5 self presentation strategies examples

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Impression management: Developing your self-presentation skills

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What is impression management?

Examples of impression management, the theory behind impression management, impression management in the workplace, 7 impression management techniques, noticing the practice of impression management.

How much is a first impression worth?

We all know the value of a strong first impression, but not many of us know how to strategically go about creating one . Instead, we tend to cultivate two different personas. There’s our relaxed self, when we don’t feel like we have to impress. And then there are the times when we’re “on,” and we become deliberate about every word we say and move we make.

Social media has made us even more aware of the power of our personas. And that doesn’t mean that we have to be inauthentic. Understanding impression management can help us emphasize the qualities that we want to shine through and how to be more at ease with others.

Canadian social psychologist, sociologist, and writer Erving Goffman first presented the idea of impression management in the 1950s. In his book, The Presentation of Self in Everyday Life , Goffman uses the idea of theatre as a metaphor for human social interactions.

His theory became known as Goffman's dramaturgical analysis. It provides an interesting contextual framework for understanding human behavior.

Impression management is the sum total of actions we take — both consciously and unconsciously — to influence how others perceive us. We often attempt to manage how people see us to make us more likely to achieve our goals.

People use impression management to align how we’re seen with what we want. In general, we want other people to think of us as confident, likeable, intelligent, capable, interesting, and any number of other positive traits.

We then “adjust” our behavior to exhibit these characteristics to meet a desired goal. This is closely related to the self-presentation theory — and in fact, the two ideas are often used interchangeably.

If you’ve ever seen the musical Chicago, you’re familiar with the idea of impression management.

Our client, Roxie Hart, was an ambitious adulterer — a persona that wouldn’t have made her too sympathetic to the jury during her murder trial. Instead, she and her lawyer carefully curated a set of behaviors, actions, and even a backstory that made her seem more likeable and naive. 

This impression management strategy culminated in the song, “ They Both Reached for the Gun .” Her lawyer, Billy Flynn, stepped in to manage every part of her presentation to the court, emphasizing that Roxie would only have fired a gun in self-defense.

Outside of the Cook County jail, people use impression management strategies in all kinds of ways. Here are some examples you might have experienced in the workplace: 

• A person is walking into a meeting. They’ve had a rough morning and an even rougher commute. But they smile broadly and wave at each person as they walk in, hiding their bad mood and exhaustion. To all watching, they’re happy to be here.
• You’ve been working in your pajamas all day amongst a pile of paperwork and cookie crumbs. Before joining the afternoon Zoom call, you brush your hair, throw on a clean shirt, and dust the crumbs off the sofa.
• A candidate arrives for their job interview several minutes late. “So sorry,” they say breathlessly. “I was here early, but I got sent to the wrong office.”

What’s the point of this duplicity? 

Well, it might not be all that inauthentic . Despite a rough morning, the first person might genuinely be thrilled to be at work — or might be trying to salvage the day. You might be extremely punctual and just ended up in the wrong place. And it’s totally possible you have no idea how those cookies got there.

On both conscious and unconscious levels, we’re aware that in different situations, we need to emphasize different aspects of our personality and behavior. That doesn’t mean that they aren’t true, just that they’re hidden (under a layer of cookie dust). We tend to engage in a constant, quiet self-monitoring that makes us aware of behaviors that don’t align with how we want to be seen. 

Awareness of these internal contradictions is known as cognitive dissonance . It’s the sense of psychological discomfort that we feel when we’re doing something that contradicts our beliefs or values. We typically resolve cognitive dissonance by taking an action that’s better aligned with our beliefs, or by changing our beliefs to justify our behavior.

So in the above examples, we smile, clean up, or apologize because we want to emphasize our good nature, professionalism, and punctuality. We curate these behaviors to try to control the impressions others have of us. 

Over time, the behaviors (and feedback we get based on those behaviors) inform our self-concepts. We begin to believe that we are the face that we’re putting out to the world, and to a large extent we are.

After all, a tree makes a sound if it falls in the forest, even if no one is around to hear it. But it’s hard to understand the impact of the sound — or put it into context — without an audience.

Goffman explained impression management theory using theatre as a metaphor. Our behavior in a given setting is based on three components: motives , self-presentation , and social context .

We adapt our behaviors as a means to an end. We might want to seem more likeable, competent, or attractive. The qualities we decide to emphasize are the ones that we believe are in line with the outcome we want.

If you pay attention to people’s behavior across different settings, you can often guess what they want to accomplish. The behaviors and qualities they “play up” will clue you into the goal. 

Self-presentation

Self-presentation falls into two main categories: actions that are aligned with your self-image, and actions that align with the expectations of the “audience.” When people respond positively to the projected self, it has a positive impact on our self-esteem. 

This effect is multiplied when the desired image feels congruent with the audience’s expectations. In other words, when people feel like they can bring their whole selves to the “performance,” and that self is welcomed and rewarded, they feel great about themselves. In the workplace, these individuals have higher job satisfaction, a sense of belonging , and increased retention.

Social context

Our public image is also closely tied to how we conduct ourselves in social situations. We inform our understanding of acceptable and unacceptable (and by extension, desirable and undesirable) behavior according to context and social norms.

When we’re successful in making the desired impressions on a group, we feel good about our social standing.

Impression management is a very important skill to have in the workplace. It affects your social influence at work, or — in other words — how others perceive you and your company. 

How organizations use impression management

Organizations use it for both internal and external purposes. Internally, companies want to be seen by the industry as a good place to work. They want to appear organized, capable, supportive, and financially stable. Impression management is closely related to company culture. 

Organizations also use impression management for external purposes. This might include communications with clients, partners, or investors. Managing the positive and negative impression a company has on the general public is usually called public relations or marketing.

Impression management in interviews

The classic scenario of impression management in the workplace is the job interview. Candidates and interviewers alike feel compelled to try to look “perfect.” This means coming across as “authentically perfect” — that is, pleasant, competent, and yet not so perfect as to seem disingenuous.  

Interviews also involve quite a bit of self-promotion. Although self-promotion gets a bit of a bad rep, it’s often the best way for a company to find out about a candidate's skills and experience. This kind of self-promotion can help a candidate leave a positive impression on a prospective employer or client.

Note that this is only true when self-promotion is based in honesty. Lying about your skills or competencies doesn’t earn you any ingratiation points.

Interpersonal impression management

Another common use of impression management at work is building relationships with your colleagues. People usually have a work “persona,” which encompasses a range of behaviors, wardrobe choices, and even topics of conversation. 

While we all shift our behavior to suit different contexts, many feel the shift that happens at work acutely. This is because of the pressure and high value placed on social capital at work, which often compounds other issues of belonging. This kind of impression management is called code-switching .

Impression management techniques can be used in a variety of situations, from job interviews to networking events. Even if it happens unconsciously, we tend to match our behavior and techniques to the situation. According to Goffman, there are 7 different types of impression management tactics we use to control how others perceive us: conformity , excuses , acclaim , flattery , self-promotion , favors , and association .

1. Conformity

Conformity means being accepted by a larger group. In order to conform, you have to (implicitly or explicitly) uphold the social norms and expectations of the group.

Group norms are the behaviors that are considered appropriate for a situation or in a particular set of people. For example, if your job may have a business-casual dress code, so cut-off jeans would feel out-of-place.

Excuses are explanations for a negative event given in order to avoid (or lessen) punishment and judgment. There are countless examples of excuses being made — in and out of the workplace. For example, you might hear people blame traffic when they’re late to meetings.  

Generally speaking, you can only count on but so much social favor with excuses and apologies. Once you make an excuse, you’ve given up a little bit of authority in the situations. Do this too often, and you’ll be seen as unreliable or as a perpetual victim .

That being said, traffic, setbacks, and emergencies really do happen. Communicating these changes proactively can go a long way towards building rapport — especially if you show you’re willing to work through it. 

Public recognition of someone’s accomplishments often goes a long way towards building rapport. When you acclaim someone in this way, you applaud them for their skills and success. If your team is recognition-driven, this sentiment will likely inspire others to work hard as well. It can help incentivize specific behaviors.

4. Flattery

Flattery is a technique often used to improve your relationship with someone through compliments. It’s meant to make you seem agreeable, perceptive, and pleasant. After all, who wouldn’t want to spend time with someone who always has something positive to say about them?

As with the other techniques — if not even more so — flattery can easily come across as insincere. Anchor flattering comments in specific praise, and try not to go overboard. It can be helpful to develop self-awareness and ask yourself why you’re piling it on. Are you truly impressed, or are you feeling a little insecure?

5. Self-promotion

Self-promotion is about highlighting your strengths and drawing attention to your achievements. This phenomenon is especially common in business settings, but it’s frequently seen in personal relationships, too. Because it’s self-directed, some worry that “bragging” on themselves will make them less likeable.

You can eliminate a little of this pressure by looking for spaces where talking about yourself isn’t just welcomed, but expected. Social media, job interviews, and professional networking events are great platforms for practicing self-promotion. Curate at least one space where you can own your full range of accomplishments.

Doing a favor for someone, whether in business or in everyday life, shifts the power dynamic of a relationship. It establishes the person doing the favor as “useful,” and may result in the recipient feeling like they owe something to the other party. 

When favors only come with strings attached, people feel manipulated and resentful. When they’re done freely and out of a desire to be helpful, they can build mutual affinity in a relationship.

7. Association

Association means ensuring that any information shared about you, your company, and your partners is truthful and relevant. This is especially important, as being associated with someone means that everyone’s impressions reflect on each other's values and image.

Sometimes, we consciously associate with certain people to promote our self-image. Some people will network with you (and you with others) in hopes of being introduced to a larger network of contacts.

Impression management is the act of managing how other people perceive you. It is a social strategy that we employ in order to make a good impression on others and to control what they think about us. 

The practice of impression management is a common one in modern society. It’s one of the main ways that people try to maintain their social status and establish themselves as a worthy individual. We may not be aware that we’re doing it, but — at any given time — we’re making dozens of decisions that are influenced by what others might think of us.

You can learn how to better manage your own persona, thrive in social situations, and understand the behavior of others by working with a coach. Coaches can help you understand what you need to project more (or less) of to get what you want, and how to align it with your authentic self.

Ready to learn how to improve your influence, both in and out of the workplace? Schedule a demo with a BetterUp coach today.

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Allaya Cooks-Campbell

With over 15 years of content experience, Allaya Cooks Campbell has written for outlets such as ScaryMommy, HRzone, and HuffPost. She holds a B.A. in Psychology and is a certified yoga instructor as well as a certified Integrative Wellness & Life Coach. Allaya is passionate about whole-person wellness, yoga, and mental health.

Professional development is for everyone (We’re looking at you)

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Impression Management: Erving Goffman Theory

Charlotte Nickerson

Research Assistant at Harvard University

Undergraduate at Harvard University

Charlotte Nickerson is a student at Harvard University obsessed with the intersection of mental health, productivity, and design.

Learn about our Editorial Process

Saul Mcleod, PhD

Editor-in-Chief for Simply Psychology

BSc (Hons) Psychology, MRes, PhD, University of Manchester

Saul Mcleod, PhD., is a qualified psychology teacher with over 18 years of experience in further and higher education. He has been published in peer-reviewed journals, including the Journal of Clinical Psychology.

Olivia Guy-Evans, MSc

Associate Editor for Simply Psychology

BSc (Hons) Psychology, MSc Psychology of Education

Olivia Guy-Evans is a writer and associate editor for Simply Psychology. She has previously worked in healthcare and educational sectors.

On This Page:

• Impression management refers to the goal-directed conscious or unconscious attempt to influence the perceptions of other people about a person, object, or event by regulating and controlling information in social interaction.
• Generally, people undertake impression management to achieve goals that require they have a desired public image. This activity is called self-presentation.
• In sociology and social psychology, self-presentation is the conscious or unconscious process through which people try to control the impressions other people form of them.
• The goal is for one to present themselves the way in which they would like to be thought of by the individual or group they are interacting with. This form of management generally applies to the first impression.
• Erving Goffman popularized the concept of perception management in his book, The Presentation of Self in Everyday Life , where he argues that impression management not only influences how one is treated by other people but is an essential part of social interaction.

Impression Management in Sociology

Impression management, also known as self-presentation, refers to the ways that people attempt to control how they are perceived by others (Goffman, 1959).

By conveying particular impressions about their abilities, attitudes, motives, status, emotional reactions, and other characteristics, people can influence others to respond to them in desirable ways.

Impression management is a common way for people to influence one another in order to obtain various goals.

While earlier theorists (e.g., Burke, 1950; Hart & Burk, 1972) offered perspectives on the person as a performer, Goffman (1959) was the first to develop a specific theory concerning self-presentation.

In his well-known work, Goffman created the foundation and the defining principles of what is commonly referred to as impression management.

In explicitly laying out a purpose for his work, Goffman (1959) proposes to “consider the ways in which the individual in ordinary work situations presents himself and his activity to others, the ways in which he guides and controls the impression they form of him, and the kind of things he may or may not do while sustaining his performance before them.” (p. xi)

Social Interaction

Goffman viewed impression management not only as a means of influencing how one is treated by other people but also as an essential part of social interaction.

He communicates this view through the conceit of theatre. Actors give different performances in front of different audiences, and the actors and the audience cooperate in negotiating and maintaining the definition of a situation.

To Goffman, the self was not a fixed thing that resides within individuals but a social process. For social interactions to go smoothly, every interactant needs to project a public identity that guides others’ behaviors (Goffman, 1959, 1963; Leary, 2001; Tseelon, 1992).

Goffman defines that when people enter the presence of others, they communicate information by verbal intentional methods and by non-verbal unintentional methods.

According to Goffman, individuals participate in social interactions through performing a “line” or “a pattern of verbal and nonverbal acts by which he expresses his view of the situation and through this his evaluation of the participants, especially himself” (1967, p. 5).

Such lines are created and maintained by both the performer and the audience. By enacting a line effectively, a person gains positive social value or “face.”

The verbal intentional methods allow us to establish who we are and what we wish to communicate directly. We must use these methods for the majority of the actual communication of data.

Goffman is mostly interested in the non-verbal clues given off which are less easily manipulated. When these clues are manipulated the receiver generally still has the upper hand in determining how realistic the clues that are given off are.

People use these clues to determine how to treat a person and if the intentional verbal responses given off are actually honest. It is also known that most people give off clues that help to represent them in a positive light, which tends to be compensated for by the receiver.

Impression Management Techniques

• Suppressing emotions : Maintaining self-control (which we will identify with such practices as speaking briefly and modestly).
• Conforming to Situational Norms : The performer follows agreed-upon rules for behavior in the organization.
• Flattering Others : The performer compliments the perceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver.
• Being Consistent : The performer’s beliefs and behaviors are consistent. There is agreement between the performer’s verbal and nonverbal behaviors.

Self-Presentation Examples

Self-presentation can affect the emotional experience . For example, people can become socially anxious when they are motivated to make a desired impression on others but doubt that they can do so successfully (Leary, 2001).

In one paper on self-presentation and emotional experience, Schlenker and Leary (1982) argue that, in contrast to the drive models of anxiety, the cognitive state of the individual mediates both arousal and behavior.

The researchers examine the traditional inverted-U anxiety-performance curve (popularly known as the Yerkes-Dodson law) in this light.

The researchers propose that people are interpersonally secure when they do not have the goal of creating a particular impression on others.

They are not immediately concerned about others’ evaluative reactions in a social setting where they are attempting to create a particular impression and believe that they will be successful in doing so.

