main points

4. Comparative- advantages
An organizational scheme that shows the superiority of one concept or approach over
Pattern to show that your recommended solution is superior to others
a. Specific purpose
b. Central idea
c. Main points (advantages)

#125 Personal Branding Mistakes

Your brand says about you when ur not in the room
Mistakes of personal branding
1. Communicating first
2. Scripting
3. Copying others

How to translate data for your audience

- Emotional Connection: Heath emphasizes that we need to make data emotional
because emotions drive action. When presenting numbers, consider how they impact
people’s feelings and decisions.
- Translate Numbers: Treat numbers like a foreign language that needs translation for
your audience. Many people don’t understand numbers as well as experts do, so it’s
crucial to make them more tangible and relatable.
- Illuminate or Obscure: Data and statistics can either illuminate or obscure our message.
Choose wisely how you present them to ensure clarity and impact.

Brains love stories: How leveraging neuroscience can capture people’s emotion
Storytelling and Our Brains:
- Effective stories create a sense of intrigue, presenting unresolved chords that need
resolution.
Unusual Channels of Information:
 - We can pass information to the brain via unconventional channels beyond our usual
senses (eyes, ears, etc.). These alternative ways of conveying information can impact
our connection and communication with others.

The Language of DEI with Arlene Koth

Changing Definitions:
- Words like “equality,” “equity,” “diversity,” “belonging,” and “systems” are now used in
new contexts.
Communication Challenges:
- Keeping up with the evolving language can be challenging.
- It’s essential to understand and use these terms effectively to foster meaningful
conversations around DEI.