Storytelling and influencing: Communicate with impact Quiz Answers

All Weeks Storytelling and influencing: Communicate with impact Quiz Answers

An ambitious vision for the future of your organization isn’t enough – how do you communicate this vision to get your colleagues on board? The ability to effectively communicate and persuade others is a key leadership skill.

Traditional and common-sense models of communication and persuasion often fail to capture the complex nature of ‘influencing’. Via structured learning activities (video lectures, quizzes, discussion prompts, and written assessments) this course will develop your capacity to communicate appropriately in different situational and cultural contexts, making you a highly influential leader.

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Storytelling and influencing: Communicate with impact Week 01 Quiz Answers

Quiz 1: Check your understanding

Q1. Which of the following is a main criticism of the Shannon-Weaver model on communication?

Select only one response.

  • It is invented by engineers who not understand anything about communication
  • It is a complex model that is never taken seriously
  • It is illogical because there are too many components
  • It is simplistic and does not take persuasion into consideration

Q2. Why is Petty and Cacioppo’s model of persuasion so influential?

Select all that apply

  • It is an updated version of the Shannon-Weaver model
  • It is audience-centred
  • It proves how a listerner reacts or elaborates on a message is the best predictor of persuasion
  • It is a passive model of information processing

Q3. You’re having a meeting and when you’re speaking, your colleague looks at you critically. Do you:

Select all that apply

  • Remind yourself that you are responsible for yourself and everyone else is responsible for themselves. Then check in with the group.
  • Interrupt the meeting and ask the person what’s wrong in front of everyone.
  • Tell yourself that you are assuming what they are thinking. Ask the participants if there’s anything they would like to go over or discuss in more detail.
  • Impress your colleague by showing them how competent you are.

Q4. Your colleague forgets the slide deck for a major presentation you are about to do. Do you:

Check all that apply

  • Tell the client that you have come without your slide deck. Let them know you can either go ahead without it or postpone the presentation.
  • Explain that you are without your slide deck and need some time to find out how to get it sent through.
  • Walk into the presentation and let the client know your colleague forgot it.
  • Pretend there was no slide deck and quickly write notes and do without it.

Q5. When do you move away from your earliest programming and become more discerning with your values?

Select only one response.

  • During the Business Persona between the ages of 21-35
  • Never, we are always ruled by our earliest values and don’t re-evaluate them.
  • During the Modelling period between the ages of 8 and 13.
  • During the Socialisation Period between the ages of 13 and 21.

Q6. When you are finding out what a person values on a particular subject, should you:

Select all that apply

  • Continuously ask them what’s important to them until they have told you everything related to the situation.
  • Ask them what’s important to them, then ask them to explain further.
  • Tell them what you expect they value and how your offering fits within their values.
  • Ask them once and move on – you don’t want to irritate them and you should already know.

Quiz 2: Storytelling and influencing: Communicate with impact

Q1. What characterises an audience that has been mentally persuaded by your message?

Select all that apply.

  • They say they understood what you said
  • They generate more positive thoughts than negative thoughts
  • They say they remembered what was said
  • They have accepted your argument

Q2. What behavioural cues would signal that the audience has been persuaded by your message?

Select all that apply.

  • They would challenge your assumptions
  • They are likely to ask ‘why’ questions
  • They would display enthusiasm in their gestures and body language
  • They are likely to ask ‘how’ questions

Q3. Why is Petty and Cacioppo’s model of persuasion so influential?

Select all that apply.

  • It places more emphasis on the channel than the audience
  • It argues that the audience is actively judging your presentation.
  • It is the first to discuss the importance of the speaker’s eloquence
  • It specifies situations when an audience is likely to engage with the message

Q4. Why is persuasive communication challenging?

Select only one response.

  • Because you have to make it short and sweet
  • Because you have to understand the needs of the audience
  • Because you have to provide lots of information
  • Because you have to use complex language

Q5. You have a difficult colleague who is attacking you and others in your meeting. Should you:

  • Demand the person stop what they’re doing and forbid them from speaking again in the meeting.
  • Ignore the person and continue with the meeting, only addressing the other participants
  • Reason with the person explaining that their behaviour is not helpful to getting the results you’re after.
  • Find a way to end the meeting and reschedule or impose a 15 minute break.