Meanwhile, people are anxious when they are uncertain about how to go about creating a certain impression (such as when they do not know what sort of attributes the other person is likely to be impressed with), think that they will not be able to project the types of images that will produce preferred reactions from others.

Such people think that they will not be able to project the desired image strongly enough or believe that some event will happen that will repudiate their self-presentations, causing reputational damage (Schlenker and Leary, 1982).

Psychologists have also studied impression management in the context of mental and physical health .

In one such study, Braginsky et al. (1969) showed that those hospitalized with schizophrenia modify the severity of their “disordered” behavior depending on whether making a more or less “disordered” impression would be most beneficial to them (Leary, 2001).

Additional research on university students shows that people may exaggerate or even fabricate reports of psychological distress when doing so for their social goals.

Hypochondria appears to have self-presentational features where people convey impressions of illness and injury, when doing so helps to drive desired outcomes such as eliciting support or avoiding responsibilities (Leary, 2001).

People can also engage in dangerous behaviors for self-presentation reasons such as suntanning, unsafe sex, and fast driving. People may also refuse needed medical treatment if seeking this medical treatment compromises public image (Leary et al., 1994).

Key Components

There are several determinants of impression management, and people have many reasons to monitor and regulate how others perceive them.

For example, social relationships such as friendship, group membership, romantic relationships, desirable jobs, status, and influence rely partly on other people perceiving the individual as being a particular kind of person or having certain traits.

Because people’s goals depend on them making desired impressions over undesired impressions, people are concerned with the impressions other people form of them.

Although people appear to monitor how they come across ongoingly, the degree to which they are motivated to impression manage and the types of impressions they try to foster varies by situation and individuals (Leary, 2001).

Leary and Kowalski (1990) say that there are two processes that constitute impression management, each of which operate according to different principles and are affected by different situations and dispositional aspects. The first of these processes is impression motivation, and the second is impression construction.

Impression Motivation

There are three main factors that affect how much people are motivated to impression-manage in a situation (Leary and Kowalski, 1990):

(1) How much people believe their public images are relevant to them attaining their desired goals.

When people believe that their public image is relevant to them achieving their goals, they are generally more motivated to control how others perceive them (Leary, 2001).

Conversely, when the impressions of other people have few implications on one’s outcomes, that person’s motivation to impression-manage will be lower.

This is why people are more likely to impression manage in their interactions with powerful, high-status people than those who are less powerful and have lower status (Leary, 2001).

(2) How valuable the goals are: people are also more likely to impress and manage the more valuable the goals for which their public impressions are relevant (Leary, 2001).

(3) how much of a discrepancy there is between how they want to be perceived and how they believe others perceive them..

People are more highly motivated to impression-manage when there is a difference between how they want to be perceived and how they believe others perceive them.

For example, public scandals and embarrassing events that convey undesirable impressions can cause people to make self-presentational efforts to repair what they see as their damaged reputations (Leary, 2001).

Impression Construction

Features of the social situations that people find themselves in, as well as their own personalities, determine the nature of the impressions that they try to convey.

In particular, Leary and Kowalski (1990) name five sets of factors that are especially important in impression construction (Leary, 2001).

Two of these factors include how people’s relationships with themselves (self-concept and desired identity), and three involve how people relate to others (role constraints, target value, and current or potential social image) (Leary and Kowalski, 1990).

Self-concept

The impressions that people try to create are influenced not only by social context but also by one’s own self-concept .

People usually want others to see them as “how they really are” (Leary, 2001), but this is in tension with the fact that people must deliberately manage their impressions in order to be viewed accurately by others (Goffman, 1959).

People’s self-concepts can also constrain the images they try to convey.

People often believe that it is unethical to present impressions of themselves different from how they really are and generally doubt that they would successfully be able to sustain a public image inconsistent with their actual characteristics (Leary, 2001).

This risk of failure in portraying a deceptive image and the accompanying social sanctions deter people from presenting impressions discrepant from how they see themselves (Gergen, 1968; Jones and Pittman, 1982; Schlenker, 1980).

People can differ in how congruent their self-presentations are with their self-perceptions.

People who are high in public self-consciousness have less congruency between their private and public selves than those lower in public self-consciousness (Tunnell, 1984; Leary and Kowalski, 1990).

Desired identity

People’s desired and undesired selves – how they wish to be and not be on an internal level – also influence the images that they try to project.

Schlenker (1985) defines a desirable identity image as what a person “would like to be and thinks he or she really can be, at least at his or her best.”

People have a tendency to manage their impressions so that their images coincide with their desired selves and stay away from images that coincide with their undesired selves (Ogilivie, 1987; Schlenker, 1985; Leary, 2001).

This happens when people publicly claim attributes consistent with their desired identity and openly reject identities that they do not want to be associated with.

For example, someone who abhors bigots may take every step possible to not appear bigoted, and Gergen and Taylor (1969) showed that high-status navel cadets did not conform to low-status navel cadets because they did not want to see themselves as conformists (Leary and Kowalski, 1990).

Target value

people tailor their self-presentations to the values of the individuals whose perceptions they are concerned with.

This may lead to people sometimes fabricating identities that they think others will value.

However, more commonly, people selectively present truthful aspects of themselves that they believe coincide with the values of the person they are targeting the impression to and withhold information that they think others will value negatively (Leary, 2001).

Role constraints

the content of people’s self-presentations is affected by the roles that they take on and the norms of their social context.

In general, people want to convey impressions consistent with their roles and norms .

Many roles even carry self-presentational requirements around the kinds of impressions that the people who hold the roles should and should not convey (Leary, 2001).

Current or potential social image

People’s public image choices are also influenced by how they think they are perceived by others. As in impression motivation, self-presentational behaviors can often be aimed at dispelling undesired impressions that others hold about an individual.

When people believe that others have or are likely to develop an undesirable impression of them, they will typically try to refute that negative impression by showing that they are different from how others believe them to be.

When they are not able to refute this negative impression, they may project desirable impressions in other aspects of their identity (Leary, 2001).

Implications

In the presence of others, few of the behaviors that people make are unaffected by their desire to maintain certain impressions. Even when not explicitly trying to create a particular impression of themselves, people are constrained by concerns about their public image.

Generally, this manifests with people trying not to create undesired impressions in virtually all areas of social life (Leary, 2001).

Tedeschi et al. (1971) argued that phenomena that psychologists previously attributed to peoples’ need to have cognitive consistency actually reflected efforts to maintain an impression of consistency in others’ eyes.

Studies have supported Tedeschi and their colleagues’ suggestion that phenomena previously attributed to cognitive dissonance were actually affected by self-presentational processes (Schlenker, 1980).

Psychologists have applied self-presentation to their study of phenomena as far-ranging as conformity, aggression, prosocial behavior, leadership, negotiation, social influence, gender, stigmatization, and close relationships (Baumeister, 1982; Leary, 1995; Schlenker, 1980; Tedeschi, 1981).

Each of these studies shows that people’s efforts to make impressions on others affect these phenomena, and, ultimately, that concerns self-presentation in private social life.

For example, research shows that people are more likely to be pro-socially helpful when their helpfulness is publicized and behave more prosocially when they desire to repair a damaged social image by being helpful (Leary, 2001).

In a similar vein, many instances of aggressive behavior can be explained as self-presentational efforts to show that someone is willing to hurt others in order to get their way.

This can go as far as gender roles, for which evidence shows that men and women behave differently due to the kind of impressions that are socially expected of men and women.

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Jones, E. E., & Pittman, T. S. (1982). Toward a general theory of strategic self-presentation. Psychological perspectives on the self, 1(1), 231-262.

Leary M R (1995) Self-presentation: Impression Management and Interpersonal Behaior. Westview Press, Boulder, CO.

Leary, M. R.. Impression Management, Psychology of, in Smelser, N. J., & Baltes, P. B. (Eds.). (2001). International encyclopedia of the social & behavioral sciences (Vol. 11). Amsterdam: Elsevier.

Leary, M. R., & Kowalski, R. M. (1990). Impression management: A literature review and two-component model. Psychological bulletin, 107(1), 34.

Leary M R, Tchvidjian L R, Kraxberger B E 1994 Self-presentation may be hazardous to your health. Health Psychology 13: 461–70.

Ogilvie, D. M. (1987). The undesired self: A neglected variable in personality research. Journal of Personality and Social Psychology, 52, 379-385.

• Schlenker, B. R. (1980). Impression management (Vol. 222). Monterey, CA: Brooks/Cole.

Schlenker, B. R. (1985). Identity and self-identification. In B. R. Schlenker (Ed.), The self and social life (pp. 65-99). New York: McGraw-Hill.

Schlenker, B. R., & Leary, M. R. (1982). Social anxiety and self-presentation: A conceptualization model. Psychological bulletin, 92(3), 641.

Tedeschi, J. T, Smith, R. B., Ill, & Brown, R. C., Jr. (1974). A reinterpretation of research on aggression. Psychological Bulletin, 81, 540- 563.

Tseëlon, E. (1992). Is the presented self sincere? Goffman, impression management and the postmodern self. Theory, culture & society, 9(2), 115-128.

Tunnell, G. (1984). The discrepancy between private and public selves: Public self-consciousness and its correlates. Journal of Personality Assessment, 48, 549-555.

Further Information

• Solomon, J. F., Solomon, A., Joseph, N. L., & Norton, S. D. (2013). Impression management, myth creation and fabrication in private social and environmental reporting: Insights from Erving Goffman. Accounting, organizations and society, 38(3), 195-213.
• Gardner, W. L., & Martinko, M. J. (1988). Impression management in organizations. Journal of management, 14(2), 321-338.
• Scheff, T. J. (2005). Looking‐Glass self: Goffman as symbolic interactionist. Symbolic interaction, 28(2), 147-166.

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Self-Presentation Theory

Self-Presentation Theory: Understanding the Art of Impression Management

In the grand theater of life, where every social interaction is a stage and we are both the actors and the audience, self-presentation theory takes center stage. It whispers the secrets of our performances, the subtle art of crafting personas, and the intricate dance between authenticity and impression. As we pull back the curtain on this psychological narrative, we delve into the depths of human behavior, exploring how the masks we wear and the roles we play are not merely acts of deception but profound expressions of our deepest desires to connect, belong, and be understood in the ever-unfolding drama of existence.

Self-presentation theory, originating from the field of social psychology, delves into the intricate ways individuals strategically convey and portray their desired image to others. This theory explores the underlying motivations and cognitive processes governing how people present themselves in social situations, aiming to understand the dynamics of impression management.

Key Definition:

Self-presentation theory refers to the behavior and strategies individuals use to shape the perceptions that others form about them. This theory suggests that individuals strive to convey a favorable impression to others by managing their public image. It encompasses various aspects such as impression management, identity, and social interaction, and is often associated with social psychology and communication studies. According to this theory, individuals may engage in behaviors such as self-disclosure, performance, and conformity to influence how others perceive them.

Origins and Development

The concept of self-presentation theory was initially formulated by sociologist Erving Goffman, in his seminal work “The Presentation of Self in Everyday Life,” originally published in 1956. Goffman’s was first to create a specific theory concerning self-presentation, laying the foundation for what is now commonly referred to as impression management. His book became widely known after its publication in the United States in 1959.

Goffman’s theory draws from the imagery of theater to portray the importance of human social interaction. He proposed that in social interactions, individuals perform much like actors on a stage, managing the impressions others form of them by controlling information in various ways. This process involves a “front” where the individual presents themselves in a certain manner, and a “back” where they can step out of their role.

His work has been influential in sociology, social psychology, and anthropology, as it was the first to treat face-to-face interaction as a subject of sociological study. Goffman’s dramaturgical analysis observes a connection between the kinds of acts people put on in their daily life and theatrical performances. The theory has had a lasting impact on our understanding of social behavior and continues to be a significant reference point in studies of social interaction.

Impression Management Strategies

Much of Goffman’s early work suggests that “avoidance of shame is an important, indeed a crucial, motive in virtually all social behavior.” Goffman posits that impression management is typically a greater motivation than rational and instrumental goals. Thomas J. Scheff explains that “one tries to control the impression one makes on others, even others who are not significant to one’s life” ( Scheff, 1997. Kindle location: 4,106 ).

Self-presentation theory encompasses a spectrum of strategies employed by individuals to shape others’ perceptions of them. Impression management strategies in social interaction theory are the various techniques individuals use to influence how others perceive them. Individuals employ these strategies to present themselves in a favorable light. The motivation is to achieve specific goals or maintain certain relationships. Here are some key impression management strategies:

• Self-Promotion : Highlighting one’s own positive qualities, achievements, and skills to be seen as competent and capable.
• Ingratiation : Using flattery or praise to make oneself likable to others, often to gain their favor or approval.
• Exemplification : Demonstrating one’s own moral integrity or dedication to elicit respect and admiration from others.
• Intimidation : Projecting a sense of power or threat to influence others to comply with one’s wishes.
• Supplication : Presenting oneself as weak or needy to elicit sympathy or assistance from others.

These strategies can be assertive, involving active attempts to shape one’s image, or defensive, aimed at protecting one’s image. The choice of strategy depends on the individual’s goals, the context of the interaction, and the nature of the relationship.

The Game of Presentation

In many ways, self-presentation opposes other psychology concepts such as authenticity. We adapt to ur environments, and present ourselves accordingly. We act much different at grandma’s house than we do when out drinking with our friends. Perhaps, authenticity is context dependent. However, we can present ourselves differently in different situations without violating core self-values. The presentations may differ but the self remains unchanged.

Carl Jung mused in reflection of his childhood interactions with his friends that, “I found that they alienated me from myself. When I was with them I became different from the way I was at home.” He continues, “it seemed to me that the change in myself was due to the influence of my schoolfellows, who somehow misled me or compelled me to be different from what I thought I was” ( Jung, 2011 ).

Jonathan Haidt suggests that it is merely game. He wrote, “to win at this game you must present your best possible self to others. You must appear virtuous, whether or not you are, and you must gain the benefits of cooperation whether or not you deserve them.” he continues to warn “but everyone else is playing the same game, so you must also play defense—you must be wary of others’ self-presentations, and of their efforts to claim more for themselves than they deserve” ( Haidt, 2003. Kindle location: 1,361 ).

Healthy and Unhealthy Modes of Self-Presentation

We all self-present, creating images that fit the context. While seeking a partner, we self-present a person who is worthy of investing time in. Only in time, do some of these masks begin to fade. Impression management is essential to build new relationships, get the job, and prevent social rejection. Mahzarin R, Banaji and Anthony G. Greenwald wrote, “honesty may be an overrated virtue. If you decided to report all of your flaws to friends and to apply a similar standard of total honesty when talking to others about their shortcomings, you might soon find that you no longer have friends.” they continue, “our daily social lives demand, and generally receive, repeated lubrication with a certain amount of untruthfulness, which keeps the gears of social interaction meshing smoothly” ( Banaji & Greenwald, 2016, pp. 28-29 ).

However, this healthy practice morphs into something sinister when the presented self has nothing to do with the real self. Daniel Goleman refers to individuals that engage in unhealthy deceitful presentations as social chameleons. He wrote, “the social chameleon will seem to be whatever those he is with seem to want. The sign that someone falls into this pattern…is that they make an excellent impression, yet have few stable or satisfying intimate relationships” ( Golman, 2011. Kindle location: 2,519 ).

Goleman explains that “a more healthy pattern, of course, is to balance being true to oneself with social skills, using them with integrity.” He adds, “social chameleons, though, don’t mind in the least saying one thing and doing another, if that will win them social approval” ( Goleman, 2011. Kindle location: 2,523 ).

