Running Remote Meetings That Work
Meetings can’t just stop because work teams are now distributed. Work still needs to get done and managers still need to connect with their teams. Duh, right?
Many of us are now participating in a massive work-from-home experiment. As we learn to adjust to the new working conditions that the COVID-19 pandemic has created, it’s important that leadership teams upgrade their toolbelts, including the skills needed to run effective and enjoyable remote meetings. When they’re done right, these meetings can foster an environment of connection and collaboration where stuff gets done. When they’re done poorly, they can really suck.
When it comes to running remote meetings, it’s necessary that you really dial into the best-practice meeting behaviors that we discussed in this podcast episode. But outside of that, there are specific skills and best practices that are unique to running remote meetings. We’ve run our own team meetings remotely for a while now, coached other leaders on running remote meetings, and taught workshops about running effective and enjoyable remote meetings. Here are a few of the tools and tips that we believe can help every organization successfully adapt to a remote meeting culture:
Use the right technology and have a plan B. Your remote meetings can be just as effective as your regular meetings if you get the technology right. Take some time to think about all the elements involved in your regular team meetings. Do you usually share
PowerPoints and notes with each other? Do you have whiteboarding time? Find a technology that meets these needs. We prefer the platform Zoom. It has all the necessary features we need to have an effective meeting. (First ones on us, Zoom!) However, even the best platform can’t protect against bad internet connections, slow servers and user error, so have a plan B, such as a call-in line.
Take steps to create a meeting experience of connection and collaboration. Great meeting cultures are ones where participants regularly connect and collaborate with each other honestly and authentically. When you’re staring at your cohorts through a screen, some of this can be lost if you don’t work extra hard to foster it. We love when teams allow time for a “mingle session” before they dive into the meeting. Build it right into your agenda. It’s a chance for people to have that “watercooler” time that you don’t get with a distributed team. Follow this up by beginning the meeting with a quick icebreaker. This can be simply pairing up and discussing a particular prompt, having everyone share a success and/or a challenge, or even just a lighthearted question like, “What are you most looking forward to doing this summer?” Don’t underestimate the power of short, purposeful invitations to connect with each other. Oh, and have everyone use video whenever possible. It’s good for us to see human faces.
Create a Virtual Meeting Code of Conduct with your squad. We’ve discussed meeting code of conducts in a previous newsletter. Make sure your team is still committed those behaviors, but there will be other expectations you’ll want to add. If you’re new to running remote meetings, consider having a meeting about meetings. Wait, hear us out! All we mean is set aside some time with your team to discuss and mutually agree upon the remote meeting behaviors and expectations you all believe will help you have successful and effective meetings. This list will become your team’s Virtual Meeting Code of Conduct. This collaborative process builds buy-in and accountability. Here are a few of the must-haves for your list:
We will come in with a meeting mindset (and location). This means being engaged, in a quiet place (if possible), not doing other work (or on Twitter), and ready to contribute.
We will work extra hard to participate. Again, connection and collaboration become harder when you’re not in the same room, therefore people should be especially committed to participating, speaking up, asking questions, responding, etc.
We will use our video whenever possible. We’re back to technology. Again, video is just better. Being able to actually see your colleagues (their gestures, facial expressions, and so on) is often key to effective communication.
We will say our names before speaking. With larger groups (and especially with groups that are unable to use video), it’s helpful to say, “Debbie here,” before going on. This way there is no confusion around who is saying what, which is vital for clear communication.
We will mute (or not!) when we aren’t speaking. To mute or not to mute, that is the question. Our preference is that with smaller groups who can all be in quiet spots, go ahead and keep everyone unmuted. It creates less of a barrier for people to speak. With larger groups or those that have other voices and noises in the background (not uncommon at this moment in time), we recommend asking everyone to mute when they are not speaking. See what works best for your teams. (Pro Tip: Parked cars and broom closets make great spots for having meetings when you have a house full of people.)
This is by no means a comprehensive code of conduct for participating in successful remote meetings. We have a workshop for that. But this should give you a great starting point to build upon. (You can also check out our podcast episode on running remote meetings.)
Remember, if you’re new to running remote meetings, facilitation can be a challenge. Don’t beat yourself up if you don’t get it right at first. Give yourself grace. It takes attention and effort and practice to create remote meetings that are effective and enjoyable. But once you get it right, you will be glad you gave it the time it deserves.