The Productivity Pro® Blog by Laura Stack - Time Management, Getting Things Done, How to Be More Productive

You’ve decided to conduct a webinar for your association member, corporate employees, or your team members spread around the country. How do you ensure the Webinar goes off without a hitch?

Here are the top ten tips on how to have a successful webinar:

1. Select the best format for your objectives. Each of these popular formats has pros and cons:
• Single speaker who presents and administers the webinar—easy to coordinate but can be less interactive if participants are hesitant to ask questions.
• Interview style with a moderator—more interesting than just one voice but harder to coordinate the discussion.
• Facilitated conversation with multiple panelists—more people to train and the potential for panelists to talk over each other; adds a variety of perspectives and can increase audience interest.

2. Determine the level of interaction. We’ve all experienced webinars with road noise, dogs, babies, and ringing phones in the background. So I prefer to mute all attendees and take questions via the chat box only, rather than opening up the lines. I also encourage participants to submit their questions on the topic before the program begins. Many platforms support audience questions at registration. I also recommend other methods for keeping the audience engaged during the webinar, such as taking a poll or asking a question and asking for answers via chat.

3. Plan your visuals. Script your core content if you’re nervous about losing your train of thought. Text-heavy slides with multiple bullets on one page are boring, since the participant won’t have anything to look at for long periods of time. Webinars rely on visuals to keep the audience engaged, so use lots of graphics and one point per slide. Rather than screen shots of applications, use a platform that supports desktop sharing and demonstrate concepts “live.” For example, I support my PowerPoint presentations with tours of websites, demos of my actual Outlook software, and program tools in action for a more dynamic experience.

4. Determine who does what. There are several roles that may be played by one to multiple people. First, you’ll have an Organizer who creates the webinar, markets the event, sets up the registration, and communicates with participants. Second, there may also be a separate Facilitator who welcomes everyone, outlines logistics, hits the record button, introduces the speaker, and handles audience questions. Third is the Speaker, who is the content expert who will run the actual presentation or ask for slides to be advanced. Fourth are any additional Panelists if you have more than one speaker. Fifth, you might have additional Assistants on the line to answer technical questions and address problems during the actual webinar itself, especially if it’s a large webinar that can’t be handled by the Organizer alone. I’m an experienced webinar presenter, so I’m comfortable presenting and facilitating the webinar at the same time. However, other presenters are more comfortable having an assistant to remember to share the screen, hit the record button, and handle other webinar functions.

5. Promote your webinar well in advance. Get the word out three to four weeks prior to the webinar. Include advertisements on your website, blog, listservs, newsletters, social media networks (such as LinkedIn, Facebook, and Twitter), and online event calendars such as www.upcoming.com. Create engaging copy with title, description, objectives, who should attend, logistics, cost (if any) and registration URL. Once an attendee has registered, most platforms support automatic reminders at registration, one week, one day, and one hour prior to the webinar.

6. Conduct a dry run. If you have multiple participants who are unfamiliar with the webinar process, it’s critical to schedule a run-through several days prior to the webinar to work out any kinks. During this time, you can download necessary software, address technical issues, introduce panelists, establish a time line, discuss features such as drawing tools and the chat window, test headsets and equipment, practice transferring the controls and sharing desktops, and answer any remaining questions. If time allows, move through the presentation to verify slide order.

7. Start preparations an hour before show time. Post a “Do not disturb: webinar in progress” sign on the door. Turn off noisy technology and background noises. Put away pets if presenting from a home office. Get a glass of water. Hook up your microphone or USB headset. Print your slideshow outline and verify your computer is running smoothly. Launch any applications or websites you’ll use during the presentation.

8. Log in early and conduct a tech check. Send out call-in numbers, access codes, and URLs well in advance if you have multiple panelists. Ask all participants to log in at least 15 minutes prior to the start to test connectivity. Conduct roll call and verify that everything is working. Review the timeline. Give out a method to reach you offline should a panelist encounter problems.

9. Conduct a fabulous webinar! You’ve prepared and planned—now enjoy the fruits of your labors and let it roll.
• Announce any logistical details at the beginning of the program to let attendees know the game plan. Clarify if there will be time at the end of the session for questions and the best way to submit questions during the program. Also explain if the session will be recorded and where it will be posted.
• Don’t forget to hit the record button!
• Stand when you are speaking if possible. Attendees can’t see you, of course, but your projection will be more animated and interesting when you stand.
• Don’t worry if less than 25% of the registrants show up for the “live” session; many plan to simply watch the recording afterward.

10. Follow up with participants. Just because the webinar is over doesn’t mean your work has ended! Many platforms have built-in functionality to automatically present an evaluation to attendees at the conclusion of the webinar. If not, you can use surveymonkey.com to create your own online survey. You can create questions to gather feedback on the content, speakers, process, or to gauge interest in future topics. Schedule an automatic message to thank participants and follow up with no-shows. You can also publish a recap, summary, transcript, or recording of the webinar online. Many organizations sell this recording in their digital stores for profit.

