Tag Archives: virtual

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Meeting Primer: Make Every Minute Matter

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So you’ve decided to call a meeting. Maybe you and your client’s team are due for an update/ check-in; or has an unexpected glitch created a project roadblock that demands a problem-solving strategy? Let’s look at the bright side—-has what appears to be an opportunity revealed itself and the purpose of your meeting is to verify that the opportunity is not a mirage and deciding how to proceed?

Oftentimes, a meeting means a decision must be made. When it comes to meetings one thing is certain—the purpose is always about finding the way forward, where you’re going and how you’ll get there. Moreover, there are always action items to follow-up on.

Meetings have a checkered history; there is an unfortunate tendency to deviate from the agenda and get lost in the weeds. Salvation is within reach, however, when the convener—you!—thinks through the key components of the meeting so that you will enable the meeting to both fulfill its purpose and leave the participants feeling energized, engaged and effective.

Agenda

It is your job as meeting convener to create the conditions for a successful meeting. Begin by identifying the purpose of your meeting—must potential solutions to a problem be explored, or must the team determine strategies that will advance a certain goal? Once the meeting purpose is confirmed, the convener will then consider which information and/or actions will be needed to support the meeting purpose and inform the creation of the meeting agenda—which will be the meeting journey roadmap. To create the agenda, allow yourself to do some some free association thinking to get a mental picture of what must be discussed and resolved.

Attendance

Next, decide who should attend, as well as those who perhaps for political reasons you would be wise to invite. There may be certain stakeholders or power brokers who must be in the room (or in virtual attendance), whether you want them there or not. Those on the must-invite list could be a net-positive, however; you may be able to convince one of the VIP attendees to troubleshoot, green-light, recruit allies, approve funding, or somehow advance your vision of what needs to happen.

Following the list of heavy weights, you’ll be free to draw up a list of those who should attend, who you want to attend, because they have the subject expertise and insight that will benefit the meeting purpose. Finally, there are those you should ask to attend because they know how to get things done and can be trusted to carry out important action items—and just as valuable, if there’s a vote taken, they’re with you!

Bear in mind that there may be stakeholders /VIPs who simply appreciate receiving info regarding the outcome of your meeting, but they do not need or want to attend. If someone doesn’t need to be there, offer them alternatives, such as asking them for pre-meeting input or sending them a follow-up meeting summary. Fewer attendees mean more-focused conversations—and ultimately better outcomes.

Use the “Five W’s”—who, what, where, when, and why—to generate the participant list. Who needs to be there? What, if any, special information should you bring in resources to support the conversation (meeting handouts or presentation slides? What information can drive decision-making and needs to be shared and what is just a distraction and doesn’t need to be included?

You must also consider the most inclusive and welcoming format for the meeting—in person or virtual? It’s entirely likely that your meeting will be hybrid and it will be necessary to design logistics that will make those who attend virtually feel fully present.

Engagement and participation

As you know, the best meeting outcomes are achieved when you bring together participants who have the means and motive to contribute something relevant to the proceedings. Lackluster participation in meetings weakens the result by reducing collaboration, hampering decision-making and eroding team unity. How can you encourage more fruitful engagement? Step One is to create an agenda that directs attention to the core purpose of the meeting, whether check-in, problem-solving, or decision that must be made, or opportunity to exploit.

Start by clarifying expectations for the meeting and participants by outlining some of the supportive behaviors you want to see in your meetings. For example, you might emphasize mutually supportive behaviors such as nonjudgmental communication, collaborating to tackle challenges together, sharing of resources and information. It’s also helpful to offer team members different ways to contribute—for example, allow for written input before, during, or after meetings. Giving those who are typically less vocal a structured role can help empower them to speak. When participants know that their insights and wisdom are valued, they’ll find the motivation and courage to speak up and they have the potential to perhaps bring an unexpected idea or perspective that will greatly improve the outcome and relevance of the meeting.

Finally, make every minute count and don’t run over. Set meetings for the shortest time necessary, not by default increments like 60 minutes. Honoring to the agenda and ending on time helps people sustain focus, reduces frustration and communicates to everyone that your meetings are worth attending.

Thanks for reading,

Kim

Image: ©Siphosethu Fanti/peopleimages.com for Adobe Stock

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Mastering Virtual Presentations: Feel Connected, not Remote

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Virtual meetings are here to stay and at some point you, Freelancer friend, will be asked to give a presentation on a virtual platform—so you may as well make it your business to learn how to do it right. Plan well and you’ll be able to give a talk that is delivered remotely but still connects you to your audience. The trick is to think of your talk as a TV show or movie, divide it into segments and assign them a role to play in the audience experience.

