8 Tips and Tricks for Conducting Stronger Conference Calls and Virtual Meetings
By Kate Zabriskie
Despite large advances in technology, few people look forward to participating in remote meetings. When fellow participants fail to mute their lines, don’t give the interaction their full attention, or commit some other virtual-get-together sin, the mood of the group quickly deteriorates. So is there no hope for the countless teams who must connect through broadband instead of boardrooms? Of course not. By taking eight simple steps and following some proven guidelines, almost anyone’s virtual gathering can improve.
Tip One: Keep the meeting’s focus narrow. The more specific your agenda, the less likely you will find your conversations jumping off-topic. For example, instead of discussing office security training, narrow the focus to non-technology-related office security for customer-facing employees. By shrinking the field of discussion, you may realize you need less time and fewer people to arrive at a satisfactory decision.No matter what kind of remote meeting you run, you can make it better by increasing your planning, tightening your delivery, leveraging technology and people, and taking stock of what works at what doesn’t. Click To Tweet
Tip Two: State the goal of the meeting at the beginning, end, and several times throughout to remind people why they are there and how they are expected to contribute.
Before we begin, I would like to thank Ted, Rhonda, Nel, Jerome, and Fred for joining the discussion today. Each of you comes from a different area of the business and can offer a perspective the rest of us may not readily see. As we move through the discussion, I’m going to call on you to offer your point of view. Our goal today is to come up with some preliminary topics for training our customer-facing employees on security measures they need to take to keep themselves, the company data, and our customers safe. When we’re done, we should have a robust list of non-technology ideas. We’re going to deal with technology during a separate meeting.
Tip Three: Think like a newscaster. Newscasters plan in segments or blocks. Your agenda should do the same, and your language should advertise what’s happened previously and what’s coming next.
First, we’re going to talk about our current occupancy rates, next we’ll look at forecasts for the next quarter, and finally, we’ll review plans to ensure we make our forecast.
Tip Four: Steal a few more ideas from the news. Dialing your energy up by 10 percent to 15 percent and editing your content should help you increase engagement. Edits might include such activities as removing weak or uncertain language. “I’m not sure, I don’t know, and this may be dumb” have no place in any meeting—especially a remote one. After all, if you don’t believe in or know about what you’re discussing, why should anyone else?
Tip Five: If possible, use a platform that allows people to use cameras, chat, and screen sharing.
Cameras allow people to use their faces and bodies to supplement their verbal messages. Cameras also keep people honest, as it’s difficult for most of us to multitask or go on mental vacation when you’re doing it in plain sight.
Chat engages people’s fingers. If you are typing in a chatbox, you aren’t checking email, texting a client, or doing anything else unrelated to the meeting. Furthermore, chat levels the playing field and allows opportunities for both extroverts and introverts to weigh in at essentially the same rate.
Screensharing focuses people’s attention on the topic at hand. It’s human nature to want to look at something. If you can, do yourself a favor and provide visuals. One word of caution: do not read from your slides. If you put slides in front of a team, they’re going to read them. They don’t need you to insult the repeat what they’ve seen verbatim.
Tip Six: Assign roles. You don’t have to be the leader, timekeeper, notetaker, and so forth. Delegation engages people and allows the leader to lead the meeting. Of course, role delegation will work best if you model what’s expected.
For instance, provide a notes template and an example of notes to the notetaker and provide the timekeeper with some instructions, “Ted, I’d like you to serve as our timekeeper and agenda monitor today. If we wander off-topic, please poll the group to ascertain whether we should deviate from the agenda or take the topic offline.”
Tip Seven: Be prepared to do a little warm-up as you are waiting for people to join in. That means jumping on a call early and giving people something to do before the start of the meeting. If people are regularly late to your organization’s meetings, this is especially important. If you are using technology beyond the telephone, this is particularly easy. For example, you might set up a poll with everyone’s name listed and take attendance by asking them to select their names from the list. You could also show reminders (e.g. how to mute your line) and the notes from the last meeting and request people take a minute to review them. The possibilities are endless. The main idea, however, is to ensure that you don’t lose people who come early or on time to your remote meeting and that you can absorb people who join late with little disruption.
Tip Eight: View your remote meetings as works in progress. Ask those who participate what’s working for them and what isn’t. As teams change, technology evolves, and workplace demands vary, what works now might not work in the future.
No matter what kind of remote meeting you run, you can make it better by increasing your planning, tightening your delivery, leveraging technology and people, and taking stock of what works at what doesn’t. The key is trying, assessing, learning, and repeating the cycle. Happy meeting!
Kate Zabriskie is the president of Business Training Works, Inc., a Maryland-based talent development firm. She and her team help businesses establish customer service strategies and train their people to live up to what’s promised. For more information, visit www.businesstrainingworks.com.