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Today I feature an article by guest columnist Rosa Say and her blog Managing With Aloha Coaching.  If you enjoy the article below, I suggest you subscribe to her blog.

If I am hard pressed to recommend one and only one tool as THE most essential one in every manager’s tool kit, there is no question for me what it will be.

It is the very first tool I teach new supervisors (and any struggling manager) to use;
No matter the industry they are in.
No matter the country they are in.

Whether they are new to their positions or seasoned pros.
Whether they have just one employee or thousands.

Whenever it is calm, and they are caught up.
Whenever it is frenetic and crazy, and they can’t see that light at the end of the tunnel.

Pretty much no matter what the circumstances are.
And get this – even more than my beloved Daily 5 Minutes®.

The One Tool that every manager must work with, and work with daily, is this:
A simple list kept easily and best with pencil and an 8×10 sheet of paper folded into three columns.

This is not just any list, but a very special one.

It is the list that will endear every manager to every employee, every boss, every supplier or vendor partner, and every customer.

It is the list that can single-handedly reinvent a manager’s reputation, as it simultaneously functions as that manager’s best training and coaching architect.

At the top of this list is its name, and right beneath that, as the headings of its three columns, are all the instructions managers will need.

This magic manager’s list is called, THE FOLLOW-UP I NEED TO COMPLETE.

Those headings of its three columns are,

1. What I must Do to Honor my Word
2. Who I need to Follow-up with, and By When
3. Why it is so Important to Them, and thus, to Me.

When management is a calling (as it should only be) managers work more for other people than they do for themselves. The work they do for others IS the work they do for themselves, for when they elevate the human condition, improving it as it aches to be improved, they are most fulfilled in the work they are most needed for, discovering that being a manager can be the most satisfying and rewarding work that exists.

When employees cry out to me that their managers “don’t know what they are doing,”
or “are never around when we need them”
or “are too poorly trained; it’s like we have a revolving door of management trainees here”
or “don’t really care about us”
or “always seem to be working on the wrong things at the wrong times”
or “said they’d take care of it, but we all know what that means”
… the complaining and whining goes on and on… nine times out of ten I will discover that the manager they are referring to has lost all credibility due to a horrible lack of follow-through. They may start with the best of intentions in very sincere conversations, but they have no reliable system for finishing well, and they are not held accountable.

On the other hand, the managers with exceptional follow-through are referred to as “the great ones.”

A key point is that great managers don’t necessarily do all the work and tasks involved; what they do is orchestrate them well, and they keep work flowing, moving all road-blocks out of the way, human and otherwise. They work to remove any obstacles or adversity (or excuses and yeah-buts) and they communicate to everyone involved about status and progress consistently and reliably.

If you are a manager, is that what you do?

Let’s talk a bit more about those three columns;

1. What I must Do to Honor my Word

This column is described this way because a conversation with someone is likely to be what will trigger the entry you are making. What did you agree to follow-up on? This column will teach managers to “eat an elephant one bite at a time.” A common reason good intentions will fall apart is because we’ll make promises that are way, way too big for us to keep. Using this list over time, managers learn to work from conversation to next conversation and tear issues, problems, and projects into doable baby steps. Then the following column becomes a simple status-check conversation of “Here’s where we are now, what should we work on as our next steps, and how much time will that need?”

2. Who I need to Follow-up with, and By When

This may seem obvious, but in my investigations of trip-ups that have occurred, I am amazed at how many times a manager did follow up, but never reported back to the person they’d made their commitment to. Their reputation and credibility has gotten marred by a bad assumption that “the results will speak for themselves.” Well, not really, and not always. In fact, the norm is that they seldom do. This column also helps cure avoidance behavior; if you didn’t get something done yet, just honestly say so and make a new agreement. Don’t just hope the other person will forget about it; trust me, they probably won’t, and the next column helps you understand why.

3. Why it is so Important to Them, and thus, to Me

This column is a teacher called “Empathy Practice,” one whom all managers need to spend more time with. For us to help people best, we need to see a problem or issue in the way that they see it, and since we can’t usually “walk a day in [their] shoes” the best way to understand their point of view is to key in on why an issue is important to them. I coach managers to work with people without robbing others of the engagement, satisfaction, and growth of doing their work for them – the mantra we speak of is “Do with, not for.” There is a balance to be achieved, that this column helps us understand one person at a time.

Management is a situational art. Coaches like me try to help with certain things, and we can provide tools and tips that shorten the learning curve, however a manager’s best teachers, bar none, are their employees and the other people they work with and are committed to. This is the same reason The Daily Five Minutes® works so well: All you need to know about you can find out from the people you work with side by side, day in and day out.

Managers get trained on the job in the flow of the work they are responsible for. When they follow-through consistently, they excel because they deliver well; they exceed expectations. Their word is believed and trusted.

So take this from me; the 1 best list that every manager must work with says THE FOLLOW-UP I NEED TO COMPLETE at the top, and has those three columns. What they write on it, and how consistently they work through it day by day will determine that manager’s success. Just ask their employees.

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