Situational Influences

The application of self-presentation strategies is contingent upon the social context and the specific goals an individual pursues. In professional settings, individuals may engage in self-promotion to advance their careers, while in personal relationships, they might prioritize authenticity and sincerity. The ubiquity of social media further complicates self-presentation, as individuals navigate the curation of online personas and the management of digital identities.

In the professional realm, the strategic presentation of oneself can play a crucial role in career development and success. This may involve showcasing one’s achievements, skills, and expertise to stand out in a competitive environment. However, it’s important to strike a balance between self-promotion and humility to maintain credibility and foster positive professional relationships.

On the other hand, personal relationships often thrive on genuine connections and authenticity. In these contexts, individuals may choose to present themselves in a sincere manner, emphasizing vulnerability and openness to establish meaningful connections with others. While occasional self-promotion may still occur, the emphasis is more on building trust and rapport.

Social Media and Self-Presentation

The rise of social media has introduced a new layer of complexity to self-presentation. Platforms like Facebook, Instagram, and LinkedIn offer opportunities for individuals to craft their virtual identities. This process involves selective sharing of information, curation of posts and images, and the management of online interactions. The challenge lies in maintaining a balance between projecting an aspirational image and staying true to one’s authentic self in the digital sphere.

In Goffman’s lengthy comparison between actors and audience suggests that anyone could perform, presenting a certain image. However, he points out that if the actor is a known criminal the audience would not be able to accept their performance, knowing it is a fraud. The actor may enjoy success by going on the road, performing to audiences that are not aware of the actor’s criminal past ( Goffman, 1956, p. 223 ). The internet allows the individual with a shady past to bring their show on the road to an unsuspecting audience who can buy their deceitful performance.

Navigating these diverse self-presentation strategies requires individuals to be mindful of the specific social contexts and their underlying goals. Whether it’s in the professional arena or personal relationships, the nuanced art of self-presentation continues to evolve in the digital age, shaping how individuals perceive and position themselves in the world.

Self-Presentation and Emotional Labor

The intersection of self-presentation theory with emotional labor is a topic of significant interest. Emotional labor pertains to the management of one’s emotions to meet the demands of a particular role or job. Individuals often engage in self-presentation to display appropriate emotions in various settings, leading to a convergence between impression management and emotional regulation. One of the key aspects of this intersection is the impact it has on employee well-being.

Research has shown that the need to regulate emotions in the workplace can lead to emotional exhaustion and burnout. Additionally, there are important implications for organizations, as they have a vested interest in understanding and managing the emotional labor of their employees. Effective programs may enhance employee well-being and improve the quality of service provided to customers. Moreover, the intersection of self-presentation and emotional labor can also be examined through the lens of gender and cultural differences. These examination may highlight the complexities and nuances of this phenomenon in diverse contexts. Understanding this intersection is crucial for creating supportive work environments and fostering healthy, sustainable emotional practices.

See Emotional Labor for more on this topic

Implications and Future Directions

Understanding self-presentation theory has widespread implications, spanning from interpersonal relationships to organizational dynamics. By acknowledging the nuanced strategies individuals employ to shape perceptions, psychologists and practitioners can better grasp human behavior in diverse contexts. Future research may delve into the interplay between self-presentation and cultural factors. In addition, further research may cast light on the psychological effects of sustained impression management on individuals’ well-being.

As individuals, we can understand that we, as well as others, use impression management. Before investing significant resources, we would be wise to try to unmask the presenter and make a decision based on reality rather than expertely presented deceptions.

A List of Practical Implications

Understanding the concepts related to self-presentation theory, such as impression management, self-concept, and social identity, has several practical implications in everyday life:

• Enhanced Social Interactions : By being aware of how we present ourselves, we can navigate social situations more effectively, tailoring our behavior to suit different contexts and relationships.
• Improved Professional Relationships : In the workplace, understanding self-presentation can help in managing professional personas, leading to better workplace dynamics and career advancement.
• Personal Development : Recognizing the strategies we use for impression management can lead to greater self-awareness and personal growth, as we align our external presentation with our internal values.
• Conflict Resolution : Awareness of self-presentation strategies can aid in resolving conflicts by understanding the motivations behind others’ behaviors and addressing the underlying issues.
• Mental Health : Understanding the effort involved in emotional labor and impression management can help in identifying when these efforts are leading to stress or burnout, prompting us to seek support or make changes.
• Authentic Relationships : By balancing self-presentation with authenticity, we can foster deeper and more genuine connections with others.
• Cultural Competence : Recognizing the role of social identity in self-presentation can enhance our sensitivity to cultural differences and improve cross-cultural communication.

Overall, these concepts can empower us to be more intentional in our interactions, leading to more fulfilling and effective communication in our personal and professional lives.

Associated Psychological Concepts to Self-Presentation Theory

Self-presentation theory is intricately connected to a variety of psychological concepts that help explain the behaviors and motivations behind how individuals present themselves to others. Here are some related concepts:

• Self-Concept : This refers to how people perceive themselves and their awareness of who they are. Self-presentation is often a reflection of one’s self-concept, as individuals attempt to project an image that aligns with their self-perception.
• Impression Management : This is the process by which individuals attempt to control the impressions others form of them. It involves a variety of strategies to influence others’ perceptions in a way that is favorable to the individual.
• Social Identity : The part of an individual’s self-concept derived from their membership in social groups. Self-presentation can be used to highlight certain aspects of one’s social identity.
• Cognitive Dissonance : This occurs when there is a discrepancy between one’s beliefs and behaviors. Self-presentation strategies may be employed to reduce cognitive dissonance by aligning one’s outward behavior with internal beliefs.
• Role Theory : Suggests that individuals behave in ways that align with the expectations of the social roles they occupy. Self-presentation can be seen as performing the appropriate role in a given context.
• Self-Es teem : The value one places on oneself. Self-presentation can be a means to enhance or protect one’s self-esteem by controlling how others view them.
• Self-Efficacy : One’s belief in their ability to succeed. Through self-presentation, individuals may seek to project confidence and competence to others, thereby reinforcing their own sense of self-efficacy.

These concepts are interrelated and contribute to the understanding of self-presentation theory as a whole, providing insight into the complex nature of social interactions and the motivations behind individuals’ efforts to influence how they are perceived by others.

A Few Words by Psychology Fanatic

In essence, self-presentation theory captures the multifaceted nature of human interaction, shedding light on the conscious and subconscious processes governing how individuals present themselves in the social arena. By unraveling the intricacies of impression management, researchers continue to unveil the complexities of human behavior and the underlying motivations that propel our interactions with others.

Last Update: April 29, 2024

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References:

Goffman, Erving (1956/ 2021 ). The Presentation of Self in Everyday Life. Anchor

Goleman, Daniel ( 2005 ). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books . Read on Kindle Books.

Haidt, Jonathan ( 2003 ). The Happiness Hypothesis: Finding Modern Truth in Ancient Wisdom. Basic Books ; 1st edition.

Jung, Carl Gustav (1961/ 2011 ). Memories, Dreams, Reflections. Vintage ; Reissue edition.

Banaji, Mahzarin R.; Greenwald, Anthony G. ( 2016 ). Blindspot: Hidden Biases of Good People.  Bantam ; Reprint edition.

Scheff, Thomas J. ( 1997 ). Shame in Social Theory. Editors Lansky, M. R. and Morrison, A. P. In The Widening Scope of Shame. ​ Routledge ; 1st edition.

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• Personality

Self-Presentation in the Digital World

Do traditional personality theories predict digital behaviour.

Posted August 31, 2021 | Reviewed by Chloe Williams

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• Personality theories can help explain real-world differences in self-presentation behaviours but they may not apply to online behaviours.
• In the real world, women have higher levels of behavioural inhibition tendencies than men and are more likely to avoid displeasing others.
• Based on this assumption, one would expect women to present themselves less on social media, but women tend to use social media more than men.

Digital technology allows people to construct and vary their self-identity more easily than they can in the real world. This novel digital- personality construction may, or may not, be helpful to that person in the long run, but it is certainly more possible than it is in the real world. Yet how this relates to "personality," as described by traditional personality theories, is not really known. Who will tend to manipulate their personality online, and would traditional personality theories predict these effects? A look at what we do know about gender differences in the real and digital worlds suggests that many aspects of digital behaviour may not conform to the expectations of personality theories developed for the real world.

Half a century ago, Goffman suggested that individuals establish social identities by employing self-presentation tactics and impression management . Self-presentational tactics are techniques for constructing or manipulating others’ impressions of the individual and ultimately help to develop that person’s identity in the eyes of the world. The ways other people react are altered by choosing how to present oneself – that is, self-presentation strategies are used for impression management . Others then uphold, shape, or alter that self-image , depending on how they react to the tactics employed. This implies that self-presentation is a form of social communication, by which people establish, maintain, and alter their social identity.

These self-presentational strategies can be " assertive " or "defensive." 1 Assertive strategies are associated with active control of the person’s self-image; and defensive strategies are associated with protecting a desired identity that is under threat. In the real world, the use of self-presentational tactics has been widely studied and has been found to relate to many behaviours and personalities 2 . Yet, despite the enormous amounts of time spent on social media , the types of self-presentational tactics employed on these platforms have not received a huge amount of study. In fact, social media appears to provide an ideal opportunity for the use of self-presentational tactics, especially assertive strategies aimed at creating an identity in the eyes of others.

Seeking to Experience Different Types of Reward

Social media allows individuals to present themselves in ways that are entirely reliant on their own behaviours – and not on factors largely beyond their ability to instantly control, such as their appearance, gender, etc. That is, the impression that the viewer of the social media post receives is dependent, almost entirely, on how or what another person posts 3,4 . Thus, the digital medium does not present the difficulties for individuals who wish to divorce the newly-presented self from the established self. New personalities or "images" may be difficult to establish in real-world interactions, as others may have known the person beforehand, and their established patterns of interaction. Alternatively, others may not let people get away with "out of character" behaviours, or they may react to their stereotype of the person in front of them, not to their actual behaviours. All of which makes real-life identity construction harder.

Engaging in such impression management may stem from motivations to experience different types of reward 5 . In terms of one personality theory, individuals displaying behavioural approach tendencies (the Behavioural Activation System; BAS) and behavioural inhibition tendencies (the Behavioural Inhibition System; BIS) will differ in terms of self-presentation behaviours. Those with strong BAS seek opportunities to receive or experience reward (approach motivation ); whereas, those with strong BIS attempt to avoid punishment (avoidance motivation). People who need to receive a lot of external praise may actively seek out social interactions and develop a lot of social goals in their lives. Those who are more concerned about not incurring other people’s displeasure may seek to defend against this possibility and tend to withdraw from people. Although this is a well-established view of personality in the real world, it has not received strong attention in terms of digital behaviours.

Real-World Personality Theories May Not Apply Online

One test bed for the application of this theory in the digital domain is predicted gender differences in social media behaviour in relation to self-presentation. Both self-presentation 1 , and BAS and BIS 6 , have been noted to show gender differences. In the real world, women have shown higher levels of BIS than men (at least, to this point in time), although levels of BAS are less clearly differentiated between genders. This view would suggest that, in order to avoid disapproval, women will present themselves less often on social media; and, where they do have a presence, adopt defensive self-presentational strategies.

The first of these hypotheses is demonstrably false – where there are any differences in usage (and there are not that many), women tend to use social media more often than men. What we don’t really know, with any certainty, is how women use social media for self-presentation, and whether this differs from men’s usage. In contrast to the BAS/BIS view of personality, developed for the real world, several studies have suggested that selfie posting can be an assertive, or even aggressive, behaviour for females – used in forming a new personality 3 . In contrast, sometimes selfie posting by males is related to less aggressive, and more defensive, aspects of personality 7 . It may be that women take the opportunity to present very different images of themselves online from their real-world personalities. All of this suggests that theories developed for personality in the real world may not apply online – certainly not in terms of putative gender-related behaviours.

We know that social media allows a new personality to be presented easily, which is not usually seen in real-world interactions, and it may be that real-world gender differences are not repeated in digital contexts. Alternatively, it may suggest that these personality theories are now simply hopelessly anachronistic – based on assumptions that no longer apply. If that were the case, it would certainly rule out any suggestion that such personalities are genetically determined – as we know that structure hasn’t changed dramatically in the last 20 years.

1. Lee, S.J., Quigley, B.M., Nesler, M.S., Corbett, A.B., & Tedeschi, J.T. (1999). Development of a self-presentation tactics scale. Personality and Individual Differences, 26(4), 701-722.

2. Laghi, F., Pallini, S., & Baiocco, R. (2015). Autopresentazione efficace, tattiche difensive e assertive e caratteristiche di personalità in Adolescenza. Rassegna di Psicologia, 32(3), 65-82.

3. Chua, T.H.H., & Chang, L. (2016). Follow me and like my beautiful selfies: Singapore teenage girls’ engagement in self-presentation and peer comparison on social media. Computers in Human Behavior, 55, 190-197.

4. Fox, J., & Rooney, M.C. (2015). The Dark Triad and trait self-objectification as predictors of men’s use and self-presentation behaviors on social networking sites. Personality and Individual Differences, 76, 161-165.

5. Hermann, A.D., Teutemacher, A.M., & Lehtman, M.J. (2015). Revisiting the unmitigated approach model of narcissism: Replication and extension. Journal of Research in Personality, 55, 41-45.

6. Carver, C.S., & White, T.L. (1994). Behavioral inhibition, behavioral activation, and affective responses to impending reward and punishment: the BIS/BAS scales. Journal of Personality and Social Psychology, 67(2), 319.

7. Sorokowski, P., Sorokowska, A., Frackowiak, T., Karwowski, M., Rusicka, I., & Oleszkiewicz, A. (2016). Sex differences in online selfie posting behaviors predict histrionic personality scores among men but not women. Computers in Human Behavior, 59, 368-373.

Phil Reed, Ph.D., is a professor of psychology at Swansea University.

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Self-Presentation

Self-presentation definition.

Self-presentation refers to how people attempt to present themselves to control or shape how others (called the audience) view them. It involves expressing oneself and behaving in ways that create a desired impression. Self-presentation is part of a broader set of behaviors called impression management. Impression management refers to the controlled presentation of information about all sorts of things, including information about other people or events. Self-presentation refers specifically to information about the self.

Self-Presentation History and Modern Usage

Early work on impression management focused on its manipulative, inauthentic uses that might typify a used car salesperson who lies to sell a car, or someone at a job interview who embellishes accomplishments to get a job. However, researchers now think of self-presentation more broadly as a pervasive aspect of life. Although some aspects of self-presentation are deliberate and effortful (and at times deceitful), other aspects are automatic and done with little or no conscious thought. For example, a woman may interact with many people during the day and may make different impressions on each person. When she starts her day at her apartment, she chats with her roommates and cleans up after breakfast, thereby presenting the image of being a good friend and responsible roommate. During classes, she responds to her professor’s questions and carefully takes notes, presenting the image of being a good student. Later that day, she calls her parents and tells them about her classes and other activities (although likely leaving out information about some activities), presenting the image of being a loving and responsible daughter. That night, she might go to a party or dancing with friends, presenting the image of being fun and easygoing. Although some aspects of these self-presentations may be deliberate and conscious, other aspects are not. For example, chatting with her roommates and cleaning up after breakfast may be habitual behaviors that are done with little conscious thought. Likewise, she may automatically hold the door open for an acquaintance or buy a cup of coffee for a friend. These behaviors, although perhaps not done consciously or with self-presentation in mind, nevertheless convey an image of the self to others.

