Thursday, 5 April 2012

About the authors

Phillip Adcock
Phillip Adcock is a leading authority on people’s behaviour. With more than 30 years of human behavioural research, he has developed a unique ability to identify what it is that makes people tick, both psychologically and physiologically. He works in an advantageous position of not being constrained within any particular brain science field. Moreover, Phillip has developed his skills by combining the teachings of experts on numerous aspects of neuroscience, psychology and emotion within his professional role of helping leading brands and retailers better understand how to communicate with their customers. Over the last 30 years, Phillip has presented to thousands and thousands of people, from CEOs of leading companies to delivering lectures at a number of universities. So he has uniquely been able to understand and develop communication from a number of different angles, from communicator to ‘communicatee’ (recipient).
Ian Callow
Ian Callow is an experienced director of training, which has developed his interpersonal communication skills, in conjunction with an increased understanding of a presenter’s physiology and psychology. Ian has presented and trained thousands of delegates within an array of industry sectors including corporate, MOD, police, NHS and education. This wide breadth of people experience is what developed Ian’s interest in the subjects of psychology and physiology and how it can be applied to the training environment. His undoubted experience and developed interpersonal skills has allowed presentation styles to be adapted in both content and language, a key for a successful presentation. In recent years he has been involved in newer technologies for engaging the audience and providing companies with productivity savings. With over 20 years spent in the business presentation environment Ian now feels able to convey some key messages and experiences allowing you to become a Power Presenter, breaking down the presenter/trainee and presenter/delegate barriers. 

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