Obstacles

Talking to a webcam is probably not your idea of a satisfying communication process. You’re in a room intended for another purpose—-cooking? sleeping?—-but is now your stage and the audience can see you. You can see them, too, but only as a row of small images aligned along the perimeter of your screen. Everyone is together, except that you’re not.

In fact, you’re all isolated and some may be in another time zone or even another country. Still, through the miracle of technology, you’ve come together to share this experience. The speaker has the responsibility to make that experience rewarding.

Unfortunately, the speaker’s experience may not feel rewarding. Delivering a speech of some sort when using a virtual platform can be disorienting, whether one will discuss a committee report at a board meeting, teach a class, or give a quarterly earnings report to investors. The usual sensory cues are missing. The presenter can see everyone’s eyes, but is unable to make eye contact.

It is sometimes apparent whether or not audience members are paying attention, but feeling their presence and energy, which signal to an astute speaker when the audience is with you and when you are losing them, is not possible. In virtual communication there is no feedback, no way to confirm that the audience understands or agrees with the points you’re making. The presenter is hanging out there alone, sort of in a black hole. There are no familiar landmarks on the trip.

Solution 1: The voice

Presenting on a virtual medium is like being a television newscaster, talking to the red light and with no studio audience to interact with. Nevertheless, speakers working in a virtual medium must remain acutely aware that there is a listening audience that needs him/her perhaps more than does a face2face audience. The online audience urgently needs a responsive connection to the speaker, on whom they depend to lead them into the topic, earn their respect by sharing relevant and timely information and hold their attention so that they won’t be tempted to sign out of the event.

When talking to a webcam, there is often a tendency to speak in a monotone. Some may speak too fast, others will ramble on and on. It’s because talking to a webcam and a row of tiny pictures feels off-kilter. The normal exchange of communication between a speaker and audience, subtle but powerful, is missing.

The overall most effective solution is for virtual format presenters to rehearse the talk thoroughly, to ensure that the tone of voice is strong and confident and the pace of speaking is neither rushed nor slow. Diction should be crisp and the vocal expression pleasantly enthusiastic.

Solution 2: Technology —polls

The drop-off rate of virtual presentations is high. It’s easy for audience members to leave when the talk begins to seem boring. To combat the problem, speakers must prepare to work with the platform technology, rather than allow themselves to become lost and flailing within it. Speakers must always maintain control and this is especially true when the format is virtual and the ability to read the audience mood is severely restricted.

Presenters are advised to quickly capture audience attention and establish their control by engaging them at the start of the talk, perhaps with a fun activity that employs the platform’s polling function. When the speaker invites the audience to respond to him/her they’ll give back a helpful dose of positive energy, precisely what is needed to not just deliver a talk, but to communicate and connect with the audience.

Asking a question is a tried-and-true audience “warm up” technique, but your question must be more specific than “How’s everybody doing today?” The virtual presentation opening question should be devised along the lines of a survey question, to make taking a poll feel appropriate.

Presenters can create a question that’s related to the talk, or even ask about the weather. Since most of the audience may be working from home, staying indoors is easy. If local temperatures have been unusually cold or warm, a creative speaker might want to ask when’s the last time audience members have ventured outdoors? The question and answers received could be good for a chuckle and will pave the way to finding common ground between speaker and audience and also between audience members.

You may be able to take another poll or two later in the talk by asking a question about the topic and challenging the audience to predict what your data show. Once you’ve displayed the audience answers, then present your data. (“96% of you predicted that our customers would like this new product feature. Let’s bring up the official statistics now and see how customers responded.”

Solution 3: Technology —chat

Chat is tailor-made for Q & A and it’s the go- to virtual audience engagement tool. Every presentation includes time for Q & A, often structured as a forum at the talk’s conclusion. Some presenters will also take a question or two earlier in the talk and then address the rest in the Q & A forum.

Whichever format you feel will work best for you and your topic, the chat function will be useful. Presenters can invite audience members to type questions into chat throughout the talk, which may cause certain of them to be addressed during the talk. It will be wise for presenters to discreetly check into chat periodically during the talk because audience members could be trying to signal that something is amiss—-maybe a sound or lighting problem.

Thanks for reading,

Kim

Image: Walter Cronkite (1916 – 2009), lead anchorman for CBS-TV Evening News 1962 – 1981. During the 1960s and 70s, Cronkite was regularly named as “ the most trusted man in America.”

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Meeting New Clients When They’re Virtual

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As we journey through the COVID business landscape, B2B product and service providers have mostly found that the process of selling to their current clients has successfully been transferred to virtual methods, that is, videoconferencing and the telephone. But the biggest shortcoming of virtual communication is revealed when the goal is to meet and cultivate new clients.