Although people have the ability to present images that are false, self-presentations are often genuine; they reflect an attempt by the person to have others perceive him or her accurately, or at least consistent with how the person perceives himself or herself. Self-presentations can vary as a function of the audience; people present different aspects of themselves to different audiences or under different conditions. A man likely presents different aspects of himself to his close friends than he does to his elderly grandmother, and a woman may present a different image to her spouse than she does to her employer. This is not to say that these different images are false. Rather, they represent different aspects of the self. The self is much like a gem with multiple facets. The gem likely appears differently depending on the angle at which it is viewed. However, the various appearances are all genuine. Even if people present a self-image that they know to be false, they may begin to internalize the self-image and thereby eventually come to believe the self-pres

entation. For example, a man may initially present an image of being a good student without believing it to be genuine, but after attending all his classes for several weeks, visiting the professor during office hours, and asking questions during class, he may come to see himself as truly being a good student. This internalization process is most likely to occur when people make a public commitment to the self-image, when the behavior is at least somewhat consistent with their self-image, and when they receive positive feedback or other rewards for presenting the self-image.

Self-presentation is often directed to external audiences such as friends, lovers, employers, teachers, children, and even strangers. Self-presentation is more likely to be conscious when the presenter depends on the audience for some reward, expects to interact with the audience in the future, wants something from the audience, or values the audience’s approval. Yet self-presentation extends beyond audiences that are physically present to imagined audiences, and these imagined audiences can have distinct effects on behavior. A young man at a party might suddenly think about his parents and change his behavior from rambunctious to reserved. People sometimes even make self-presentations only for themselves. For instance, people want to claim certain identities, such as being fun, intelligent, kind, moral, and they may behave in line with these identities even in private.

Self-Presentation Goals

Self-presentation is inherently goal-directed; people present certain images because they benefit from the images in some way. The most obvious benefits are interpersonal, arising from getting others to do what one wants. A job candidate may convey an image of being hardworking and dependable to get a job; a salesperson may convey an image of being trustworthy and honest to achieve a sale. People may also benefit from their self-presentations by gaining respect, power, liking, or other desirable social rewards. Finally, people make certain impressions on others to maintain a sense of who they are, or their self-concept. For example, a man who wants to think of himself as a voracious reader might join a book club or volunteer at a library, or a woman who wishes to perceive herself as generous may contribute lavishly to a charitable cause. Even when there are few or no obvious benefits of a particular self-presentation, people may simply present an image that is consistent with the way they like to think about themselves, or at least the way they are accustomed to thinking about themselves.

Much of self-presentation is directed toward achieving one of two desirable images. First, people want to appear likeable. People like others who are attractive, interesting, and fun to be with. Thus, a sizable proportion of self-presentation revolves around developing, maintaining, and enhancing appearance and conveying and emphasizing characteristics that others desire, admire, and enjoy. Second, people want to appear competent. People like others who are skilled and able, and thus another sizable proportion of self-presentation revolves around conveying an image of competence. Yet, self-presentation is not so much about presenting desirable images as it is about presenting desired images, and some desired images are not necessarily desirable. For example, schoolyard bullies may present an image of being dangerous or intimidating to gain or maintain power over others. Some people present themselves as weak or infirmed (or exaggerate their weaknesses) to gain help from others. For instance, a member of a group project may display incompetence in the hope that other members will do more of the work, or a child may exaggerate illness to avoid going to school.

Self-Presentation Avenues

People self-present in a variety of ways. Perhaps most obviously, people self-present in what they say. These verbalizations can be direct claims of a particular image, such as when a person claims to be altruistic. They also can be indirect, such as when a person discloses personal behaviors or standards (e.g., “I volunteer at a hospital”). Other verbal presentations emerge when people express attitudes or beliefs. Divulging that one enjoys backpacking through Europe conveys the image that one is a world-traveler. Second, people self-present nonverbally in their physical appearance, body language, and other behavior. Smiling, eye contact, and nods of agreement can convey a wealth of information. Third, people self-present through the props they surround themselves with and through their associations. Driving an expensive car or flying first class conveys an image of having wealth, whereas an array of diplomas and certificates on one’s office walls conveys an image of education and expertise. Likewise, people judge others based on their associations. For example, being in the company of politicians or movie stars conveys an image of importance, and not surprisingly, many people display photographs of themselves with famous people. In a similar vein, high school students concerned with their status are often careful about which classmates they are seen and not seen with publicly. Being seen by others in the company of someone from a member of a disreputable group can raise questions about one’s own social standing.

Self-Presentation Pitfalls

Self-presentation is most successful when the image presented is consistent with what the audience thinks or knows to be true. The more the image presented differs from the image believed or anticipated by the audience, the less willing the audience will be to accept the image. For example, the lower a student’s grade is on the first exam, the more difficulty he or she will have in convincing a professor that he or she will earn an A on the next exam. Self-presentations are constrained by audience knowledge. The more the audience knows about a person, the less freedom the person has in claiming a particular identity. An audience that knows very little about a person will be more accepting of whatever identity the person conveys, whereas an audience that knows a great deal about a person will be less accepting.

People engaging in self-presentation sometimes encounter difficulties that undermine their ability to convey a desired image. First, people occasionally encounter the multiple audience problem, in which they must simultaneously present two conflicting images. For example, a student while walking with friends who know only her rebellious, impetuous side may run into her professor who knows only her serious, conscientious side. The student faces the dilemma of conveying the conflicting images of rebellious friend and serious student. When both audiences are present, the student must try to behave in a way that is consistent with how her friends view her, but also in a way that is consistent with how her professor views her. Second, people occasionally encounter challenges to their self-presentations. The audience may not believe the image the person presents. Challenges are most likely to arise when people are managing impressions through self-descriptions and the self-descriptions are inconsistent with other evidence. For example, a man who claims to be good driver faces a self-presentational dilemma if he is ticketed or gets in an automobile accident. Third, self-presentations can fail when people lack the cognitive resources to present effectively because, for example, they are tired, anxious, or distracted. For instance, a woman may yawn uncontrollably or reflexively check her watch while talking to a boring classmate, unintentionally conveying an image of disinterest.

Some of the most important images for people to convey are also the hardest. As noted earlier, among the most important images people want to communicate are likeability and competence. Perhaps because these images are so important and are often rewarded, audiences may be skeptical of accepting direct claims of likeability and competence from presenters, thinking that the person is seeking personal gain. Thus, people must resort to indirect routes to create these images, and the indirect routes can be misinterpreted. For example, the student who sits in the front row of the class and asks a lot of questions may be trying to project an image of being a competent student but may be perceived negatively as a teacher’s pet by fellow students.

Finally, there is a dark side to self-presentation. In some instances, the priority people place on their appearances or images can threaten their health. People who excessively tan are putting a higher priority on their appearance (e.g., being tan) than on their health (e.g., taking precautions to avoid skin cancer). Similarly, although condoms help protect against sexually transmitted diseases and unwanted pregnancy, self-presentational concerns may dissuade partners or potential partners from discussing, carrying, or using condoms. Women may fear that carrying condoms makes them seem promiscuous or easy, whereas men may fear that carrying condoms makes them seem presumptuous, as if they are expecting to have sex. Self-presentational concerns may also influence interactions with health care providers and may lead people to delay or avoid embarrassing medical tests and procedures or treatments for conditions that are embarrassing. For example, people may be reluctant to seek tests or treatment for sexually transmitted diseases, loss of bladder control, mental disorders, mental decline, or other conditions associated with weakness or incompetence. Finally, concerns with social acceptance may prompt young people to engage in risky behaviors such as excessive alcohol consumption, sexual promiscuity, or juvenile delinquency.

References:

• Jones, E. E., Pittman, T. S. (1982). Toward a general theory of strategic self-presentation. In J. Suls (Ed.), Psychological perspectives on the self (Vol. 1, pp. 231-260). Hillsdale, NJ: Erlbaum.
• Leary, M. R. (1996). Self-presentation: Impression management and interpersonal behavior. Boulder, CO: Westview Press.
• Leary, M. R., Tchividjian, L. R., & Kraxberger, B. E. (1994). Self-presentation can be hazardous to your health: Impression management and health risk. Health Psychology, 13, 461-470.
• Schlenker, B. R. (1980). Impression management: The self-concept, social identity, and interpersonal relations. Monterey, CA: Brooks/Cole.

12.2 Self-presentation

Learning objectives.

By the end of this section, you will be able to:

• Describe social roles and how they influence behavior
• Explain what social norms are and how they influence behavior
• Define script
• Describe the findings and criticisms of Zimbardo’s Stanford prison experiment

As you’ve learned, social psychology is the study of how people affect one another’s thoughts, feelings, and behaviors. We have discussed situational perspectives and social psychology’s emphasis on the ways in which a person’s environment, including culture and other social influences, affect behavior. In this section, we examine situational forces that have a strong influence on human behavior including social roles, social norms, and scripts. We discuss how humans use the social environment as a source of information, or cues, on how to behave. Situational influences on our behavior have important consequences, such as whether we will help a stranger in an emergency or how we would behave in an unfamiliar environment.

Social Roles

One major social determinant of human behavior is our social roles. A social role is a pattern of behavior that is expected of a person in a given setting or group (Hare, 2003). Each one of us has several social roles. You may be, at the same time, a student, a parent, an aspiring teacher, a son or daughter, a spouse, and a lifeguard. How do these social roles influence your behavior? Social roles are defined by culturally shared knowledge. That is, nearly everyone in a given culture knows what behavior is expected of a person in a given role. For example, what is the social role for a student? If you look around a college classroom you will likely see students engaging in studious behavior, taking notes, listening to the professor, reading the textbook, and sitting quietly at their desks ( Figure 12.8 ). Of course you may see students deviating from the expected studious behavior such as texting on their phones or using Facebook on their laptops, but in all cases, the students that you observe are attending class—a part of the social role of students.

Social roles, and our related behavior, can vary across different settings. How do you behave when you are engaging in the role of a child attending a family function? Now imagine how you behave when you are engaged in the role of employee at your workplace. It is very likely that your behavior will be different. Perhaps you are more relaxed and outgoing with your family, making jokes and doing silly things. But at your workplace you might speak more professionally, and although you may be friendly, you are also serious and focused on getting the work completed. These are examples of how our social roles influence and often dictate our behavior to the extent that identity and personality can vary with context (that is, in different social groups) (Malloy, Albright, Kenny, Agatstein & Winquist, 1997).

Social Norms

As discussed previously, social roles are defined by a culture’s shared knowledge of what is expected behavior of an individual in a specific role. This shared knowledge comes from social norms. A social norm is a group’s expectation of what is appropriate and acceptable behavior for its members—how they are supposed to behave and think (Deutsch & Gerard, 1955; Berkowitz, 2004). How are we expected to act? What are we expected to talk about? What are we expected to wear? In our discussion of social roles we noted that colleges have social norms for students’ behavior in the role of student and workplaces have social norms for employees’ behaviors in the role of employee. Social norms are everywhere including in families, gangs, and on social media outlets. What are some social norms on Instagram?

Connect the Concepts

Tweens, teens, and social norms.

My 11-year-old daughter, Janelle, recently told me she needed shorts and shirts for the summer, and that she wanted me to take her to a store at the mall that is popular with preteens and teens to buy them. I have noticed that many girls have clothes from that store, so I tried teasing her. I said, “All the shirts say ‘Aero’ on the front. If you are wearing a shirt like that and you have a substitute teacher, and the other girls are all wearing that type of shirt, won’t the substitute teacher think you are all named ‘Aero’?”

My daughter replied, in typical 11-year-old fashion, “Mom, you are not funny. Can we please go shopping?”

I tried a different tactic. I asked Janelle if having clothing from that particular store will make her popular. She replied, “No, it will not make me popular. It is what the popular kids wear. It will make me feel happier.” How can a label or name brand make someone feel happier? Think back to what you’ve learned about lifespan development . What is it about pre-teens and young teens that make them want to fit in ( Figure 12.9 )? Does this change over time? Think back to your high school experience, or look around your college campus. What is the main name brand clothing you see? What messages do we get from the media about how to fit in?

Because of social roles, people tend to know what behavior is expected of them in specific, familiar settings. A script is a person’s knowledge about the sequence of events expected in a specific setting (Schank & Abelson, 1977). How do you act on the first day of school, when you walk into an elevator, or are at a restaurant? For example, at a restaurant in the United States, if we want the server’s attention, we try to make eye contact. In Brazil, you would make the sound “psst” to get the server’s attention. You can see the cultural differences in scripts. To an American, saying “psst” to a server might seem rude, yet to a Brazilian, trying to make eye contact might not seem an effective strategy. Scripts are important sources of information to guide behavior in given situations. Can you imagine being in an unfamiliar situation and not having a script for how to behave? This could be uncomfortable and confusing. How could you find out about social norms in an unfamiliar culture?

Zimbardo’s Stanford Prison Experiment

The famous Stanford prison experiment , conducted by social psychologist Philip Zimbardo and his colleagues at Stanford University, demonstrated the power of social roles, social norms, and scripts. In the summer of 1971, an advertisement was placed in a California newspaper asking for male volunteers to participate in a study about the psychological effects of prison life. More than 70 men volunteered, and these volunteers then underwent psychological testing to eliminate candidates who had underlying psychiatric issues, medical issues, or a history of crime or drug abuse. The pool of volunteers was whittled down to 24 healthy male college students. Each student was paid $15 per day (equivalent to about $80 today) and was randomly assigned to play the role of either a prisoner or a guard in the study. Based on what you have learned about research methods, why is it important that participants were randomly assigned?

A mock prison was constructed in the basement of the psychology building at Stanford. Participants assigned to play the role of prisoners were “arrested” at their homes by Palo Alto police officers, booked at a police station, and subsequently taken to the mock prison. The experiment was scheduled to run for several weeks. To the surprise of the researchers, both the “prisoners” and “guards” assumed their roles with zeal. On the second day of the experiment, the guards forced the prisoners to strip, took their beds, and isolated the ringleaders using solitary confinement. In a relatively short time, the guards came to harass the prisoners in an increasingly sadistic manner, through a complete lack of privacy, lack of basic comforts such as mattresses to sleep on, and through degrading chores and late-night counts.

The prisoners, in turn, began to show signs of severe anxiety and hopelessness—they began tolerating the guards’ abuse. Even the Stanford professor who designed the study and was the head researcher, Philip Zimbardo, found himself acting as if the prison was real and his role, as prison supervisor, was real as well. After only six days, the experiment had to be ended due to the participants’ deteriorating behavior. Zimbardo explained,

At this point it became clear that we had to end the study. We had created an overwhelmingly powerful situation—a situation in which prisoners were withdrawing and behaving in pathological ways, and in which some of the guards were behaving sadistically. Even the “good” guards felt helpless to intervene, and none of the guards quit while the study was in progress. Indeed, it should be noted that no guard ever came late for his shift, called in sick, left early, or demanded extra pay for overtime work. (Zimbardo, 2013)

The Stanford Prison Experiment has been used as a memorable demonstration of the incredible power that social roles, norms, and scripts have in affecting human behavior. However, multiple aspects of the study have been subject to criticism since its inception. The nature of these criticisms range from ethical concerns to issues of generalizability (Bartels, Milovich, & Moussier, 2016; Griggs, 2014; Le Texier, 2019). One criticism is that the way students were recruited for the experiment may have impacted the outcome (Carnahan & McFarland, 2007). Another criticism questions the conclusions that can be drawn from the study. Zimbardo appears to have provided specific guidelines of the types of behaviors that were expected of the guards (Zimbardo, 2007). Subsequent research suggests that such guidelines likely created an expectation of the types of behavior that Zimbardo reported observing in the Stanford Prison Experiment (Bartels, 2019), and that given these expectations, the guards simply acted as they thought they were expected to act. It has also been problematic that attempts to replicate aspects of the study have not been successful. For example, when no guidelines were presented to the guards, researchers documented different outcomes than those observed by Zimbardo. (Reicher & Haslam, 2006).

