The differences between virtual presentations and face-to-face presentations have such dramatic psychological implications that presenters accustomed to face-to-face presenting are sometimes disappointingly ineffective. To be effective in the virtual environment they must reset their expectations and alter their practices and behavior, both technically and psychologically. The goal is audience engagement. The strategy is to gain and keep audience attention.
Here's Part I of a collection of tips for achieving audience engagement in the virtual environment.
- Deliver just one big idea
- Virtual presenters are competing with the goings-on in the audience members' environments. The audience is weeks behind on everything, and flooded with stimuli. They can't handle seven, five, or even three big ideas. Pick one. Develop it fully.
- Having too many big ideas causes audience multitasking — not good if you want 100% of their attention. If you have three big ideas, make three presentations. Deliver them one after another with big breaks in between, or on three consecutive days, or make them available for viewing on demand.
- But "one big idea" doesn't mean "one idea." Include smaller ideas within that big idea, if they fit snugly together.
- Keep it short
- Brevity is easy if you have just one big idea. Presenting for more than 20 minutes in a virtual environment, using only voice and possibly slides, risks audience boredom. When they start checking their inboxes or voicemail, or tweeting, you've lost them.
- Get to the point
- Suspense is your enemy. Deliver the headline first. When the audience can't tell where you're going, they start multitasking. After the audience has the headline, only then can they receive supporting and motivating information.
- Use videos to add interest
- Still photos are Virtual presenters are competing
with the goings-on in the
audience members' environmentsOK. Videos are better. A two-minute video every 7 or 10 minutes is about right, if it's relevant and well-produced. Fluffy or amateurish video causes multitasking.
- Break it into three- to five-minute bites
- Think of being interviewed. The interviewer poses questions. You deliver crisp, full replies, with at least one "sound bite." A few of those and a wrap-up make a presentation. Segments must be small because a 15- or 20-minute story can't compete with email clients or smartphones that beep, chirp, or play swatches of pop tunes whenever new messages arrive. If you're recording for a podcast, this short-bite structure lets audience members pause if they must, resuming when they're able.
- Stand, don't sit
- It's tempting to present while seated, but standing elevates your energy level, and you're more likely to be captivating. Standing for a long time can be uncomfortable — yet another reason to keep it short.
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenMZajESEIsPeMXbAdner@ChacojuHVAjTFBetjNTBoCanyon.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 Effective Meetings:
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- Trips to Abilene
- When a group decides to take an action that nobody agrees with, but which no one is willing to question,
we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
- Divisive Debates and Virulent Victories
- When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although
those who prevail might be ready to "move on," others might feel so alienated that they experience
even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine
- On Facilitation Suggestions from Meeting Participants
- Team leaders often facilitate their own meetings, and although there are problems associated with that
dual role, it's so familiar that it works well enough, most of the time. Less widely understood are
the problems that arise when other meeting participants make facilitation suggestions.
- How to Waste Time in Meetings
- Nearly everyone hates meetings. The main complaint: they're mostly a waste of time. The main cause:
us. Here's a field manual for people who want to waste even more time.
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
- Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum. Available here and by RSS on May 29.
- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 5.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenWiBIbmThkjiKHVoxner@ChacTrZwPZHUqLQtYVRZoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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.