Virtual Presentations

workshop presentationWe are in virtual meetings, sales presentations, and team meetings everyday. You need outstanding virtual presentation skills to meet your goals.

Virtual Presentation Workshops

Virtual Training

workshop trainingTo be successful with instructor-led virtual training, your instructors and instructional designers need the right skill set for virtual training. Are you ready?

Virtual Training Workshops

Virtual Team Management

workshop teamManaging a virtual team successfully requires you to bridge the "virtual distance." Are your managers meeting the needs of their virtual teams?

Virtual Management Workshops

WHAT WE DO: Our clients want three things – engaged employees, scalable training solutions, and the ability to communicate key messages globally. At evoke virtual, we help clients transition their staff, management team, and learning and development into the virtual world. We make virtual work™

talent management

Your global learning delivery team must excel at deploying virtual training.

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learning leaders

You need a global practice for virtual training that transcends cultural, time, and geographic differences.

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team management

You need to foster collaboration in your virtual team. That means bridging the "virtual distance."

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It’s time to retool your design kit for the virtual classroom.

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You need to keep everyone engaged in the virtual classroom. You need to transition your skills to virtual now.

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Instructional Planning and Design Services

Repurposing for the Synchronous Virtual Learning Environment


In the past five years, more and more companies are converting in-person training for delivery in the virtual learning environment. The challenge for most organizations is determining how to achieve the same level of learner engagement they have seen in face-to-face environments and accommodate the shorter timeframe in virtual programs. To be successful, you need to carefully analyze the content and instructional approach in order to achieve success with virtual instruction.


One size does not fit all in good instructional design. We believe an agile and iterative approach yields the best results when developing a virtual course.





Several things need to be efficiently assessed prior to diving into a conversion or new course project. A review of the context for training, audience/organizational need, current course evaluations, and Subject Matter Expert input should be done.





Technology plays a key role in offering a virtual solution. It is critical to know if the proper technology infrastructure exists to deliver a virtual solution and if the target audience has access to this technology.





The key is startup with a virtual instruction plan and then developing prototypes. One of the most important elements of this phase is identifying the core learning objectives and ruthlessly editing content to meet the time constraints of the virtual classroom. During this stage we evaluate new strategies or information that may enhance the virtual learning experience. Our approach is to work with your learning or business organization as a team to iteratively design the course structure and activities.





Once a prototype is identified for Alpha release, course materials, instructor training, testing, and live delivery are completed. This also includes post-Alpha analysis and development of the Beta test course prior to full implementation.





Often we find organizations forget to evaluate their instructors and facilitators for transfer to the virtual environment. We can help you answer the following:


  • Is your existing training staff prepared to deliver virtual coursework?
  • Will you need to train subject matter experts to successfully teach virtually?
  • What kind of Train-the-trainer process do you need for virtual classes?





Contact us to discuss your specific needs. Contact us at This email address is being protected from spambots. You need JavaScript enabled to view it..


  • training manager
  • designers
  • instructors
  • learning leaders
  • talent manager
  • Team Managers

    Your virtual team performance is on the line

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  • Designers

    Your designs need to be tailored for virtual

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  • Instructors

    You've got to get with the (virtual) program

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  • Learning Leaders

    You have the weight of the global workforce on your shoulders

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  • Talent Managers

    Your workforce moves up, down, and around constantly
    In a connected and complex world
    We make virtual work

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Insights for Working Virtually

  • Virtual teams are failing! Who's at fault? +

    Virtual teams are failing! Who's at fault?

    We have a perception problem.  It seems like managing and working on a virtual team should be getting easier. With all the great technical solutions for connecting, sharing documents, collaborating visually online, we’ve got what we need to address the key challenges to move projects, plans, and innovation to success.  Managing virtual teams is such a routine activity now that we often hear leaders say, “I’ll just do what I’ve always done well as a manager and I’ll get the same results.”  The question we need to answer - is this working and are we getting the results we expect?


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  • 3 Fatal Virtual Presenter Mistakes and How to Avoid Them +

    3 Fatal Virtual Presenter Mistakes and How to Avoid Them

    Okay, not life threatening ... but fatal to any chance you have of influencing your listeners. You know that person that's dreadful to listen to on a virtual call? The person that makes you want to mentally check out when they speak? You don't want people thinking of you or your teammates that way. I've personally coached more than 5,000 presenters globally. During that time, I've seen many unintentional, but common mistakes most presenters make. Some mistakes are certainly expected and won't do much damage. What I term as "fatal" mistakes endanger your message, hinder the audience's ability to engage with

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  • Open Offices Don't Work! Impact to Virtual Teams +

    Open Offices Don't Work! Impact to Virtual Teams

    Recent analysis shows that over 70% of all offices have an open plan – no doors, no cubicles, and relatively few conference rooms. Open offices have been around since the 1950’s. The intent of this office configuration has been to increase opportunities for collaboration and casual exchange of ideas. In many cases that has been true. We've known since the days of "tiger teams" that putting a project team together in one place can efficiently produce innovative results. It is also great for the boss with a command and control mindset monitoring workflow. But how does this apply to a 21st

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