The Stanford Prison Experiment has some parallels with the abuse of prisoners of war by U.S. Army troops and CIA personnel at the Abu Ghraib prison in 2003 and 2004 during the Iraq War. The offenses at Abu Ghraib were documented by photographs of the abuse, some taken by the abusers themselves ( Figure 12.10 ).

Link to Learning

Listen to this NPR interview with Philip Zimbardo where he discusses the parallels between the Stanford prison experiment and the Abu Ghraib prison in Iraq to learn more.

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• Book title: Psychology 2e
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• Location: Houston, Texas
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What It Takes to Give a Great Presentation

• Carmine Gallo

Five tips to set yourself apart.

Never underestimate the power of great communication. It can help you land the job of your dreams, attract investors to back your idea, or elevate your stature within your organization. But while there are plenty of good speakers in the world, you can set yourself apart out by being the person who can deliver something great over and over. Here are a few tips for business professionals who want to move from being good speakers to great ones: be concise (the fewer words, the better); never use bullet points (photos and images paired together are more memorable); don’t underestimate the power of your voice (raise and lower it for emphasis); give your audience something extra (unexpected moments will grab their attention); rehearse (the best speakers are the best because they practice — a lot).

I was sitting across the table from a Silicon Valley CEO who had pioneered a technology that touches many of our lives — the flash memory that stores data on smartphones, digital cameras, and computers. He was a frequent guest on CNBC and had been delivering business presentations for at least 20 years before we met. And yet, the CEO wanted to sharpen his public speaking skills.

• Carmine Gallo is a Harvard University instructor, keynote speaker, and author of 10 books translated into 40 languages. Gallo is the author of The Bezos Blueprint: Communication Secrets of the World’s Greatest Salesman  (St. Martin’s Press).

Partner Center

Week 3: Intrapersonal Communication and Self

Self-presentation.

How we perceive ourselves manifests in how we present ourselves to others. Self-presentation is the process of strategically concealing or revealing personal information in order to influence others’ perceptions. [1] We engage in this process daily and for different reasons. Although people occasionally intentionally deceive others in the process of self-presentation, in general we try to make a good impression while still remaining authentic. Since self-presentation helps meet our instrumental, relational, and identity needs, we stand to lose quite a bit if we are caught intentionally misrepresenting ourselves. In May of 2012, Yahoo!’s CEO resigned after it became known that he stated on official documents that he had two college degrees when he actually only had one. In a similar incident, a woman who had long served as the dean of admissions for the prestigious Massachusetts Institute of Technology was dismissed from her position after it was learned that she had only attended one year of college and had falsely indicated she had a bachelor’s and master’s degree. [2] Such incidents clearly show that although people can get away with such false self-presentation for a while, the eventual consequences of being found out are dire. As communicators, we sometimes engage in more subtle forms of inauthentic self-presentation. For example, a person may state or imply that they know more about a subject or situation than they actually do in order to seem smart or “in the loop.” During a speech, a speaker works on a polished and competent delivery to distract from a lack of substantive content. These cases of strategic self-presentation may not ever be found out, but communicators should still avoid them as they do not live up to the standards of ethical communication.

Consciously and competently engaging in self-presentation can have benefits because we can provide others with a more positive and accurate picture of who we are. People who are skilled at impression management are typically more engaging and confident, which allows others to pick up on more cues from which to form impressions. [3] Being a skilled self-presenter draws on many of the practices used by competent communicators, including becoming a higher self-monitor. When self-presentation skills and self-monitoring skills combine, communicators can simultaneously monitor their own expressions, the reaction of others, and the situational and social context. [4] Sometimes people get help with their self-presentation. Although most people can’t afford or wouldn’t think of hiring an image consultant, some people have started generously donating their self-presentation expertise to help others. Many people who have been riding the tough job market for a year or more get discouraged and may consider giving up on their job search. Now a project called “Style Me Hired” has started offering free makeovers to jobless people in order to offer them new motivation and help them make favorable impressions and hopefully get a job offer. [5]

People who have been out of work for a while may have difficulty finding the motivation to engage in the self-presentation behaviors needed to form favorable impressions.

There are two main types of self-presentation: prosocial and self-serving. [6] Prosocial self-presentation entails behaviors that present a person as a role model and make a person more likable and attractive. For example, a supervisor may call on her employees to uphold high standards for business ethics, model that behavior in her own actions, and compliment others when they exemplify those standards. Self-serving self-presentation entails behaviors that present a person as highly skilled, willing to challenge others, and someone not to be messed with. For example, a supervisor may publicly take credit for the accomplishments of others or publicly critique an employee who failed to meet a particular standard. In summary, prosocial strategies are aimed at benefiting others, while self-serving strategies benefit the self at the expense of others.

In general, we strive to present a public image that matches up with our self-concept, but we can also use self-presentation strategies to enhance our self-concept. [7]   When we present ourselves in order to evoke a positive evaluative response, we are engaging in self-enhancement. In the pursuit of self-enhancement, a person might try to be as appealing as possible in a particular area or with a particular person to gain feedback that will enhance one’s self-esteem. For example, a singer might train and practice for weeks before singing in front of a well-respected vocal coach but not invest as much effort in preparing to sing in front of friends. Although positive feedback from friends is beneficial, positive feedback from an experienced singer could enhance a person’s self-concept. Self-enhancement can be productive and achieved competently, or it can be used inappropriately. Using self-enhancement behaviors just to gain the approval of others or out of self-centeredness may lead people to communicate in ways that are perceived as phony or overbearing and end up making an unfavorable impression. [8]

“Getting Plugged In”

Self-presentation online: social media, digital trails, and your reputation.

Although social networking has long been a way to keep in touch with friends and colleagues, the advent of social media has made the process of making connections and those all-important first impressions much more complex. Just looking at Facebook as an example, we can clearly see that the very acts of constructing a profile, posting status updates, “liking” certain things, and sharing various information via Facebook features and apps is self-presentation. [9]   People also form impressions based on the number of friends we have and the photos and posts that other people tag us in. All this information floating around can be difficult to manage. So how do we manage the impressions we make digitally given that there is a permanent record?

Research shows that people overall engage in positive and honest self-presentation on Facebook. [10] Since people know how visible the information they post is, they may choose to only reveal things they think will form favorable impressions. But the mediated nature of Facebook also leads some people to disclose more personal information than they might otherwise in such a public or semipublic forum. These hyperpersonal disclosures run the risk of forming negative impressions based on who sees them. In general, the ease of digital communication, not just on Facebook, has presented new challenges for our self-control and information management. Sending someone a sexually provocative image used to take some effort before the age of digital cameras, but now “sexting” an explicit photo only takes a few seconds. So people who would have likely not engaged in such behavior before are more tempted to now, and it is the desire to present oneself as desirable or cool that leads people to send photos they may later regret. [11] In fact, new technology in the form of apps is trying to give people a little more control over the exchange of digital information. An iPhone app called “Snapchat” allows users to send photos that will only be visible for a few seconds. Although this isn’t a guaranteed safety net, the demand for such apps is increasing, which illustrates the point that we all now leave digital trails of information that can be useful in terms of our self-presentation but can also create new challenges in terms of managing the information floating around from which others may form impressions of us.

• What impressions do you want people to form of you based on the information they can see on your Facebook page?
• Have you ever used social media or the Internet to do “research” on a person? What things would you find favorable and unfavorable?
• Do you have any guidelines you follow regarding what information about yourself you will put online or not? If so, what are they? If not, why?
• Lauren J. Human et al., “Your Best Self Helps Reveal Your True Self: Positive Self-Presentation Leads to More Accurate Personality Impressions,” Social Psychological and Personality Sciences 3, no. 1 (2012): 23. ↵
• Lauren Webber and Melissa Korn, “Yahoo’s CEO among Many Notable Resume Flaps,” Wall Street Journal Blogs , May 7, 2012, accessed June 9, 2012, http://blogs.wsj.com/digits/2012/05/07/yahoos-ceo-among-many-notable-resume-flaps . ↵
• Lauren J. Human et al., “Your Best Self Helps Reveal Your True Self: Positive Self-Presentation Leads to More Accurate Personality Impressions,” Social Psychological and Personality Sciences 3, no. 1 (2012): 27. ↵
• John J. Sosik, Bruce J. Avolio, and Dong I. Jung, “Beneath the Mask: Examining the Relationship of Self-Presentation Attributes and Impression Management to Charismatic Leadership,” The Leadership Quarterly 13 (2002): 217. ↵
• “Style Me Hired,” accessed June 6, 2012, http://www.stylemehired.com . ↵
• Owen Hargie, Skilled Interpersonal Interaction: Research, Theory, and Practice (London: Routledge, 2011), 99–100. ↵
• John J. Sosik, Bruce J. Avolio, and Dong I. Jung, “Beneath the Mask: Examining the Relationship of Self-Presentation Attributes and Impression Management to Charismatic Leadership,” The Leadership Quarterly 13 (2002): 236. ↵
• Junghyun Kim and Jong-Eun Roselyn Lee, “The Facebook Paths to Happiness: Effects of the Number of Facebook Friends and Self-Presentation on Subjective Well-Being,” Cyberpsychology, Behavior, and Social Networking 14, no. 6 (2011): 360. ↵
• Natalie DiBlasio, “Demand for Photo-Erasing iPhone App Heats up Sexting Debate,” USA Today , May 7, 2012, accessed June 6, 2012, http://content.usatoday.com/communities/ondeadline/post/2012/05/demand-for-photo-erasing-iphone-app-heats-up-sexting-debate/1 . ↵
• Perceiving and Presenting Self. Authored by : Anonymous. Provided by : Anonymous. Located at : http://2012books.lardbucket.org/books/a-primer-on-communication-studies/s02-03-perceiving-and-presenting-self.html . License : CC BY-NC-SA: Attribution-NonCommercial-ShareAlike
• Image of man straightening tie. Authored by : Alex France. Located at : https://flic.kr/p/5UE1JQ . License : CC BY-SA: Attribution-ShareAlike

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12.3: Self-presentation

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Learning Objectives

• Describe social roles and how they influence behavior
• Explain what social norms are and how they influence behavior
• Define script
• Describe the findings of Zimbardo’s Stanford prison experiment

As you’ve learned, social psychology is the study of how people affect one another’s thoughts, feelings, and behaviors. We have discussed situational perspectives and social psychology’s emphasis on the ways in which a person’s environment, including culture and other social influences, affect behavior. In this section, we examine situational forces that have a strong influence on human behavior including social roles, social norms, and scripts. We discuss how humans use the social environment as a source of information, or cues, on how to behave. Situational influences on our behavior have important consequences, such as whether we will help a stranger in an emergency or how we would behave in an unfamiliar environment.

Social Roles

One major social determinant of human behavior is our social roles. A social role is a pattern of behavior that is expected of a person in a given setting or group (Hare, 2003). Each one of us has several social roles. You may be, at the same time, a student, a parent, an aspiring teacher, a son or daughter, a spouse, and a lifeguard. How do these social roles influence your behavior? Social roles are defined by culturally shared knowledge. That is, nearly everyone in a given culture knows what behavior is expected of a person in a given role. For example, what is the social role for a student? If you look around a college classroom you will likely see students engaging in studious behavior, taking notes, listening to the professor, reading the textbook, and sitting quietly at their desks (See figure \(\PageIndex{1}\)). Of course you may see students deviating from the expected studious behavior such as texting on their phones or using Facebook on their laptops, but in all cases, the students that you observe are attending class—a part of the social role of students.

Social roles, and our related behavior, can vary across different settings. How do you behave when you are engaging in the role of son or daughter and attending a family function? Now imagine how you behave when you are engaged in the role of employee at your workplace. It is very likely that your behavior will be different. Perhaps you are more relaxed and outgoing with your family, making jokes and doing silly things. But at your workplace you might speak more professionally, and although you may be friendly, you are also serious and focused on getting the work completed. These are examples of how our social roles influence and often dictate our behavior to the extent that identity and personality can vary with context (that is, in different social groups) (Malloy, Albright, Kenny, Agatstein & Winquist, 1997).

Social Norms

As discussed previously, social roles are defined by a culture’s shared knowledge of what is expected behavior of an individual in a specific role. This shared knowledge comes from social norms. A social norm is a group’s expectation of what is appropriate and acceptable behavior for its members—how they are supposed to behave and think (Deutsch & Gerard, 1955; Berkowitz, 2004). How are we expected to act? What are we expected to talk about? What are we expected to wear? In our discussion of social roles we noted that colleges have social norms for students’ behavior in the role of student and workplaces have social norms for employees’ behaviors in the role of employee. Social norms are everywhere including in families, gangs, and on social media outlets. What are some social norms on Facebook?

CONNECT THE CONCEPTS: Tweens, Teens, and Social Norms

My \(11\)-year-old daughter, Jessica, recently told me she needed shorts and shirts for the summer, and that she wanted me to take her to a store at the mall that is popular with preteens and teens to buy them. I have noticed that many girls have clothes from that store, so I tried teasing her. I said, “All the shirts say ‘Aero’ on the front. If you are wearing a shirt like that and you have a substitute teacher, and the other girls are all wearing that type of shirt, won’t the substitute teacher think you are all named ‘Aero’?”

My daughter replied, in typical \(11\)-year-old fashion, “Mom, you are not funny. Can we please go shopping?”

I tried a different tactic. I asked Jessica if having clothing from that particular store will make her popular. She replied, “No, it will not make me popular. It is what the popular kids wear. It will make me feel happier.” How can a label or name brand make someone feel happier? Think back to what you’ve learned about lifespan development . What is it about pre-teens and young teens that make them want to fit in (See figure \(\PageIndex{2}\))? Does this change over time? Think back to your high school experience, or look around your college campus. What is the main name brand clothing you see? What messages do we get from the media about how to fit in?

Because of social roles, people tend to know what behavior is expected of them in specific, familiar settings. A script is a person’s knowledge about the sequence of events expected in a specific setting (Schank & Abelson, 1977). How do you act on the first day of school, when you walk into an elevator, or are at a restaurant? For example, at a restaurant in the United States, if we want the server’s attention, we try to make eye contact. In Brazil, you would make the sound “psst” to get the server’s attention. You can see the cultural differences in scripts. To an American, saying “psst” to a server might seem rude, yet to a Brazilian, trying to make eye contact might not seem an effective strategy. Scripts are important sources of information to guide behavior in given situations. Can you imagine being in an unfamiliar situation and not having a script for how to behave? This could be uncomfortable and confusing. How could you find out about social norms in an unfamiliar culture?

Zimbardo's Stanford Prison Experiment

The famous Stanford prison experiment , conducted by social psychologist Philip Zimbardo and his colleagues at Stanford University, demonstrated the power of social roles, social norms, and scripts. In the summer of 1971, an advertisement was placed in a California newspaper asking for male volunteers to participate in a study about the psychological effects of prison life. More than \(70\) men volunteered, and these volunteers then underwent psychological testing to eliminate candidates who had underlying psychiatric issues, medical issues, or a history of crime or drug abuse. The pool of volunteers was whittled down to \(24\) healthy male college students. Each student was paid \(\$15\) per day and was randomly assigned to play the role of either a prisoner or a guard in the study. Based on what you have learned about research methods, why is it important that participants were randomly assigned?

