Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 8, Issue 23;   June 4, 2008: Virtual Presentations

Virtual Presentations

by

Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations, often augmented with video or graphics. Delivering these virtual presentations effectively requires an approach tailored to the medium.
One site auditing a virtual presentation

One site auditing a virtual presentation. The presenter is at another site, controlling the screen remotely. Note that the display doesn't occupy the entire screen, and that a minor adjustment of the projector position would probably make things much better. In all likelihood, the presenter has no idea that the image is so small. Thus, even when your presentation makes use of a graphical channel, it's best to assume that at least some in the audience might have some difficulty reading it. Photo courtesy Louisiana Department of Health and Hospitals.

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
presentation truly
requires them
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.

Most important: every location, every connection, and every presentation is unique. If you want things to go well, practices and dry runs are essential. Go to top Top  Next issue: Inbox Bloat Recovery  Next Issue

303 Tips for Virtual and Global TeamsIs 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 welcome

Would you like to see your comments posted here? rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Apollo 13 Shoulder PatchFilms Not About Project Teams: I
Here's part one of a list of films and videos about project teams that weren't necessarily meant to be about project teams. Most are available to borrow from the public library, and all are great fun.
The impeachment managers for the impeachment of U.S. President Andrew JohnsonProblem-Solving Preferences
When people solve problems together, differences in preferred approaches can surface. Some prefer to emphasize the goal or objective, while others focus on the obstacles. This difference is at once an asset and annoyance.
A clockThe Artful Shirker
Most people who shirk work are fairly obvious about it, but some are so artful that the people around them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
A hospital patientCongruent Decision Making: II
Decision makers who rely on incomplete or biased information are more likely to make decisions that don't fit the reality of their organizations. Here's Part II of a framework for making decisions that fit.
FZSoNick 48TL200: sodium-nickel battery with welding-sealed cells and heat insulationCollaborations That Need to Be Cooperations
Modern products and services are so complex that many people cooperate and collaborate to produce them. When people are collaborating but the work actually requires merely cooperating, risks arise that can threaten the success of the group's efforts.

See also Personal, Team, and Organizational Effectiveness and Personal, Team, and Organizational Effectiveness for more related articles.

Forthcoming issues of Point Lookout

A Strangler Fig in AustraliaComing May 21: Mismanaging Project Managers: Mechanics
Most organizations hold project managers accountable for project performance. But they don?t grant those project managers control of needed resources. Nor do they hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with project work. Here?s a catalog of behaviors worth looking at. Available here and by RSS on May 21.
A Bactrian camelAnd on May 28: Mismanaging Project Managers: Leadership
Most organizations hold project managers accountable for project performance. But they don't hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with the project manager's ability to lead the project team. Available here and by RSS on May 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.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:

Reprinting this article

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Bluesky, or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.