Strictly Making Your Own Mind Up …

Strictly Making Your Own Mind Up

An exquisite demonstration of miscommunication with groups …

Effective communication is a skill and successfully influencing large audiences is an art. We can learn lessons from the public mistakes made by those seeking to influence large audiences and there have been many such mistakes.

With the rise in popularity of the reality TV genre there are ample opportunities to witness such mistakes. Numerous programs seek to pit contestants against one another in live competition, the outcomes decidied by public vote and expert panel.

Occasionaly we are treated to a masterclass in how not to influence the public as the expert panelists all too frequently try to foist their wisdom on the great British public. On more than one occasion this has ended in embarassment and near disaster. The lesson is clear – being the expert is not enough, if we want to influence we need to know how to deliver the message so it will be received.

Masterclass I: The John Sergeant Debacle

Probably the most famous and recent TV example of poorly delivered advice backfiring is when the judges of Strictly Come Dancing decided to tell the public that John Sergeant had outstayed his welcome on the show. Clearly John could not dance, not only could he not dance well he was patently the worst dancer on the show, yet week after week he was voted in. Finally retiring himself when it became aparent that he might actually win and in the process make a mockery of the entire competition.

So what happened? Well Sergeant is a likeable chap and partnered with an attractive russian dancer certainly amused the public with his dancing exploits. Being likeable is not enough though, not by a mile, he had help from the judges. When it became apparent that he was in favour and better dancers were going to be eliminted they wasted no time in issuing comments along the lines of:

“the public has to understand, this is a dance contest not a popularity contest “

“this is ridiculous, better dancers should be kept in”

Some of the professional dancers on the show wasted no time in expressing their dissapointment with the public vote too. And, quite predictably, the public rose to the challenge and kept Sergeant in place.

Masterclass II: Andrew Lloyd Webber – I’d do anything

In the popular TV show ‘I’d do Anything’ Andrew Lloyd Webber presided over the auditions of a dozen or so contestants vying for the role of Nancy in a west end production of Oliver Twist. With a panel of expert judges to offer their opinions too the final vote rested with the viewing public.

Without eyes and ears as discerning as those of Lloyd Webber the public had to make do with passing judgements based on the performances they saw not the hidden depths of potential they couldn’t see. Lloyd Webber harshly dismissed one young lady as a poor singer declaring that he didn’t like her voice. The public had their underdog and duly moved to save her. Lloyd Webber wasted no time putting the public straight and informing the world they had got it wrong. He was “Furious” and “Astounded“, “Shocked” and “Dismayed” that the public could be so wrong.

The publics answer, quite predictably, was to continue getting it wrong week after week. It was only with some furious backpeddling, no doubt the result of coaching, that Lloyd Webber defused the situation. Declaring the underdog to have hidden charms and talents and thus promoting her to contender the public relinquished their hold, she was promptly evicted and the show marched on.

The Underlying Communication Patterns

It is obvious that the general public, as well as being mischevious, doesn’t like being told what to do. In fact the response is easily predicted when someone makes this mistake. This pattern is a recurring theme throughout one to one and mass communication in many different contexts across cultures.

There is a strong correlation between language and behaviour and one psycho linguistic tool that utilises this correlation is the LAB Profile. Skilled consultants can use this tool conversationally to ascertain people’s motivation traits and ultimately predict certain patterns of behaviour.

Both the language used by the experts and the responses exhibited by the public in both of the above ‘Masterclass’ examples can be characterised by a pattern identified in the LAB Profile. This is the ‘INTERNAL’ pattern. People exhibiting the Internal pattern are making their own minds up based on their own decision making criteria. They tend to be measuring evidence against their own standards and deciding Internally.

The problem is that the judges and professionals, being so strongly internal, elicited an internal response in the public. In forcefully telling the public what they ’should’ be thinking and doing they have placed themselves on the receiving end of the typical response – outright stubborn rejection.

A Better Approach

Irrespective of the context, being the expert and being right is not enough, it is still important to frame your language in a manner palatable for your audience. Without first earning the right no one will get away with telling other people what to think – unless they are actually soliciting your advice (the EXTERNAL pattern – the complement to the INTERNAL pattern).

The way to get the message under the radar without inciting an Internal reaction in your audience is to use the language of suggestion. Rather than making statements about how things are or should be, simply offer suggestions to be considered and acknowledge that your audience can decide for themselves. You may find yourself surprised by how well your advice is received.

eg. In the case of the strictly Come Dancing show the judges and professionals could make statements along the lines of  

“Clearly the general public will make their own minds up about who to vote for. Maybe they will recognise the different levels of skill amongst the contestants, perhaps the public will consider which of the stronger dancers deserve to stay longer. Ultimately they’ll decide for themselves.” 

This puts across the point that some dancers are stronger but in a manner to be considered and, most importantly, decided by the audience. In this way it is far far more likely that the expert advice will be taken on board.

In Business

Knowing when your clients are going to be receptive to your advice (External) and when they are going to make thier own minds up (Internal) is one of the critical skills that makes the difference between a successful business relationship and a failed business relationship.

With training anyone can begin to recognise the tell tale language that differentiates these patterns. To find out more about the LAB Profile and upcoming courses we are running click here ..

Bullet Proof Your Communication !

 If you really want to bullet proof your communication take a look at the ‘Macho Test’ an article by international trainer and influence specialist Shelle Rose Charvet. When it comes to avoiding stirring the wrong reactions in people whilst still managing to make your point and influence – she presents a tried and trusted formula for success in this post here …

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