A mock prison was constructed in the basement of the psychology building at Stanford. Participants assigned to play the role of prisoners were “arrested” at their homes by Palo Alto police officers, booked at a police station, and subsequently taken to the mock prison. The experiment was scheduled to run for several weeks. To the surprise of the researchers, both the “prisoners” and “guards” assumed their roles with zeal. In fact, on day 2, some of the prisoners revolted, and the guards quelled the rebellion by threatening the prisoners with night sticks. In a relatively short time, the guards came to harass the prisoners in an increasingly sadistic manner, through a complete lack of privacy, lack of basic comforts such as mattresses to sleep on, and through degrading chores and late-night counts.

The prisoners, in turn, began to show signs of severe anxiety and hopelessness—they began tolerating the guards’ abuse. Even the Stanford professor who designed the study and was the head researcher, Philip Zimbardo, found himself acting as if the prison was real and his role, as prison supervisor, was real as well. After only six days, the experiment had to be ended due to the participants’ deteriorating behavior. Zimbardo explained,

At this point it became clear that we had to end the study. We had created an overwhelmingly powerful situation—a situation in which prisoners were withdrawing and behaving in pathological ways, and in which some of the guards were behaving sadistically. Even the “good” guards felt helpless to intervene, and none of the guards quit while the study was in progress. Indeed, it should be noted that no guard ever came late for his shift, called in sick, left early, or demanded extra pay for overtime work. (Zimbardo, 2013)

The Stanford prison experiment demonstrated the power of social roles, norms, and scripts in affecting human behavior. The guards and prisoners enacted their social roles by engaging in behaviors appropriate to the roles: The guards gave orders and the prisoners followed orders. Social norms require guards to be authoritarian and prisoners to be submissive. When prisoners rebelled, they violated these social norms, which led to upheaval. The specific acts engaged by the guards and the prisoners derived from scripts. For example, guards degraded the prisoners by forcing them do push-ups and by removing all privacy. Prisoners rebelled by throwing pillows and trashing their cells. Some prisoners became so immersed in their roles that they exhibited symptoms of mental breakdown; however, according to Zimbardo, none of the participants suffered long term harm (Alexander, 2001).

The Stanford Prison Experiment has some parallels with the abuse of prisoners of war by U.S. Army troops and CIA personnel at the Abu Ghraib prison in 2003 and 2004. The offenses at Abu Ghraib were documented by photographs of the abuse, some taken by the abusers themselves (See fig. 12.2.3).

Human behavior is largely influenced by our social roles, norms, and scripts. In order to know how to act in a given situation, we have shared cultural knowledge of how to behave depending on our role in society. Social norms dictate the behavior that is appropriate or inappropriate for each role. Each social role has scripts that help humans learn the sequence of appropriate behaviors in a given setting. The famous Stanford prison experiment is an example of how the power of the situation can dictate the social roles, norms, and scripts we follow in a given situation, even if this behavior is contrary to our typical behavior.

Contributors and Attributions

Rose M. Spielman with many significant contributors. The OpenStax name, OpenStax logo, OpenStax book covers, OpenStax CNX name, and OpenStax CNX logo are not subject to the creative commons license and may not be reproduced without the prior and express written consent of Rice University. For questions regarding this license, please contact  [email protected] .Textbook content produced by OpenStax College is licensed under a  Creative Commons Attribution License 4.0  license. Download for free at http://cnx.org/contents/[email protected] .

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Learn, Grow, Achieve!

SELF-PRESENTATION STRATEGIES

Posted on February 12, 2020 June 2, 2022 Author Dr. Balaji Niwlikar 3 Comments

Self-concept

‘Self ’ and ‘self-concept’ are used interchangeably to refer to an individual’s overall self-awareness.

‘The self is the individual as known to the individual’. (Murphy, 1947)

Burns (1980) defines it as ‘the set of attitudes a person holds towards himself’.

According to Leary (2004), the self is a cognitive structure that permits self-reflection and organizes information about oneself.

Click here for Practice MCQ Test

Self-presentation

Self-presentation is how we perceive ourselves whether that be in front of others or alone.

Self-presentation is behaviour that attempts to convey some information about oneself or some image of oneself to other people.

Self-presentation is the set of method and strategies, we use selectively to apply in the situation to shape and enhance or to change our self-image to others.

It can be conscious or unconscious.

Self-presentation strategies

Strategic self-presentation- the process of constructing and presenting the self in order to shape other people’s impressions and achieve ulterior goals.

Example –Image, we put on social media sites. we choose it carefully.

Self-presentations can become automatic with practice. Not being able to project an appropriately presented self causes embarrassment.  These presented self rarely judged as harshly as we think.

Thus Social acceptance is a very strong motive. We want to appear friendly, likeable, and honest. We are less concerned about appearing competent and intelligent.

There are seven different strategies with different goals.

Ingratiation –

Edward E. Jones, Ingratiation is a psychological technique in which an individual attempt to  influence another person by becoming more likeable to their target. We try to shapes other’s impression through flattery. It increases the recipient’s self-esteem. This is the most common self-presentation strategy.

There are 3 types –

• Acquisitive ingratiation : Goal of obtaining something from others.
• Protective Ingratiation : To prevent possible negative consequences
• Significance ingratiation : To cultivate respect/approval from others, rather than an explicit reward.

Example –Towards Boss, a salesperson will appreciate our choice to get the tip.

Under representing own positive traits, contributions, or accomplishments to be humbler.  Moderating the estimation of one’s own abilities, sometimes seen as self-deprecation.

Very effective in increasing likeability.

Preserves high levels of perceived competence and honesty.

Women do it more frequently with greater effect.

Limitation – it is only effective when others are aware of an individual’s accomplishments.

Self-promotion –

Self-promotion conveyance of positive information through one’s behaviour or by telling others about once positive asset and accomplishment.

Desire to be respected for intelligence and competence.

Commonly during work-related interactions.

used more frequently by men.

Exemplification –

 A strategy for  self-presentation  that involves inducing other people to regard one as a highly moral, virtuous person whose actions are consistent with positive, shared values.

This strategy is used to elicit the perception of integrity and moral worthiness while arousing guild and ammunition in others.

A person can accomplish  exemplification  by presenting him- or herself as honest, disciplined, self-sacrificing, generous, or principled.

The individual appears absorbed by devotion to some cause and suffers from the welfare of others

Can foster strong loyalty and group cohesion.

Others might feel inadequate in the face of their own shortcomings

Example- Sending coworker home whiling doing work alone.

Intimidation-

An individual produces fear and gains power by convincing others they are powerful and/ or dangerous.

It can be overt or covert.

Example – direct threat or implied threat.

Supplication–

Advertise the weakness or dependence, hoping the solicit help for sympathy out of a sense of social obligation.

Example homeless asking money to strangers.

Limitation- the people tend to blame the victim believing suffering is self-inflicted or judge an individual as poorly functioning .

7 Self-Handicapping–

An individual creates an obstacle to his or her own performance.

• to provide an excuse for failure
• to enhance the success

Most likely use when being evaluated on skills or attributes Central to self-concept.

• Self-reported handicapping

Complaining about illness or stress-induced ailment to engage in a task, work, exam etc.

It will provide an excuse for failure without hampering the performance. It can increase performance by lowering expectations does reducing anxiety.

Both men and women use.

2. Behavioural self-handicapping-

Not adequately preparing for a task or by using drugs or alcohol to inhabit performance for work.

Men use it more usually than women; Possibly because men are more competitive and driven by public standards in performance situations.

The danger with this strategy is people can perceive you as lazy or unmotivated.

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71 Self-presentation

[latexpage]

Learning Objectives

By the end of this section, you will be able to:

• Describe social roles and how they influence behavior
• Explain what social norms are and how they influence behavior
• Define script
• Describe the findings of Zimbardo’s Stanford prison experiment

As you’ve learned, social psychology is the study of how people affect one another’s thoughts, feelings, and behaviors. We have discussed situational perspectives and social psychology’s emphasis on the ways in which a person’s environment, including culture and other social influences, affect behavior. In this section, we examine situational forces that have a strong influence on human behavior including social roles, social norms, and scripts. We discuss how humans use the social environment as a source of information, or cues, on how to behave. Situational influences on our behavior have important consequences, such as whether we will help a stranger in an emergency or how we would behave in an unfamiliar environment.

SOCIAL ROLES

One major social determinant of human behavior is our social roles. A social role is a pattern of behavior that is expected of a person in a given setting or group (Hare, 2003). Each one of us has several social roles. You may be, at the same time, a student, a parent, an aspiring teacher, a son or daughter, a spouse, and a lifeguard. How do these social roles influence your behavior? Social roles are defined by culturally shared knowledge. That is, nearly everyone in a given culture knows what behavior is expected of a person in a given role. For example, what is the social role for a student? If you look around a college classroom you will likely see students engaging in studious behavior, taking notes, listening to the professor, reading the textbook, and sitting quietly at their desks ( [link] ). Of course you may see students deviating from the expected studious behavior such as texting on their phones or using Facebook on their laptops, but in all cases, the students that you observe are attending class—a part of the social role of students.

Social roles, and our related behavior, can vary across different settings. How do you behave when you are engaging in the role of son or daughter and attending a family function? Now imagine how you behave when you are engaged in the role of employee at your workplace. It is very likely that your behavior will be different. Perhaps you are more relaxed and outgoing with your family, making jokes and doing silly things. But at your workplace you might speak more professionally, and although you may be friendly, you are also serious and focused on getting the work completed. These are examples of how our social roles influence and often dictate our behavior to the extent that identity and personality can vary with context (that is, in different social groups) (Malloy, Albright, Kenny, Agatstein & Winquist, 1997).

SOCIAL NORMS

As discussed previously, social roles are defined by a culture’s shared knowledge of what is expected behavior of an individual in a specific role. This shared knowledge comes from social norms. A social norm is a group’s expectation of what is appropriate and acceptable behavior for its members—how they are supposed to behave and think (Deutsch & Gerard, 1955; Berkowitz, 2004). How are we expected to act? What are we expected to talk about? What are we expected to wear? In our discussion of social roles we noted that colleges have social norms for students’ behavior in the role of student and workplaces have social norms for employees’ behaviors in the role of employee. Social norms are everywhere including in families, gangs, and on social media outlets. What are some social norms on Facebook?

My 11-year-old daughter, Jessica, recently told me she needed shorts and shirts for the summer, and that she wanted me to take her to a store at the mall that is popular with preteens and teens to buy them. I have noticed that many girls have clothes from that store, so I tried teasing her. I said, “All the shirts say ‘Aero’ on the front. If you are wearing a shirt like that and you have a substitute teacher, and the other girls are all wearing that type of shirt, won’t the substitute teacher think you are all named ‘Aero’?”

My daughter replied, in typical 11-year-old fashion, “Mom, you are not funny. Can we please go shopping?”

I tried a different tactic. I asked Jessica if having clothing from that particular store will make her popular. She replied, “No, it will not make me popular. It is what the popular kids wear. It will make me feel happier.” How can a label or name brand make someone feel happier? Think back to what you’ve learned about lifespan development . What is it about pre-teens and young teens that make them want to fit in ( [link] )? Does this change over time? Think back to your high school experience, or look around your college campus. What is the main name brand clothing you see? What messages do we get from the media about how to fit in?

Because of social roles, people tend to know what behavior is expected of them in specific, familiar settings. A script is a person’s knowledge about the sequence of events expected in a specific setting (Schank & Abelson, 1977). How do you act on the first day of school, when you walk into an elevator, or are at a restaurant? For example, at a restaurant in the United States, if we want the server’s attention, we try to make eye contact. In Brazil, you would make the sound “psst” to get the server’s attention. You can see the cultural differences in scripts. To an American, saying “psst” to a server might seem rude, yet to a Brazilian, trying to make eye contact might not seem an effective strategy. Scripts are important sources of information to guide behavior in given situations. Can you imagine being in an unfamiliar situation and not having a script for how to behave? This could be uncomfortable and confusing. How could you find out about social norms in an unfamiliar culture?

ZIMBARDO’S STANFORD PRISON EXPERIMENT

The famous Stanford prison experiment , conducted by social psychologist Philip Zimbardo and his colleagues at Stanford University, demonstrated the power of social roles, social norms, and scripts. In the summer of 1971, an advertisement was placed in a California newspaper asking for male volunteers to participate in a study about the psychological effects of prison life. More than 70 men volunteered, and these volunteers then underwent psychological testing to eliminate candidates who had underlying psychiatric issues, medical issues, or a history of crime or drug abuse. The pool of volunteers was whittled down to 24 healthy male college students. Each student was paid $15 per day and was randomly assigned to play the role of either a prisoner or a guard in the study. Based on what you have learned about research methods, why is it important that participants were randomly assigned?

A mock prison was constructed in the basement of the psychology building at Stanford. Participants assigned to play the role of prisoners were “arrested” at their homes by Palo Alto police officers, booked at a police station, and subsequently taken to the mock prison. The experiment was scheduled to run for several weeks. To the surprise of the researchers, both the “prisoners” and “guards” assumed their roles with zeal. In fact, on day 2, some of the prisoners revolted, and the guards quelled the rebellion by threatening the prisoners with night sticks. In a relatively short time, the guards came to harass the prisoners in an increasingly sadistic manner, through a complete lack of privacy, lack of basic comforts such as mattresses to sleep on, and through degrading chores and late-night counts.

The prisoners, in turn, began to show signs of severe anxiety and hopelessness—they began tolerating the guards’ abuse. Even the Stanford professor who designed the study and was the head researcher, Philip Zimbardo, found himself acting as if the prison was real and his role, as prison supervisor, was real as well. After only six days, the experiment had to be ended due to the participants’ deteriorating behavior. Zimbardo explained,

At this point it became clear that we had to end the study. We had created an overwhelmingly powerful situation—a situation in which prisoners were withdrawing and behaving in pathological ways, and in which some of the guards were behaving sadistically. Even the “good” guards felt helpless to intervene, and none of the guards quit while the study was in progress. Indeed, it should be noted that no guard ever came late for his shift, called in sick, left early, or demanded extra pay for overtime work. (Zimbardo, 2013)

The Stanford prison experiment demonstrated the power of social roles, norms, and scripts in affecting human behavior. The guards and prisoners enacted their social roles by engaging in behaviors appropriate to the roles: The guards gave orders and the prisoners followed orders. Social norms require guards to be authoritarian and prisoners to be submissive. When prisoners rebelled, they violated these social norms, which led to upheaval. The specific acts engaged by the guards and the prisoners derived from scripts. For example, guards degraded the prisoners by forcing them do push-ups and by removing all privacy. Prisoners rebelled by throwing pillows and trashing their cells. Some prisoners became so immersed in their roles that they exhibited symptoms of mental breakdown; however, according to Zimbardo, none of the participants suffered long term harm (Alexander, 2001).

The Stanford Prison Experiment has some parallels with the abuse of prisoners of war by U.S. Army troops and CIA personnel at the Abu Ghraib prison in 2003 and 2004. The offenses at Abu Ghraib were documented by photographs of the abuse, some taken by the abusers themselves ( [link] ).

Visit this website to hear an NPR interview with Philip Zimbardo where he discusses the parallels between the Stanford prison experiment and the Abu Ghraib prison in Iraq.

Human behavior is largely influenced by our social roles, norms, and scripts. In order to know how to act in a given situation, we have shared cultural knowledge of how to behave depending on our role in society. Social norms dictate the behavior that is appropriate or inappropriate for each role. Each social role has scripts that help humans learn the sequence of appropriate behaviors in a given setting. The famous Stanford prison experiment is an example of how the power of the situation can dictate the social roles, norms, and scripts we follow in a given situation, even if this behavior is contrary to our typical behavior.

