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.
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More articles on Effective Meetings:
- Games for Meetings: IV
- We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized
games. Here's Part IV of a little catalog of some of our favorites, and what we could do about them.
- Take Any Seat: II
- In meetings, where you sit in the room influences your effectiveness, both in the formal part of the
meeting and in the milling-abouts that occur around breaks. You can take any seat, but if you make your
choice strategically, you can better maintain your autonomy and power.
- Using the Parking Lot
- In meetings, keeping a list we call the "parking lot" is a fairly standard practice. As the
discussion unfolds, we "park" there any items that arise that aren't on the agenda, but which
we believe could be important someday soon. Here are some tips for making your parking lot process more
- Start the Meeting with a Check-In
- Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things
are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed.
- Effects of Shared Information Bias: I
- Shared information bias is the tendency for group discussions to emphasize what everyone already knows.
It's widely believed to lead to bad decisions. But it can do much more damage than that.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
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44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
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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.