Q6. You lose a major client. When explaining what has happened to your leadership team you:

Select all that apply.

  • Blame the team for under-performing and put them all on notice.
  • Show how the client is ruthless and lacks morals. Show how they would have destroyed your company in the long run.
  • Determine whether they are a client you want to keep or not and seek out options to repair the relationship.
  • Analyse what happened, take responsibility, seek more learning and refocus on who is your ideal client and how to get more of them.

Q7. In a meeting, your colleague has a different point of view to you. Do you:

Select only one response.

  • Explain why it won’t work and tell the person logically why your option is best.
  • Don’t say anything at all – there’s no point, the person won’t change their mind.
  • Say you agree to disagree and get a third party to decide.
  • Find out why the person believes what they do and negotiate a solution.

Q8. A colleague gets promoted over you and you don’t think they should have been promoted. Every time something goes well, they claim responsibility. Do you:

Select all that apply.

  • Show your boss how incompetent and irresponsible this person is and why they shouldn’t have been promoted.
  • Reflect on what it is the other person has that you want. Then communicate to your superiors what you want without shame, blame or attack.
  • Leave the company. They are not people you want to work alongside.
  • Let the boss know you want to be promoted. Then every time you succeed, let your boss informally know.

Q9. You are with a client and you find out what is important to them. Then you make them an offer based on what they’ve told you. They don’t look convinced. Do you:

Select all that apply.

  • Show them what they’d miss out on if they didn’t make a decision right now.
  • Tell them they have their priorities wrong and show them a better way to think about their situation.
  • Realise they’re not the ideal client for you and thank them for their time.
  • Assume you haven’t found out clearly enough what they want and go back to questioning them.

Q10. You are triggered in a meeting and start to feel frustrated. Do you:

Select all that apply.

  • Take time out and when you feel calm assess what happened and why, then have the conversations you need.
  • Assess what you value, see which ones are flexible and whether your environment fits your values which are non-negotiable.
  • Check in with yourself, see what’s coming up and ask yourself what you need in that moment.
  • Express your frustration at the people involved and attack their incompetence – they need to know straight away.

Week 2: Storytelling and influencing: Communicate with impact

Quiz 1: Check your understanding

Q1. What does the acronym, ACE stand for in the information processing model discussed?

  • Attention, Competence, Energy
  • Attention, Comprehension, Emotion
  • Attraction, Comprehension, Energy
  • Attraction, Competence, Energy

Q2. If stories are important for a presentation where do you get those stories from?

  • Talk about some human truths by citing parables, or fables or any famous saying
  • You make it up
  • You recall them from your own personal experience
  • You recall stories of people, events even if they are at a different time and place, so long as they are relevant

Q3. According to Aristotle, what are the 3 characteristics of a persuasive message?

  • Logos (or logic); Pathos (or emotion), Ethos (or credibility).
  • Logos (or logic), Patrotism (or loyalty), Eros (or eroticsim)
  • Pathos (or emotion), Pathos (or emotion), Pathos (or emotion)
  • Logos (or logic), Pathos (or emotion), Eros (or eroticsim)

Q4. Why are you encouraged to include stories in your presentation?

  • Stories can transport the audience
  • Stories make the presentation boring
  • Stories are easy to follow
  • Stories can be used to inject emotions into the presentation

Q5. What are the most crucial elements in a well-told story?

  • The characters, the connection back to the core topic and the top tips.
  • The set up, the cliffhanger and the moral.
  • The set up, the climax or turning point and the resolution.
  • The setting, the facts and the timeline.

Q6. What are the six (6) S’s in The Macpherson structure in the correct order?

  • Set up, Stopped, Surrender, Suffers, Seeks and Success
  • Set up, Suffers, Stopped, Surrender, Seeks and Success
  • Set up, Seeks, Stopped, Suffers, Surrender, and Success
  • Set up, Stopped, Suffers, Surrender, Seeks and Success

Quiz 2: Storytelling and influencing: Communicate with impact

Q1. If a message has three parts, beginning, middle and end, where does the problem-solution-benefit part of presentation come in?

