Added: Marie Boose - Date: 09.01.2022 04:21 - Views: 47825 - Clicks: 4483
In the first minute of your meeting, help participants experience the problem you want them to solve by sharing statistics, anecdotes, or analogies that dramatize the issue. Then emphasize shared responsibility for solving it. Define a highly structured and brief task they can tackle in small groups of two or three people and give them a medium with which to communicate with one another video conference, Slack channel, messaging platform, audio breakouts. Then have the groups report out. Never go longer than minutes without giving the group another problem to solve.
When we are together in a room, we often compensate with coercive eye contact. In other words, you have to create structured opportunities for attendees to engage fully. There are four broad reasons to hold a meeting: to influence others, to make decisions, to solve problems, or to strengthen relationships. Since all of these are active processes, passive passengers in a meeting rarely do quality work.
The precondition for effective meetings — virtual or otherwise — is voluntary engagement. His goal is to convince them they should identify some global sales opportunities from each of their regional Anyone into meeting after 9, then cooperate in pursuing them. To avoid a passive lecture and engage the group, he plans to use 18 slides. Here are the rules Raul should follow. First, never engage a group in solving a problem until they have felt the problem. Do something in the first 60 seconds to help them experience it.
You might share shocking or provocative statistics, anecdotes, or analogies that dramatize the problem. For example, Raul could share a statistic showing average global deal sizes for a competitor that provokes a sense of inferiority with the group. He could share an anecdote about a frustrated customer who discontinued purchasing because the team failed to offer global pricing and support.
Or, he could engage emotions by making an analogy to whales who feed far more effectively when they work together to encircle large schools of krill— and then take turns gorging on the feast. No matter what tactic you use, your goal is to make sure the group empathetically understands the problem or opportunity before you try to solve it. When people enter any social setting, they tacitly work to determine their role. For example, when you enter a movie theater, you unconsciously define your role as observer — you are there to be entertained.
When you enter the gym, you are an actor — you are there to work out. The biggest engagement threat in virtual meetings is allowing team members to unconsciously take the role of observer. Many already happily defined their role this way when they received the meeting invite.
To counteract this implicit decision, create an experience of shared responsibility early on in your presentation. I need all of you to be involved. Instead, create an opportunity for them to take meaningful responsibility. This is best done using the next rule. Research shows that a person appearing to have a heart attack on a subway is less likely to get help the more people there are on the train.
Social psychologists refer to this phenomenon as diffusion of responsibility. If everyone is responsible, then no one feels responsible. Avoid this in your meeting by giving people tasks that they can actively engage in so there is nowhere to hide.
Define a problem that can be solved quickly, as people to groups of two or three max.
Give them a medium with which to communicate with one another video conference, Slack channel, messaging platform, audio breakouts. Give them a very limited time frame to take on a highly structured and brief task. I want you to take two minutes in your breakout group to identify a global regret: a client you believe you could have had a much bigger deal with if we had worked together better in the past 12 months.
Nothing disengages a group more reliably than assaulting them with slide after slide of mind-numbing data organized in endless bullet points. In other words, select the least amount of data you need to inform and engage the group. A side benefit of this rule is that it forces you to engage the attendees. He should be able to make his case with one or two slides, then use any additional slides to accomplish the tasks in rules above.
Never go longer than 5 minutes without giving the group another problem to solve. Participants are in rooms scattered hither and yon with dozens of tempting distractions. In his minute presentation, Raul should have brief, well-defined, and meaningful engagement opportunities. But the stakes are even higher today when team members are out of sight and their minds are free to wander.
Following these five rules will dramatically and immediately change the productivity of any virtual gathering. If our content helps you to contend with coronavirus and other challenges, please consider subscribing to HBR. A subscription purchase is the best way to support the creation of these resources. You have 1 free article s left this month. You are reading your last free article for this month. Subscribe for unlimited access.
Virtual teams. Stop the multitasking already! on Virtual teams or related topics Meeting managementManaging people and Presentation skills. He is also the cofounder of VitalSmarts, a learning company that offers courses in the areas of communication, performance, and leadership. Partner Center.Anyone into meeting after 9
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How to Get People to Actually Participate in Virtual Meetings