Review Questions

A(n) ________ is a set of group expectations for appropriate thoughts and behaviors of its members.

• social role
• social norm
• attribution

On his first day of soccer practice, Jose suits up in a t-shirt, shorts, and cleats and runs out to the field to join his teammates. Jose’s behavior is reflective of ________.

• social influence
• good athletic behavior
• normative behavior

When it comes to buying clothes, teenagers often follow social norms; this is likely motivated by ________.

• following parents’ rules
• saving money
• looking good

In the Stanford prison experiment, even the lead researcher succumbed to his role as a prison supervisor. This is an example of the power of ________ influencing behavior.

• social norms
• social roles

Critical Thinking Questions

Why didn’t the “good” guards in the Stanford prison experiment object to other guards’ abusive behavior? Were the student prisoners simply weak people? Why didn’t they object to being abused?

The good guards were fulfilling their social roles and they did not object to other guards’ abusive behavior because of the power of the situation. In addition, the prison supervisor’s behavior sanctioned the guards’ negative treatment of prisoners. The prisoners were not weak people; they were recruited because they were healthy, mentally stable adults. The power of their social role influenced them to engage in subservient prisoner behavior. The script for prisoners is to accept abusive behavior from authority figures, especially for punishment, when they do not follow the rules.

Describe how social roles, social norms, and scripts were evident in the Stanford prison experiment. How can this experiment be applied to everyday life? Are there any more recent examples where people started fulfilling a role and became abusive?

Social roles were in play as each participant acted out behaviors appropriate to his role as prisoner, guard, or supervisor. Scripts determined the specific behaviors the guards and prisoners displayed, such as humiliation and passivity. The social norms of a prison environment sanctions abuse of prisoners since they have lost many of their human rights and became the property of the government. This experiment can be applied to other situations in which social norms, roles, and scripts dictate our behavior, such as in mob behavior. A more recent example of similar behavior was the abuse of prisoners by American soldiers who were working as prison guards at the Abu Ghraib prison in Iraq.

Personal Application Questions

Try attending a religious service very different from your own and see how you feel and behave without knowing the appropriate script. Or, try attending an important, personal event that you have never attended before, such as a bar mitzvah (a coming-of-age ritual in Jewish culture), a quinceañera (in some Latin American cultures a party is given to a girl who is turning 15 years old), a wedding, a funeral, or a sporting event new to you, such as horse racing or bull riding. Observe and record your feelings and behaviors in this unfamiliar setting for which you lack the appropriate script. Do you silently observe the action, or do you ask another person for help interpreting the behaviors of people at the event? Describe in what ways your behavior would change if you were to attend a similar event in the future?

Name and describe at least three social roles you have adopted for yourself. Why did you adopt these roles? What are some roles that are expected of you, but that you try to resist?

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Self-Presentation Theory: Self-Construction and Audience Pleasing

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Self-presentation is behavior that attempts to convey some information about oneself or some image of oneself to other people. It denotes a class of motivations in human behavior. These motivations are in part stable dispositions of individuals but they depend on situational factors to elicit them. Specifically, self-presentational motivations are activated by the evaluative presence of other people and by others’ (even potential) knowledge of one’s behavior.

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Baumeister, R.F., Hutton, D.G. (1987). Self-Presentation Theory: Self-Construction and Audience Pleasing. In: Mullen, B., Goethals, G.R. (eds) Theories of Group Behavior. Springer Series in Social Psychology. Springer, New York, NY. https://doi.org/10.1007/978-1-4612-4634-3_4

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5 Tips to Boost Your Presentation Skills and Wow Your Audience

• The Speaker Lab
• May 24, 2024

Table of Contents

Crafting an unforgettable presentation requires more than just compelling content. The way you deliver your message is just as important. No matter your role—CEO, entrepreneur, author, professor, coach, or consultant—honing your presentation skills is key to effectively communicating your ideas and making a memorable impact on your audience. It may not always be easy, but we’re here to help. To help you nail it every time, we’ve compiled 10 essential tips for honing your presentation skills . From knowing your audience to practicing confident body language, we have the guidance you need to give a presentation that’s effective and memorable.

5 Essential Tips for Delivering a Killer Presentation

You’ve probably sat through your fair share of presentations—some good, some not so good. The difference between an effective presentation and one that falls flat often comes down to a few key factors. If you want to improve your skills and deliver a presentation that engages your audience, here are some essential tips you need to keep in mind.

1. Understand Your Audience

Before you even start putting together your presentation, you need to take some time to understand who you’ll be speaking to. What are their needs, interests, and expectations? What level of knowledge do they have about your topic?

Tailoring your content and delivery style to your specific audience is crucial for making a real connection and delivering value. For instance, if you’re giving a presentation to a group of executives who are pressed for time, you’ll probably want to give them key takeaways upfront. By adapting your approach and leading with the most important points, you would be able to better hold your audience’s attention and make a strong impact.

2. Practice Makes Perfect

If you only go away with one tip today, then know that having the discipline to practice is an essential presentation skill. Rehearsing your talk multiple times helps you build confidence, refine your delivery, and ensure a smooth flow. Make sure to practice out loud, as if you’re in front of the actual audience. You can even record yourself and watch the video back to identify areas for improvement. It might feel awkward at first, but it can make a huge difference in your final delivery.

3. Engage with Eye Contact

Making eye contact with your audience is one of the most powerful ways to connect with them and keep them engaged. When you look people in the eye, it builds trust and shows that you’re confident in what you’re saying.

During your presentation, make a point to scan the room and make brief eye contact with individuals in different sections. It creates a sense of intimacy and makes people feel like you’re speaking directly to them. Just be sure to keep it natural and avoid staring anyone down.

4. Use Compelling Visuals

Visuals can be a game-changer when it comes to delivering an effective presentation. Well-designed slides, images, and videos help reinforce your message, break up text-heavy content, and keep your audience interested.

The key is to use visuals strategically, not just for the sake of having them. Every visual element should serve a clear purpose and enhance your overall message. And don’t forget about quality—blurry images or cluttered slides can be more distracting than helpful.

5. Tell a Story

Humans are wired to respond to stories. Integrating storytelling into your presentation is a fantastic way to make your content more engaging, memorable, and relatable.

Think about how you can structure your presentation as a narrative arc, with a clear beginning, middle, and end. Use anecdotes, case studies, and examples to illustrate your points and create an emotional connection with your audience. Some of the best presentations are the ones that take the audience on a journey and leave them feeling inspired.

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Master Your Body Language for Maximum Impact

Your body language can speak volumes during a presentation, often conveying just as much as your words. Mastering non-verbal communication is key to delivering a killer presentation that commands attention and leaves a lasting impression. Below are our tips for improving this presentation skill.

Maintain Confident Posture

How you carry yourself on stage can instantly impact your perceived confidence and credibility. Stand tall, keep your shoulders back, and maintain a stable, grounded stance. Avoid slouching, fidgeting, or shifting your weight from side to side, as these habits can make you appear nervous or unsure.

In addition, make a conscious effort to take up space and own the room. It’s not about being arrogant, but about projecting self-assurance and authority. Practice power poses beforehand to get in the right headspace and boost your confidence.

Use Gestures Purposefully

Incorporating hand gestures can add emphasis, clarity, and visual interest to your presentation. However, it’s important to use them purposefully and avoid overdoing it.

What’s our tip for improving this presentation skill? Use open, expansive gestures to convey confidence and inclusivity. Pointing can be effective for directing attention or making a strong point, but use it sparingly. Avoid crossing your arms or putting your hands in your pockets, as these positions can make you seem closed off or disengaged.

Vary Your Tone and Pace

Your voice is a powerful tool for engaging your audience and keeping them interested. Vary your tone, pitch, and pacing throughout your presentation to add dynamic energy and prevent monotony.

Speak with enthusiasm and conviction, allowing your passion for the topic to shine through. Use strategic pauses for emphasis or to give the audience a moment to process a key point. Adjust your volume and speed based on the room size and acoustics.

Avoid Distracting Mannerisms

Distracting mannerisms can quickly derail an otherwise great presentation. Be aware of any nervous tics or habits you might have, such as playing with your hair, clicking a pen, or saying “um” or “like” excessively.

Practice self-awareness and work on minimizing these behaviors. It can be helpful to video record yourself and watch it back to identify any distracting mannerisms you might not realize you have. Remember, the goal is to keep the focus on your message, not your quirks.

Overcoming Stage Fright and Nerves

Even the most seasoned presenters can experience stage fright and nerves. The key is to have strategies in place to manage those feelings and deliver a confident, impactful presentation.

Prepare Thoroughly

One of the best ways to combat stage fright is to be thoroughly prepared. When you know your material inside and out, it gives you a solid foundation to fall back on, even if nerves start to creep in.

For instance, you might create a detailed outline of your presentation, including key points, transitions, and any important data or examples. Using the outline, practice delivering the content out loud multiple times until it feels natural and conversational. When it’s time to actually present, you can fall back on the outline if you feel yourself start to get nervous.

Visualize Success

Visualization is a powerful tool for boosting confidence and calming nerves. In the days leading up to your presentation, take some time to close your eyes and imagine yourself delivering your talk with ease and conviction. Picture the audience responding positively, nodding along, and applauding at the end. Envision yourself feeling calm, confident, and in control. The more vividly you can imagine a successful outcome, the more likely you are to achieve it.

Breathe Deeply

Although tips on breathing exercises might seem unrelated, they’re actually an invaluable presentation skill. Think about it. When we’re nervous, our breathing tends to become shallow and rapid. This can exacerbate feelings of anxiety and make it harder to think clearly.

Before and during your presentation, focus on taking slow, deep breaths from your diaphragm. Inhale through your nose for a count of four, hold for four, then exhale through your mouth for a count of four. This simple technique can help calm your nerves and center your mind.

Focus on Your Message

When stage fright starts to take hold, it’s easy to get caught up in worries about how you’re coming across or what the audience might be thinking. Instead, try to shift your focus to your message and the value you’re providing.

Remind yourself of why your topic matters and how it can benefit your audience. Concentrate on delivering your content with clarity, conviction, and enthusiasm. When you’re passionate about what you’re saying, it shines through and connects with your listeners.

Crafting Memorable and Engaging Content

No matter how polished your delivery is, the foundation of a killer presentation is always the content itself. Crafting a memorable and engaging message is essential for making a lasting impact on your audience.

Start Strong

The opening moments of your presentation are crucial for capturing your audience’s attention and setting the tone for what’s to come. Don’t waste this opportunity with a generic introduction or a long-winded anecdote.

Instead, start with a bang. Use a surprising statistic, a thought-provoking question, or a bold statement that immediately grabs people’s interest. Make it clear why your topic matters and what your audience stands to gain from listening to you. Practice these tips and you’ll have this presentation skill mastered in no time.

Use Examples and Anecdotes

Abstract concepts and dry data can be difficult for audiences to grasp and remember. That’s where examples and anecdotes come in. These concrete illustrations help bring your ideas to life and make them more relatable.

When crafting your presentation, always look for opportunities to weave in real-world examples, case studies, or personal stories that reinforce your key points. Not only do these elements make the content more engaging, but they also help the audience see how the information applies to their own lives and experiences.

Incorporate Humor

Injecting humor into your presentation can be a great way to break the ice, lighten the mood, and keep your audience engaged. A well-timed joke or a witty observation can make your message more memorable and help you connect with your listeners on a human level.

Of course, it’s important to use humor judiciously and appropriately. Make sure your jokes are relevant to your topic and won’t offend or alienate anyone in the audience.

End with a Call to Action

Your presentation shouldn’t just be informative—it should also be actionable. As you near the end of your talk, be sure to include a clear and compelling call to action.

What do you want your audience to do with the information you’ve shared? Is there a specific step they can take to apply your ideas or further their learning? Make it explicit and easy for them to follow through.

You can also end your presentation with a challenge or a question that encourages the audience to reflect on how they can put the content into practice. It’s a powerful way to drive home your message and ensure that your words have a lasting impact.

Handling Questions and Audience Interaction

One of the most daunting aspects of giving a presentation can be handling questions from the audience. But with the right approach, this interaction can actually be an opportunity to reinforce your message and build credibility. Below are some tips on how to improve this presentation skill and close out your speech with confidence.

Anticipate Common Questions

Before your presentation, take some time to brainstorm the questions your audience is likely to ask. Consider their background, their level of knowledge on the topic, and any potential objections or concerns they might have.

Once you have a list of anticipated questions, practice answering them out loud. This will help you feel more prepared and confident when the time comes to address them in real-time.

Listen Attentively

When an audience member asks a question, give them your full attention. Make eye contact, nod to show you’re listening, and avoid interrupting or rushing to respond. If the question is lengthy or convoluted, don’t be afraid to ask for clarification. Paraphrasing the question back to the asker can also help ensure that you’ve understood it correctly and give you a moment to gather your thoughts.

Respond Concisely

When answering questions, aim to be concise and to the point. Avoid rambling or getting sidetracked by tangential information. Stick to the key facts and insights that directly address the question at hand.

If a question requires a more in-depth response than time allows, offer to follow up with the individual after the presentation. You can also direct them to additional resources or materials that provide more detail on the topic.

Redirect Off-topic Queries

Occasionally, you may receive a question that is off-topic or not directly relevant to your presentation. In these cases, it’s important to acknowledge the question while gently redirecting the conversation back to your main points.

You might say something like, “That’s an interesting question, but it’s a bit outside the scope of what we’re focusing on today. Let’s talk more about [relevant topic] and how it relates to [your key message].”

Remember, your goal is to keep the discussion focused and productive, while still making the audience feel heard and valued.

Leveraging Technology for Impactful Presentations

In today’s digital age, technology can be a powerful tool for enhancing your presentations and engaging your audience. However, knowing how to use technology isn’t always straightforward. That’s why we’re offering you some tips on how to level up this presentation skill. Below are some insights on how to use technology strategically and not let it overshadow your message.

Keep Slides Simple

When it comes to presentation slides, less is often more. Avoid cluttering your slides with too much text, busy graphics, or distracting animations. Instead, keep them clean, concise, and visually appealing.

Use a consistent color scheme and font throughout your presentation to create a cohesive look. Stick to one main idea per slide, and use bullet points or short phrases rather than full sentences.

Remember, your slides should support and enhance your message, not compete with it. They’re meant to be a visual aid , not a crutch or a substitute for your own knowledge and expertise.

Use High-Quality Images

Incorporating relevant, high-quality images into your presentation can help illustrate your points, break up text, and keep your audience engaged. But be selective about the images you choose. Avoid generic stock photos or low-resolution graphics that can make your presentation look amateurish. Instead, opt for images that are clear, compelling, and directly related to your content.

If you’re using graphs or charts to present data, make sure they’re easy to read and interpret. Use colors and labels strategically to highlight key insights and trends.

Embed Videos Strategically

Videos can be a great way to add variety and interest to your presentation. They can help illustrate complex concepts, provide real-world examples, or evoke an emotional response from your audience.

However, it’s important to use videos judiciously and strategically. Avoid relying on them too heavily or using them as a crutch for weak content. Make sure any videos you include are high-quality, relevant, and add value to your overall message.

It’s also a good idea to test your videos beforehand to ensure they play smoothly and without technical glitches. Nothing derails a presentation faster than a video that won’t load or has poor audio quality.

Ensure Smooth Transitions

Smooth transitions between slides and sections of your presentation are key to maintaining a professional and polished look. Abrupt or jarring transitions can be distracting and disrupt the flow of your message.