  • Towards the end of the middle section
  • End
  • Middle part
  • Beginning

Q2. Is it important or not important to learn how information is processed during communication?

  • It is important because the knowledge will help us understand the processing needs of the audience
  • It is not important because the theory is wrong
  • It is important because the knowledge will help us structure the message that make processing easier for the audience
  • It is not important because this knowledge is largely academic and useless

Q3. Why do you need to use simple language in your presentation?

  • So that it is easier for the speaker to present
  • So that it is easier for the audience to learn
  • So that it is easier for your audience to comprehend
  • So that it is easier for the speaker to look impressive

Q4. Why is it important to vary your delivery style?

  • To make it easier for the audience to comprehend
  • To make the presentation more interesting
  • To make the presentation easier to learn
  • To help sustain the attention of the audience

Q5. What do the letters PR in the acronym,, “Change PR-I-EST-S” stand for?

  • Be provocative
  • Use emotional stories
  • Present important information or provide incentives,
  • Varying presentation style,

Q6. A metaphor is a figure of speech used to compare two things, which are different, but have something in common. When is it useful to use one?

  • When the person you’re speaking to is unable to grasp what you’re saying and you need to explain it differently.
  • When the person is resistant and you want to confuse them and distract them from the topic.
  • When the other person is resistant to your idea and disagrees.
  • When the person feels threatened by trying something new.

Q7. The presentation technique of creating tension using “What is” versus “What is possible” is best employed at what stage of presentation?

  • Beginning
  • Middle
  • Towards the end of the middle section
  • End

Q8. Why would you use a cliffhanger and not finish your story?

  • To annoy your audience, then they feel intense emotion towards you and will remember you.
  • To challenge your audience to come up with different endings and to stay engaged.
  • To keep the loop open so that your audience stays engaged and wants to contact you afterwards.
  • To be mysterious so that your audience doesn’t know too much about you.

Q9. A client thinks that the cost of your services is too high. Which is the best metaphor to choose:

  • A metaphor about being over taken by competitors.
  • A metaphor about how being under pressure helps you to perform.
  • A metaphor about how taking opportunities straight away prevents disappointment in the long run.
  • A metaphor about how paying for cheaper products always ends up costing more.

Q10. Should you use a story at the beginning of a presentation? Why or why not?

  • No, you need to connect logically with your audience by sharing facts with them so that they trust you.
  • Yes, it allows you to introduce the main theme of the presentation in an easy-to-listen-to way.
  • Yes, it allows you to relax as you talk about something you are familiar with and connect emotionally with the audience.
  • No, you first need to talk about the agenda and how the presentation should run.

Week 3: Storytelling and influencing: Communicate with impact

Quiz 1: Check your understanding

Q1. What is rapport?

  • It is a bond or connection you have with another person
  • It is a behaviour
  • It is a personality trait
  • It is a form of handshake

Q2. What is mimicry?

  • It is the act of imitating another person
  • It is the act of imitating the most persuasive person in the room
  • It is a way of copying the looks of another person
  • It is a form of humming voice used to persuade

Q3. When building rapport you shouldn’t:

  • Repeat their exact words and phrases – that will annoy them
  • Give them all of your attention – it will look weird
  • Match them 60% – you should always match them 100%
  • Mismatch them – that will prevent you building rapport

Q4. The goal of matching people is to:

S​elect all that apply.

  • Tell them what they need to know
  • Build trust on an unconscious level
  • Become like them so they like you
  • Give them whatever they ask for

Q5. If you don’t know what someone’s biggest issues are, you should:

  • Tell them what their problems are – this shows your expertise
  • Ask them, you’d like to run an effective meeting and need to know
  • Guess – you’ll find out in the meeting at some point
  • Assume what they are – the client expects that of you

Q6. When preparing for a meeting, you should:

  • Ignore your clients dynamics – that’s up to them to sort out
  • Not give them every solution you have, only the top ones relevant to their problem
  • Not prep for objections – if you’ve prepared everything else well, they shouldn’t have any
  • Only research and understand work problems, it’s unprofessional to do anything else

Quiz 2: Storytelling and influencing: Communicate with impact

Q1. Why do you think we should smile when it is appropriate during a presentation? Or should we?

