Planning is an essential pre-requisite of a successful presentation, but before getting down to key messages, structure and words, there is a fundamental issue you should think about - "what type of persuasion situation are you facing and what corresponding style should you adopt?"

By situation we mean two things: the readiness of the audience to accept the message, and the presenter's authority to deliver it.

There are situations when the audience eagerly anticipates the message. It can be appropriate to just stand up and tell them what they have come to hear. They probably anticipate a direct straightforward approach, and any other way would seem elaborate or long winded.

Then again there are situations when the audience does not necessarily want to listen. They believe the message will be irrelevant or perhaps even against their interest. Direct telling would seem presumptuous or even confrontational. A much more indirect and questioning approach is required.

Here are a series of benchmark situations and style types with guidelines that you can adopt. Each situation takes account of audience acceptance to message and presenter, and the relevant styles show the progression from a statements-based to a questions-based approach.

TELL - Appropriate style in Learning situations when the audience is eager to hear and accept what you have to say, and has total trust in your motives and credentials. Example: Renowned academics presenting latest research to peers.

• Statements/Questions balance is 80/20

• Explain issues and present conclusions

• Lots of examples and case studies

• Inter-action not essential. Probable Q & A session

• Opportunity to handle a large audience in one long session

• Objectives will be met in one event

SELL - Appropriate style in Change situations when the audience is generally familiar and satisfied with the issues but is likely to accept the new outcomes once proven. Example: Marketing Head introducing new campaign to experienced sales team.

• Statements /Questions balance is 65/35

• Establish needs and explain solutions and benefits

• Use of case studies and stories

• Inter-action with large audience over short duration

• Probable breakout sessions to engage and secure agreement

• Objectives will be met in one event

CONSULT - Appropriate style in Major Change situations when the audience is likely to question the issues, the need, and intended outcomes; also when presenter authority is unproven. Example: New Sales Director introducing fundamentally revised territory workload and compensation package to sales management team.

• Statements /Questions balance is 35/65

• Outline the opportunity, identify probable needs and possible solutions

• Greater use of case studies and stories

• Engage in discussion to fully explore and agree needs and solutions.

• Opportunity to facilitate recognition of need with analogising group activity

• Interim agreements only with end goals coming through small group participation

JOIN - Appropriate style in Major Change situations when the audience is certain to question the issues and possibly oppose the intended outcomes; also when presenter authority is unproven. Example: HR Manager launching first ever performance management programme to entire management team.

• Statements/Questions balance is 20/80.

• Outline the opportunity. Consult on possible needs and potential benefits.

• Position self as facilitator, ask questions, withhold opinion, and seek consensus.

• Support discussion with case studies.

• Support recognition of need with analogising group activity

• Preliminary agreements only, with end goals coming through small group discussion and feedback.

These styles are not mutually exclusive and in many circumstances adjoining styles will combine, such "Tell & Sell" or "Sell & Consult." But thinking about it in advance, and choosing the appropriate persuasion style will not only make you feel confident and in control, but will significantly raise your level of success.

Copyright © Bob Howard-Spink