• 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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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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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

Insights for Working Virtually

  • Does Your Virtual Team Have Dotted Line Responsibilities? +

    Does Your Virtual Team Have Dotted Line Responsibilities?

    It's a double whammy. A team working virtually is difficult enough to manage. There are workers in different geographic locations whom you rarely see but collectively hold your corporate life in their hands. Now, many leaders are faced with the added complexity of having members of their teams work with dotted line responsibilities to other leaders in the organization (Matrixed Teams). This can be confusing for team members, ultimately creating questions of loyalty for the worker, contradictions in assignment priorities, and utilization issues. No matter what anyone tells you, no matter what fancy equations they use, a person can only

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  • Three Tips to Help Content Experts Deliver Better Webinars +

    Three Tips to Help Content Experts Deliver Better Webinars

    We call on our organization’s Subject Matter Experts (SMEs) everyday to support our sales meetings, customer briefings, and organizational “lunch and learns.” It just makes sense. They can introduce the finer points of a new product, help a customer more effectively adopt a solution or inform the organization about new processes.

    So why are so many people tuning out and not listening to, much less retaining, the information from the Webinars we work so hard to schedule?

    When I ask that question, the complaints role in. “They are too technical.” “They present like a ...[insert their role].” “Our SMEs present

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  • 5 Important Questions to Evaluate Yourself as a Virtual Leader +

    5 Important Questions to Evaluate Yourself as a Virtual Leader

    If you are reading this, you intimately know the daily challenges you face leading a virtual team. In my experience, it is difficult enough managing a team that you lock eyes on every day. With virtual team management , you not only need foundational management skills, but you have to artfully customize those skills to bridge the distance between you and the team and team members with each other.

    In his book "Leadership and The Organizational Climate", Robert Stringer states that 50% of the climate or working environment on a team emanates from you as the leader. What you do sets

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