  • Smiling is dangerous and could be misinterpreted
  • It puts the other person at ease
  • We should never simile during the presentation because it implies you are not serious
  • It relaxes the atmosphere

Q2. Why does mimicry work? Or does it?

  • It increases similarity which is important for persuasion
  • Mimicry does not work
  • Mimicry only works if the person is of the opposite sex
  • It gives the impression that you are similar to each other

Q3. Does rapport increase persuasion and if so why?

  • No, because it is easy to fake
  • Yes, because It increases liking
  • Yes, because it increases our trust
  • No, because it distracts us

Q4. Why is it important to remember Carl Roger’s six facets of effective interpersonal communication?

  • It predicts how well a parent-child relationship will last
  • It is better than Freud’s idea of sublimation
  • It encourages better interactions with each other
  • It increases liking

Q5. What are the characteristics of an authentic speaker?

  • They tend to be open
  • They tend to use qualifications in their language
  • They tend to use formal language
  • They tend to be helpful

Q6. If you don’t have rapport with someone, should you:

  • Change the topic to something you feel comfortable with so you’re more relaxed.
  • Give up – there’s just some people you will never connect with.
  • Refocus your attention on them – their body language and vocal tone and match them.
  • Say, I’m sorry, we seem to have gotten off on the wrong foot. Shall we start again?

Q7. Rapport is a process by which you:

  • Build a connection on an unconscious level by adapting your behaviour to theirs
  • Challenge their way of thinking to test what their values are
  • Repeat their words and phrases back to them so they feel heard
  • Prove you know more about them than they do

Q8. When you match someone you can:

  • Find out what they don’t like so you can use it as power over them.
  • Build trust so that everything happens more quickly.
  • Understand what they are thinking and feeling.
  • Make suggestions which are more likely to be accepted.

Q9. To prepare properly for a meeting you should:

  • Address what their competition is doing so you can make them afraid and pressure them into doing what you want them to.
  • Address what they don’t like so you can vent with them about it.
  • Find out what’s happening in their industry and how they’re affected.
  • Research not only their professional problems, but also any personal issues.

Q10. You’re walking past a meeting room when your boss opens the door and asks you to join the meeting. You’re introduced to a major prospect. What’s the first thing you do?

  • Talk about other companies like theirs where you’ve had your greatest successes.
  • Think about WISH – Who they are and what they’re greatest issues are so you can help solve them.
  • Ensuring that you are creating a win-win scenario as they need to know you have positive intentions to trust you.
  • Give them all of your attention and start to match them physically and vocally and repeat their words back to them.

Week 4: Storytelling and influencing: Communicate with impact

Quiz 1: Check your understanding

Q1. What does Solomon Asch’s classic social experiment demonstrate?

  • That we tend to conform when we are in a group
  • That we don’t like to be a group
  • That we tend not to conform because we are individuals
  • That we tend not to conform when we are in a group

Q2. Who coined the concept of groupthink?

  • Erving Goffman
  • Janis Irving
  • Both Ervin Goffman and Solomon
  • Solomon Asch

Q3. For meetings, it’s most important to know:

  • What you want them to think, feel and do by the end of the meeting.
  • Who is leading the next meeting as they will need to prompt everyone.
  • When the next meeting is so you can plan for it.
  • Who likes meetings and who doesn’t.

Q4. In meetings you should…

  • Have no agenda – be spontaneous to what people need at that point in time
  • Withhold the agenda beforehand – otherwise there are too many opinions on what should be covered
  • Be artfully vague – you don’t want others knowing what your agenda is
  • Know how you want people to feel – on the whole people make emotional decisions

Q5. What are the four questions to lead a meeting?

  • Why, Who, How, What If
  • Why, How, When, So What
  • Why, What, How, So What
  • Why, How, When, By Whom

Q6. Bernice McCarthy started her work with:

  • British people – as they have such a structured schooling system.
  • Dogs – to understand how social animals respond to each other.
  • Children – seeing how she could engage all learning styles.
  • American politicians – to see what was most convincing in congress.

