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MEETINGS

What It Takes to Run a Great Virtual Meeting by Bob Frisch and Cary Greene

March 05, 2020

HBR Staff/aristotoo/Getty Images

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As companies scramble to protect employees from the spreading coronavirus with travel

restrictions and remote work arrangements, there’s a distinct possibility that in-person

meetings with teams, customers, or suppliers may be canceled for days — or potentially

weeks.

Under the best of circumstances, as soon as one or two attendees “dial in” to any meeting,

productivity starts to suffer.  There’s a long list of reasons. Attendees often interpret

virtual meetings as a license to multi-task. Meeting organizers tend to be less careful with

the purpose and design of the conversation. And it’s not uncommon for one or two

attendees to dominate the discussion while others sit back and “tune out.”

But it doesn’t have to be this way. Virtual meetings — even impromptu ones sparked by

fears of a contagion — can be run more effectively, using basic meeting best practices and

easy-to-use, inexpensive technology.

Here are 12 steps you can take to make that happen:

1. Use video. To make people feel like they’re all at the “same” meeting, use video

conferencing rather than traditional conference dial-ins. Technology — such as Zoom,

Skype, and GoToMeeting — helps to personalize the conversation and to keep participants

engaged.

2. That said, always provide an audio dial-in option. Video conferencing can work very

well, but it relies on a strong internet connection that may not always be available. People

need the ability to participate via audio, but make it clear that video-first is the new norm.

3. Test the technology ahead of time. Nothing kills momentum at the start of a meeting

like a 15-minute delay because people need to download software, can’t get the video to

work, etc. Prior to a virtual meeting, all participants should test the technology and make

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sure they are comfortable with the major features.  And remember, supplier or customer

conversations may require your team to familiarize themselves with different software

packages.

4. Make sure faces are visible. Video conferences are more effective when people can see

each other’s facial expressions and body language. Ask individuals to sit close to their

webcam to help to recreate the intimacy of an in-person meeting.

5. Stick to meeting basics. Prior to the conversation, set clear objectives, and send a pre-

read if appropriate. During the session, use an agenda, set meeting ground rules, take

breaks, and clearly outline next steps (including timing and accountabilities) after each

section and at the end of the meeting.

6. Minimize presentation length. The only thing worse than a long presentation in

person is a long presentation during a virtual meeting.  Meetings should be discussions.

Background information should be provided beforehand. If someone needs to present, use

screen sharing to guide the conversation, so attendees can literally “be on the same page.”

But prioritize conversation to maximize the time people are looking at each other.

7. Use an icebreaker. Although we’re not big fans of them, it’s important to use every tool

to reinforce interpersonal relationships when people may be feeling isolated.  Also, it’s

important to know if a participant may have a close friend or relative fighting the virus, so

some type of “check in” is in order.

8. Assign a facilitator. It’s usually harder to manage a virtual discussion than an in-

person one. It can be helpful to assign one individual to guide the conversation, allowing

the other participants to focus on the content. The facilitator can also use a polling system

to “take the pulse” of the group on certain questions and ensure that all voices are heard. 

The facilitator should also be able to resolve basic questions on the technology being used.

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9. Call on people. Getting everyone to participate without talking over each other is one

of the more challenging aspects of running a virtual meeting. To forestall this, we

recommend periodically calling on individuals to speak, even by virtually “going around

the table” before a decision is finalized. Some software packages even allow attendees to

“raise a hand” if they want to. This can help the facilitator drive closure without the risk of

excluding an introverted participant’s views.

10. Capture real-time feedback. Gathering and processing high-quality input during a

virtual meeting can be challenging, especially since visual cues are harder to read.  Use a

phone-based survey tool like Poll Everywhere to collect on-demand feedback from

attendees on specific topics in real time. Keep the polling open, separate from the

videoconference to avoid disrupting the conversation. Participants will need clear

instructions on how to use the system and practices, but groups get the hang of it very

quickly and it’s well worth the effort.

11. Don’t be afraid to tackle tough issues. Meeting virtually is a learned behavior, and

you’ll be amazed how much you can get out of it once you and your team begin to be

comfortable working this way. It may seem natural to wait to discuss tough issues until

everyone is in person, but that may not be an option. So don’t shy away from controversial

topics.

12. Practice once or twice while you’re still together. Hold your next staff meeting

virtually, with each executive sitting in their office and hooking into the meeting with no

assistance. After the meeting concludes, gather and debrief about the experience.  What

went well, and what didn’t?  How can you evolve your virtual meetings to make them as

productive as when you meet in person?

Not being able to work together in the same room with colleagues may become a major

challenge in the next few weeks. To make virtual meetings work, you might need to adjust

how your team conducts them.  But a small investment in preparedness now could have a

huge impact if that time comes.

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Bob Frisch is the managing partner of the Strategic Offsites Group, a Boston-based

consultancy. He is also the co-author of Simple Sabotage (HarperOne, 2015), the author of

Who’s In The Room? (Jossey-Bass, 2012), and four Harvard Business Review articles, including

“Off-Sites That Work” (June 2006).

Cary Greene is a partner of the Strategic Offsites Group, a Boston-based consultancy, and

co-author of Simple Sabotage (HarperOne, 2015) and the Harvard Business Review article

“Leadership Summits that Work” (March 2015).  He writes frequently for HBR.org.

Related Topics: Managing People

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Eileen Dowse 16 days ago