Practice navigating through your slides beforehand to ensure that everything flows logically and seamlessly. Use consistent transition effects throughout your presentation, but avoid overusing flashy or gimmicky animations.

It’s also a good idea to have a backup plan in case of technical difficulties. Bring a printed copy of your slides or have them saved on a USB drive in case the technology fails. The show must go on, even if your fancy transitions don’t.

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Avoiding Common Presentation Mistakes

Even the most well-crafted presentation can fall flat if you make some common mistakes. Here are a few pitfalls to avoid to ensure your message lands with maximum impact.

Over-Reliance on Notes

While it’s fine to have some notes or a general outline to guide your presentation, relying too heavily on them can be a major distraction. Reading directly from your notes or slides can make you seem unprepared or disengaged from your audience.

Instead, aim to internalize your content so that you can deliver it naturally and conversationally. Use your notes as a gentle reminder of key points, but don’t let them become a crutch. If you do need to reference your notes, try to do so subtly and sparingly. Glance down briefly, then look back up and make eye contact with your audience as you speak.

Reading Slides Verbatim

One of the biggest mistakes presenters make is simply reading their slides word-for-word. Not only is this boring for your audience, but it also makes your slides redundant. If you’re just going to read them aloud, why bother having them at all?

Your slides should be a visual aid, not a script. Use them to highlight key points, provide visual examples, or reinforce your message with data or graphics. And remember that the bulk of your content should come from your own knowledge and expertise.

If you find yourself tempted to read directly from your slides, it’s a sign that you either have too much text on them or you haven’t practiced enough to feel confident delivering the content on your own.

Rushing Through Content

When you’re nervous or pressed for time, it can be tempting to rush through your presentation at breakneck speed. However, this can leave your audience feeling overwhelmed, confused, and disconnected from your message.

Remember, your audience needs time to process and absorb the information you’re sharing. Speak at a measured pace, pausing occasionally to let key points sink in or to allow for questions.

If you find yourself running short on time, resist the urge to speed up. Instead, prioritize your most important points and cut out any extraneous information.

With a few tips, anyone can improve their presentation skills. By understanding your audience, crafting compelling content, and mastering your delivery, you’ll be well on your way to giving presentations that truly resonate.

Remember, it’s not about being perfect. It’s about being authentic, engaging, and delivering value to your audience. So take these tips, make them your own, and go out there and wow your audience. You’ve got this!

• Last Updated: May 24, 2024

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5 Steps to Preparing an Engaging Industry Presentation You can make a great impression and generate interest with an exciting, informative presentation. Find out my five secrets to creating an industry presentation guaranteed to wow.

By Cyrus Claffey Edited by Chelsea Brown May 28, 2024

Key Takeaways

• This article offers practical advice for delivering impactful presentations at industry events, emphasizing the importance of a comfortable stage presence, understanding your audience, designing effective slides and more.

Opinions expressed by Entrepreneur contributors are their own.

Industry events are a chance to network with your colleagues and impress distributors — but to really make the most of your time at a conference, you need to learn how to prepare a presentation that engages, informs and leaves an impact.

I've presented at some of the most important real estate and property technology events in the country as the founder of ButterflyMX . Here are a few tricks I've picked up along the way to wow any audience.

Related: 6 Tips for Making a Winning Business Presentation

1. Getting comfortable with the stage

I recommend taking a walk around the stage before your presentation. By familiarizing yourself with your environment, you can prepare yourself better.

And while you're on stage, a relaxed, comfortable presence goes a long way in keeping your audience engaged . Whether you want to play your presentation casually or more formally, audiences can sense discomfort, which prevents them from fully connecting with your message.

To project your sense of comfortability, focus on your body language . You can project confidence by speaking slowly and clearly and by walking across the stage to keep the audience's attention — even if there's already a podium or lectern set up on stage.

Unfortunately, if a speaker spends too long standing behind the podium, an audience might interpret that as a sign of indecision and inaction from the speaker. Instead, you can remove any barriers between yourself and the audience by using the whole length of the stage.

2. Familiarity with industry statistics

An audience that doesn't know me might be wondering why they should be taking my advice. I certainly don't blame them. When I'm watching a new presenter, I ask the same question.

If you can back up your claims with hard data, your presentation will ring true with listeners. You can cite industry-wide statistics or establish your own bona fides by citing stats that buttress your own credibility by establishing your company's success.

In my case, I'm happy to use a couple of statistics that prove how successful my company, ButterflyMX, is in the proptech industry. For instance, we serve more than one million apartment units, and if you're interested in how consumers feel about us, look no further than the internet — we have over 20,000 five-star reviews !

Related: 7 Ways to Captivate Any Audience

3. Knowing your audience

Depending on who your audience is , you'll have to adjust your game plan and prepare for different things.

I've spoken at conferences where the audiences couldn't be more different — a presentation that wows one crowd might have no information that's applicable to another. As the founder of a property technology company, I have the pleasure of speaking at a variety of different conferences that serve different markets.

For example, integrators and installers might value a talk on product features and hardware more than others. And if I'm presenting to an audience of property managers, I'll know to dial down the technical talk and focus on the benefits a robust video intercom offers, such as simplifying their day-to-day workloads.

Depending on your audience, you need to strike the right balance between talking about hardware specs and features.

4. Designing your slides carefully

Slides are a good opportunity to share the aesthetics, tone and values of your company — but you've got to make sure you use them effectively.

A slide with too much text looks busy, and it'll distract your audience and draw focus away from you. Instead, consider putting that information into your notes and speaking it aloud. Slides should focus on one or two visual elements, like bullet points, charts and graphs.

As for the actual design of your slides, you should ensure that you adhere to your company's brand guidelines. If you're unfamiliar with the concept, brand guidelines are a single, governing document that goes over important design concepts like the colors and logos that your company has.

Related: 6 Ways to Take Your Next Presentation to the Next Level

5. Asking for audience participation

Asking for audience participation is the ultimate way to ensure everybody is locked in and paying attention — but it's also a double-edged sword. You also need to be prepared in case asking the audience to participate doesn't necessarily go your way.

For example, you might generally ask if an audience has any questions at the end of your presentation. But you run the risk of running into a hostile, bad-faith question — or you might even be met with silence.

That's why I'd recommend you give the audience questions and tasks that have a little more structure. You could do things like asking for a show of hands, asking for specific anecdotes or taking a poll.

Polls have gotten an especially high-tech upgrade recently — see if you can set up an electronic voting system that allows audience members to vote with their smartphones. Then, you'd be able to throw the results on screen and watch them update in real time!

You should pepper these interactive sections throughout your presentation to ensure that audiences are engaged throughout your entire talk.

Entrepreneur Leadership Network® Contributor

Founder of ButterflyMX

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• About Adverse Childhood Experiences
• Risk and Protective Factors
• Program: Essentials for Childhood: Preventing Adverse Childhood Experiences through Data to Action
• Adverse childhood experiences can have long-term impacts on health, opportunity and well-being.
• Adverse childhood experiences are common and some groups experience them more than others.

What are adverse childhood experiences?

Adverse childhood experiences, or ACEs, are potentially traumatic events that occur in childhood (0-17 years). Examples include: 1

• Experiencing violence, abuse, or neglect.
• Witnessing violence in the home or community.
• Having a family member attempt or die by suicide.

Also included are aspects of the child’s environment that can undermine their sense of safety, stability, and bonding. Examples can include growing up in a household with: 1

• Substance use problems.
• Mental health problems.
• Instability due to parental separation.
• Instability due to household members being in jail or prison.

The examples above are not a complete list of adverse experiences. Many other traumatic experiences could impact health and well-being. This can include not having enough food to eat, experiencing homelessness or unstable housing, or experiencing discrimination. 2 3 4 5 6

Quick facts and stats

ACEs are common. About 64% of adults in the United States reported they had experienced at least one type of ACE before age 18. Nearly one in six (17.3%) adults reported they had experienced four or more types of ACEs. 7

Preventing ACEs could potentially reduce many health conditions. Estimates show up to 1.9 million heart disease cases and 21 million depression cases potentially could have been avoided by preventing ACEs. 1

Some people are at greater risk of experiencing one or more ACEs than others. While all children are at risk of ACEs, numerous studies show inequities in such experiences. These inequalities are linked to the historical, social, and economic environments in which some families live. 5 6 ACEs were highest among females, non-Hispanic American Indian or Alaska Native adults, and adults who are unemployed or unable to work. 7

ACEs are costly. ACEs-related health consequences cost an estimated economic burden of $748 billion annually in Bermuda, Canada, and the United States. 8

ACEs can have lasting effects on health and well-being in childhood and life opportunities well into adulthood. 9 Life opportunities include things like education and job potential. These experiences can increase the risks of injury, sexually transmitted infections, and involvement in sex trafficking. They can also increase risks for maternal and child health problems including teen pregnancy, pregnancy complications, and fetal death. Also included are a range of chronic diseases and leading causes of death, such as cancer, diabetes, heart disease, and suicide. 1 10 11 12 13 14 15 16 17

ACEs and associated social determinants of health, such as living in under-resourced or racially segregated neighborhoods, can cause toxic stress. Toxic stress, or extended or prolonged stress, from ACEs can negatively affect children’s brain development, immune systems, and stress-response systems. These changes can affect children’s attention, decision-making, and learning. 18

Children growing up with toxic stress may have difficulty forming healthy and stable relationships. They may also have unstable work histories as adults and struggle with finances, jobs, and depression throughout life. 18 These effects can also be passed on to their own children. 19 20 21 Some children may face further exposure to toxic stress from historical and ongoing traumas. These historical and ongoing traumas refer to experiences of racial discrimination or the impacts of poverty resulting from limited educational and economic opportunities. 1 6

Adverse childhood experiences can be prevented. Certain factors may increase or decrease the risk of experiencing adverse childhood experiences.

Preventing adverse childhood experiences requires understanding and addressing the factors that put people at risk for or protect them from violence.

Creating safe, stable, nurturing relationships and environments for all children can prevent ACEs and help all children reach their full potential. We all have a role to play.

• Merrick MT, Ford DC, Ports KA, et al. Vital Signs: Estimated Proportion of Adult Health Problems Attributable to Adverse Childhood Experiences and Implications for Prevention — 25 States, 2015–2017. MMWR Morb Mortal Wkly Rep 2019;68:999-1005. DOI: http://dx.doi.org/10.15585/mmwr.mm6844e1 .
• Cain KS, Meyer SC, Cummer E, Patel KK, Casacchia NJ, Montez K, Palakshappa D, Brown CL. Association of Food Insecurity with Mental Health Outcomes in Parents and Children. Science Direct. 2022; 22:7; 1105-1114. DOI: https://doi.org/10.1016/j.acap.2022.04.010 .
• Smith-Grant J, Kilmer G, Brener N, Robin L, Underwood M. Risk Behaviors and Experiences Among Youth Experiencing Homelessness—Youth Risk Behavior Survey, 23 U.S. States and 11 Local School Districts. Journal of Community Health. 2022; 47: 324-333.
• Experiencing discrimination: Early Childhood Adversity, Toxic Stress, and the Impacts of Racism on the Foundations of Health | Annual Review of Public Health https://doi.org/10.1146/annurev-publhealth-090419-101940 .
• Sedlak A, Mettenburg J, Basena M, et al. Fourth national incidence study of child abuse and neglect (NIS-4): Report to Congress. Executive Summary. Washington, DC: U.S. Department of Health an Human Services, Administration for Children and Families.; 2010.
• Font S, Maguire-Jack K. Pathways from childhood abuse and other adversities to adult health risks: The role of adult socioeconomic conditions. Child Abuse Negl. 2016;51:390-399.
• Swedo EA, Aslam MV, Dahlberg LL, et al. Prevalence of Adverse Childhood Experiences Among U.S. Adults — Behavioral Risk Factor Surveillance System, 2011–2020. MMWR Morb Mortal Wkly Rep 2023;72:707–715. DOI: http://dx.doi.org/10.15585/mmwr.mm7226a2 .
• Bellis, MA, et al. Life Course Health Consequences and Associated Annual Costs of Adverse Childhood Experiences Across Europe and North America: A Systematic Review and Meta-Analysis. Lancet Public Health 2019.
• Adverse Childhood Experiences During the COVID-19 Pandemic and Associations with Poor Mental Health and Suicidal Behaviors Among High School Students — Adolescent Behaviors and Experiences Survey, United States, January–June 2021 | MMWR
• Hillis SD, Anda RF, Dube SR, Felitti VJ, Marchbanks PA, Marks JS. The association between adverse childhood experiences and adolescent pregnancy, long-term psychosocial consequences, and fetal death. Pediatrics. 2004 Feb;113(2):320-7.
• Miller ES, Fleming O, Ekpe EE, Grobman WA, Heard-Garris N. Association Between Adverse Childhood Experiences and Adverse Pregnancy Outcomes. Obstetrics & Gynecology . 2021;138(5):770-776. https://doi.org/10.1097/AOG.0000000000004570 .
• Sulaiman S, Premji SS, Tavangar F, et al. Total Adverse Childhood Experiences and Preterm Birth: A Systematic Review. Matern Child Health J . 2021;25(10):1581-1594. https://doi.org/10.1007/s10995-021-03176-6 .
• Ciciolla L, Shreffler KM, Tiemeyer S. Maternal Childhood Adversity as a Risk for Perinatal Complications and NICU Hospitalization. Journal of Pediatric Psychology . 2021;46(7):801-813. https://doi.org/10.1093/jpepsy/jsab027 .
• Mersky JP, Lee CP. Adverse childhood experiences and poor birth outcomes in a diverse, low-income sample. BMC pregnancy and childbirth. 2019;19(1). https://doi.org/10.1186/s12884-019-2560-8 .
• Reid JA, Baglivio MT, Piquero AR, Greenwald MA, Epps N. No youth left behind to human trafficking: Exploring profiles of risk. American journal of orthopsychiatry. 2019;89(6):704.
• Diamond-Welch B, Kosloski AE. Adverse childhood experiences and propensity to participate in the commercialized sex market. Child Abuse & Neglect. 2020 Jun 1;104:104468.
• Shonkoff, J. P., Garner, A. S., Committee on Psychosocial Aspects of Child and Family Health, Committee on Early Childhood, Adoption, and Dependent Care, & Section on Developmental and Behavioral Pediatrics (2012). The lifelong effects of early childhood adversity and toxic stress. Pediatrics, 129(1), e232–e246. https://doi.org/10.1542/peds.2011-2663
• Narayan AJ, Kalstabakken AW, Labella MH, Nerenberg LS, Monn AR, Masten AS. Intergenerational continuity of adverse childhood experiences in homeless families: unpacking exposure to maltreatment versus family dysfunction. Am J Orthopsych. 2017;87(1):3. https://doi.org/10.1037/ort0000133 .
• Schofield TJ, Donnellan MB, Merrick MT, Ports KA, Klevens J, Leeb R. Intergenerational continuity in adverse childhood experiences and rural community environments. Am J Public Health. 2018;108(9):1148-1152. https://doi.org/10.2105/AJPH.2018.304598 .
• Schofield TJ, Lee RD, Merrick MT. Safe, stable, nurturing relationships as a moderator of intergenerational continuity of child maltreatment: a meta-analysis. J Adolesc Health. 2013;53(4 Suppl):S32-38. https://doi.org/10.1016/j.jadohealth.2013.05.004 .

Adverse Childhood Experiences (ACEs)

ACEs can have a tremendous impact on lifelong health and opportunity. CDC works to understand ACEs and prevent them.