Quiz 2: Storytelling and influencing: Communicate with impact

Q1. What is the most dramatic finding of Solomon Asch’s classic social psychology experiment? Select all that apply.

  • That we tend not to conform because we are individuals
  • That we tend to conform even our own senses tell us otherwise
  • That the pressure to conform only happens among friends
  • That we tend to conform even if we don’t believe in the group

Q2. What typifies groupthink? Select all those that apply.

  • Mass rationalisation
  • Mass hysteria
  • Sense of invulnerability
  • Exposure to limited information

Q3. Erving Goffman suggested that human are social actors. Which emotion most associated with this idea?

  • Joy
  • Sadness
  • Anger
  • Embarrassment

Q4. Why is normative social influence so powerful? Select all that apply.

  • Because we want to get along with others
  • Because we want to be viewed as an independent soul
  • Because we want to be seen as the hero
  • Because we want to be liked and accepted by our peers

Q5. What are some of the remedy for groupthink? Select all that apply.

  • Ask group members to critically analyse all decisions
  • To let the leader decide quickly with minimum interference from the group members
  • For the leader to initially refrain from revealing his/her opinion
  • To seek unbiased input from outside the group

Q6. In a meeting, people will switch off if:

  • The meeting venue isn’t dynamic enough
  • They don’t know how long the meeting will run for
  • They are not asked a question within the first three minutes
  • The meeting isn’t relevant to them and answer their biggest questions

Q7. Bernice McCarthy’s work identifies how we like to learn. This is relevant because:

Select all that apply.

  • We learn the most in meeting environments, when everything is stated in fours.
  • We need to know how people take in and process information so as to engage them
  • If you use her system, you become more adaptable rather than fixed on how you prefer to receive information
  • It teaches you about what different people need in order to be able to take in information

Q8. Why would you ask, “For what purpose?”

Select all that apply.

  • To find out the benefits of the discussion
  • To find out the intention of a discussion
  • To find out the context of the decision or idea
  • To find out the specifics of the decision making process

Q9. Why would you ask, “How is that a problem?”

Select all that apply.

  • So that you find out what the problem really is
  • To take control of the meeting
  • It makes the person/people conscious of their problem
  • It keeps the meeting professional

Q10. Why should you announce the agenda and ask everyone if there is anything they should like to add or change at the beginning of a meeting?

Select all that apply.

  • Makes people feel included and responsible for reaching the outcome
  • Is polite, but you don’t really want any feedback at this stage
  • Gain agreement on the outcome for the meeting
  • Get permission so that later you can refer to their commitment to reaching the outcome

Week 5: Storytelling and influencing: Communicate with impact

Quiz 1: Check your understanding

Q1. According to Hugh Mckay, the Australian psychologist, why can’t people listen to what others are saying?

  • Because they are deaf
  • Because they are trapped in their own world view
  • Because they are blind
  • Because they are ignorant of their own feelings

Q2. Why do conflicts occur in the workplace?

S​elect all those that apply.

  • People are insecure
  • People seek power and recognition
  • People seek comfort
  • Who says there is any conflict in the work place?

Q3. If someone objects to you when you make them an offer, then you should:

  • Politely end the conversation. It’s better to find clients who do want and need you
  • Ask them to tell you more about their objection and see if you can find a solution
  • Ask them questions – you won’t be able to help them, but someone you know may
  • Give up straight away, they don’t want it so there’s no point wasting time

Q4. What are the four (4) most common objections?

  • Belief, Accessibility, Needs, Timeline
  • Budget, Autonomy, Notoriety, Trust
  • Belief, Acceptance, Needs, Trust
  • Budget, Authority, Needs, Timeline

Q5. The point of the Milton Model is to:

S​elect all that apply.

  • Influence the listener by giving them ambiguous suggestions that their conscious mind tries to make sense of
  • Distract the conscious brain and embed messages into the unconscious brain
  • Play with the listener’s sense of right and wrong so that they question their own values
  • Give direct commands to the listener’s conscious mind so that they accept your ideas

Q6. What is a mind read:

S​elect all that apply.

