The modern workplace, team-oriented for many years, has turned virtual. More people telecommute, many teams are global, and travel costs limit face-to-face meetings. With increasing frequency, we deliver presentations by telephone or Internet. Here are some tips for making your virtual presentations more effective.
- Limit interruptions
- Mute all audible signals in your environment: telephone, mobile devices, computer, pet macaw and teapot. If at home, disable the doorbell. If in a hotel or at work, use a do-not-disturb sign. Close your office door or find a room with a door to close.
- Use high-quality equipment
- If you're connected by telephone, have the highest quality available — avoid speakerphones or mobile phones. Use a headset to keep your hands free. If using the Internet, high-speed connections are best. If using video, check the lighting and have a good quality camera.
- Use video and graphics only if needed
- Use simultaneous Web and video channels in parallel with audio only if the presentation truly requires them. Using video or graphical channels exposes the presentation to technology risk, and that risk should be justified by a need.
- Prepare for technical contingencies
- Have backup channels in case your intended communication channel fails. Prepare to make do without video or Webcasting if necessary by prepositioning materials for the audience to download.
- Attend to your physical needs
- Have drinking water available, and drink through a straw if you're using a headset. For your best voice, sit upright or stand.
- Have good access to your materials
- If you need reading material, avoid paper shuffling by spreading the pages on a desk, or tape them to a wall if you aren't on camera. If you're on camera, use a teleprompter or cue cards. Keep a notepad and pen handy. Have your appointment calendar ready.
- Guide your audience
- Use simultaneous Web and
video channels in parallel
with audio only if the
- If your audience is following your presentation in written form, announce your place whenever you change to a new page or slide. If some exhibits are documents, prepare them in advance with page numbers, line numbers, internal hyperlinks, and bookmarks to ease direction and navigation.
- Remember the recording
- If your presentation is recorded, and if some of the audience is present audio-only, take care to describe explicitly what they cannot see: page or slide numbers, features of graphics, URLs, and other items they might not have.
- Speak clearly
- Speaking clearly is always essential, but in virtual presentations, you might be unaware of some competing noise sources, such as line noise and local noise at the listener's location.
- Be fascinating
- In the virtual presentation context, you're competing with powerful distractions for audience attention, including email, texting, games, food, and interruptions. Be funny, dynamic, and intriguing. Omit long descriptions of what everyone knows.
Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenrDUDwWaUxOAJtKFRner@ChaclWPJpPZohNvtYLEJoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Personal, Team, and Organizational Effectiveness:
- Coincidences Do Happen
- When we notice similarities between events, or possible patterns of events, we often attribute meaning
to them beyond what we can prove. Sometimes we guess right, and sometimes not. How can we improve our guesses?
- Help for Asking for Help
- When we ask for help, from peers or from those with organizational power, we have some choices. How
we go about it can determine whether we get the help we need, in time for the help to help.
- Wacky Words of Wisdom
- Words of wisdom are so often helpful that many of them have solidified into easily remembered capsules.
We do tend to over-generalize them, though, and when we do, trouble follows. Here are a few of the more
- Patching Up the Cracks
- When things repeatedly "fall through the cracks," we're not doing the best we can. How can
we deal with the problem of repeatedly failing to do what we need to do? How can we patch up the cracks?
- The Utility Pole Anti-Pattern: II
- Complex organizational processes can delay action. They can set people against one other and prevent
organizations from achieving their objectives. In this Part II of our examination of these complexities,
we look into what keeps processes complicated, and how to deal with them.
Forthcoming issues of Point Lookout
- Coming December 11: The Rhyme-as-Reason Effect
- When we speak or write, the phrases we use have both form and meaning. Although we usually think of form and meaning as distinct, we tend to assess as more meaningful and valid those phrases that are more beautifully formed. The rhyme-as-reason effect causes us to confuse the validity of a phrase with its aesthetics. Available here and by RSS on December 11.
- And on December 18: The Trap of Beautiful Language
- As we assess the validity of others' statements, we risk making a characteristically human error — we confuse the beauty of their language with the reliability of its meaning. We're easily thrown off by alliteration, anaphora, epistrophe, and chiasmus. Available here and by RSS on December 18.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenrDUDwWaUxOAJtKFRner@ChaclWPJpPZohNvtYLEJoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.