  • Where you tell the person you know what they’re thinking without telling them how you came to know
  • Where you ask the person for their thoughts, then repeat them back to them
  • Where you tell the person what to think about and why it’s important that they think about it right now
  • Where you distract the conscious mind by making a vague suggestion which the conscious mind tries to figure out

Quiz 2: Storytelling and influencing: Communicate with impact

Q1. How does Carl Roger’s notion of empathy help in a conflict situation?

S​elect all that apply.

  • Empathy is like sympathy but self-directed
  • Empathy allows you to see the other party’s position
  • Empathy creates a positive mood
  • Empathy means being quick and decisive

Q2. How does the boomerang effect suggest we should approach a conflict situation, if at all?

  • It suggests making extreme statements that fall into the other party’s zone of rejection
  • The boomerag effect is about dealing with superiors who might ignore you, an has nothing to do with conflict
  • It suggest to play in straight so that it will not bommerag back
  • It suggests not to make extreme statements that fall into the other party’s zone of rejection

Q3. What does it mean when you say you trust a person?

S​elect all that apply.

  • It means you like the person
  • It means you have a positive expectation that this person will deliver what is promised
  • It means you are willing to be vulnearable to any promise made by this person
  • It means you find the person attractive

Q4. How is Sherif’s idea of latitude of acceptance useful in conflict resolution?

  • It is useful becasue it forces both parties to think about common areas of difference
  • It is useful because it makes both parties think of common areas of disagreement
  • It is useful because it forces both parties to look for common areas of agreement
  • It is useful because it makes both parties think of common areas of confusion

Q5. If you are a salesperson, how do you overcome price objection?

S​elect all that apply.

  • Communicate that your product has a superior price
  • Communicate that your product has benefits the buyer has never considered before
  • Communicate in the long term, the benefit the product gives is worth the current price paid
  • Communcate that the current price in fact represents a better value than the competitor’s (if this is true)

Q6. What is one of the most advanced ways of dealing with objections?

  • Name the objection and all others they may have, then methodically move through them – then they can’t argue against them
  • Show why the objection is wrong by giving 3 testimonials – you need to gain power over the other person quickly otherwise all is lost
  • Question the person as to why they are objecting so much – calling it out is the fastest way to deal with it.
  • Acknowledge the objection, then ignore it and move on – then the person feels heard, but you’re not stuck answering the objection

Q7. The purpose of BATNA is to:

  • Give you power over the other person/people because it is a power game and you should let them know it
  • Have other options of meeting your goal so that you feel secure whilst negotiating
  • Negotiate aggressively and then refuse the deal if it doesn’t suit you. It’s good practice
  • Walk away as soon as they show ay kind of resistance. Then they will come after you

Q8. When using the Milton Model it is crucial to:

S​elect all that apply.

  • Continue to match them physically and vocally to create unconscious trust
  • Tell the person you understand them as that will make them feel heard
  • Make sure you have rapport otherwise the listener will critically question everything you say
  • Make sure what you’re doing is ethical and in the best interests of both parties

Q9. Which options are Lost Performative:

S​elect all that apply.

  • It’s dangerous to do things without an expert
  • You can either make a decision now or by the end of today – either way it’s up to you
  • I can tell that you’re ready to make a change
  • It’s great that you came today

Q10. What is true about objections:

S​elect all that apply.

  • We feel scared of them because we’re afraid of being rejected and not being good enough
  • People usually object before they make a decision – sometimes 5-8 times
  • You shouldn’t prepare for them, instead prepare a robust case they can’t refuse – the person with the most belief wins.
  • They are a sign that the client isn’t right for you. You should stop and find a more ideal client

Week 6: Storytelling and influencing: Communicate with impact

Quiz 1: Check your understanding

Q1. What are the two (2) most important factors investors look for in a pitch?

S​elect all that apply.

  • A high quality speaker
  • A high quality team
  • A high quality powerpoint presentation
  • A high quality idea

Q2. How should data be presented in a pitch?

  • In a colourful way to attract attention
  • In a way that is meaningful to the investor
  • In black and white so that there is no distraction
  • In bold so that there is emphasis

Q3. How should you start a presentation?

S​elect all that apply.

  • With a surprising fact to peak your audience’s interest
  • With your name, who you are and what you do
  • With a story that you link to the theme
  • With a story not related to anything

Q4. It’s important to talk about the audience’s challenges because:

S​elect all that apply.

  • It shows you understand their needs and context
  • It reminds them of their major issues
  • It is an opportunity to empathise with them and build more rapport
  • It allows you to have the upper hand

Q5. What are the most common reasons why people ask questions?

S​elect all that apply.

  • To find out the answer – they genuinely want to know.
  • To test their colleagues – they want to make fun of their peers
  • To be recognised in front of their peers for being knowledgeable
  • To test you – your knowledge and what you do under pressure

Q6. What does PAC stand for?

  • Praise, Analyse, Check In
  • Pause, Answer, Check In
  • Praise, Answer, Check In
  • Pause, Analyse, Continue

Quiz 2: Storytelling and influencing: Communicate with impact

Q1. Why is pitching a persuasion process?

S​elect all that apply.

  • This is because the project is not risky
  • This is because of the uncertainty in the outcome
  • This is because of the certainty of the outcome
  • This is because the project may be risky

Q2. Why should numercial data be presented in a meaningful way to investors during a pitch?

S​elect all that apply.

  • This is because you want to show the investors how meticulous you are.
  • This is because you want the investors to understand how credible the venture is.
  • This is because you want to help the investors in their funding decision
  • This is because you want to help the investors make a quick decision

Q3. How can a pitcher convince investors that the idea is of high quality?

S​elect all that apply.

  • By demonstrating the cohesiveness of the team
  • By providing a working prototype
  • By amassing supporting evidence
  • By providing convincing evidence

Q4. Why is trust important in a pitch situation?

S​elect all that apply.

  • This is because it will give investors greater confidence that his investments will pay off
  • This is because the investor will become more skeptical
  • This is because the pitcher wants to impress
  • This is because investments can be very risky

Q5. Why must the pitcher be well-prepared?

S​elect all that apply.

  • It shows that the pitcher has all the numbers stacked up
  • It shows that the pitcher is serious
  • It shows that the pitcher is relaxed
  • It shows that the pitcher has thought of all the contingencies

Q6. When you are selling a product or service from the stage, it’s important to:

S​elect all that apply.

  • Tell them why they souldn’t buy the product as they will trust you more
  • Tell them who the product is for and not for so it feels like it’s just for them
  • Tell them what it would be like working with you so they can visualise it and relax
  • Tell them what’s wrong with the product so they can make an informed decision

Q7. When you Indicate Expertise in the No Fail Keynote, it’s important to:

  • Tell them everything you’ve done – you don’t know what might impress them
  • Tell them your experience relevant to their context – they are focused only on whether you can help them
  • Tell them you know what they need better than they do – they want to know you’re the expert
  • Tell them where you grew up and what values were instilled in you – they’ll feel closer to you

Q8. When selling a product or service it’s best to:

S​elect all that apply.

  • You ask for less than it’s worth and you can deliver it for – at least you’ve made the sale
  • You think the value of the product matches the price – if you see the value, you’ll be more convincing
  • You ask for as much as you possibly can – the amount should make you feel nervous
  • You feel that the client is getting unbelieveable value – the more convinced you are, the more convincing you’ll be

Q9. When presenting to an audience, they want:

S​elect all that apply.

  • To be consulted – ask for their permission to make them an offer
  • Be told what to think and what to do – they’re overwhelmed and you need to be direct
  • Structure – structure makes them feel safe and it’s easy for them to follow and retain the information
  • You to talk about their problems all the way through your presentation

Q10. Why is praising someone who asks a question important?

S​elect all that apply.

  • It shows your power over them as a superior
  • It shows others will be treated well if they ask a question
  • It allows you to say whatever you want afterwards – they were only after praise
  • It reinforces them in front of their peers
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