As business (and education, government, fitness, worship, et al.) has transitioned to remote functioning one glaring truth has emerged— it’s much easier to shift existing relationships into virtual mode than it is to create new relationships, business or personal, by way of Zoom. That’s especially true in B2B sales. While many Freelancers and other business owners and leaders have directed resources toward strengthening existing client relationships, facilitating new client acquisition has folks wringing their hands.

It’s been conclusively demonstrated that it costs at least five times more time and money to acquire a new client than it costs to maintain a current client, but it remains a fact that every business must put into motion a client acquisition strategy. New clients represent the potential for future growth and they are an essential component of a healthy business ecosystem.

The problem is, relationships are more easily created during face2face interactions and we’re just not able to meet people anymore! The lockdown has either closed or severely restricted nearly all public gathering spaces. Video and voice calls keep us connected, albeit at a distance, but those relationships are in many cases already established.

So our question of the day is—-how can a business effectively grow its client list when access to new prospects is unexpectedly limited? Let’s consider some alternatives to the once customary networking formulas.

Low hanging fruit and a system reboot

Mine your client data, knowledge and relationships to discover how you might persuade those with whom you’ve been doing business to do more business. Find the low hanging fruit on a tree familiar to you. In some instances, it may be necessary to reboot certain relationships if clients were forced to cease or curtail operations due to the shutdown and its aftershocks.

Create reasons to contact clients whose organizations were adversely but not fatally impacted, perhaps by emailing COVID business resource information as a conversation starter. While trading emails or calls, you’ll be able to inquire about the location of where business is now conducted—in the office or from home.

Ask those clients how they’re responding to the COVID environment and listen carefully for a way, however small, you can help get his/her company up and rolling again. You may rewarded with a handful of billable hours as conditions improve. This strategy is working for me, BTW.

Conversely, some businesses are experiencing growth during the pandemic and you should make it a point to identify those organizations and include those for whom your products or services can be a fit in your marketing efforts. Maybe you can get a referral from a friend, family member, or client?

Encourage referrals

Referrals confer to you the golden status of being considered a known and trusted quantity. Other than a Super Bowl ad, there is no better endorsement for your business than a referral. People who read reviews of books, movies, restaurants, or hotels are in reality searching for a business whose customers give it good referrals.

Create the conditions for good word-of-mouth about your service by excelling at superior customer service at every client touch point. Present a 360 degree pleasant and efficient experience from the intuitive navigation of your website, the relevance of your content marketing posts, to your follow-up and willingness to go the extra mile to provide the necessary solution, to your project proposals and invoicing.

Give your clients lots of good things to say about doing business with your organization. Ask them to spread the word. On client invoices, offer a 15% or so discount on their next invoice if a referral is made and a sale results.

Case studies and testimonials showcase how clients feel about your finest work. They are a form of referrals and business owners and leaders are advised to include such valuable endorsements on the company website and on social media platforms.

Get found with Inbound Marketing

Revisit your understanding of the ideal clients for your company’s products or services. Do you know who the decision-makers is? Do you know who is likely to influence the decision-maker and other important stakeholders? When writing your content, it’s imperative to know to whom you are speaking.

With a heightened sense of your ideal client in mind, evaluate, refine and expand your company’s online presence and popularity with content designed to fill the sales funnel with prospects who have authority, who make decisions, who have influence. Create email marketing subject lines that catch the eye and resonate with those prospects. Align your white papers, blog, newsletter and case studies to address goals and questions that are meaningful to your prospects. Appeal to what motivates prospects to take the leap and do business with you. Post content to Twitter, LinkedIn, Instagram and Facebook to expand your reach.

Finally, why not experiment with developing relationships through online communities? Investigate LinkedIn groups, for example, and search for one or two that seem like a good fit. Follow conversations and learn what active members discuss. When you feel ready, pose a question or respond to one. Whenever you participate, your LinkedIn contact info is accessible to interested parties and the seeds of follow- up are planted.

The sales landscape has changed for the time being, but the fundamentals of selling remain. If your product or service solves a problem, provides a solution, for a potential buyer, if a price can be agreed upon a sale will be made. Pursuing introductions and attempting to build relationships with new prospects in the virtual space is not without challenges but it also brings certain advantages. Geography is no longer a barrier.

Moreover, most prospects begin the buying journey online, searching Yelp and other rating sites to find out who can and cannot be trusted, cruising through social media and visiting websites that appear in the top 10 of their text or voice searches (those would mostly be big companies, for those wondering why there is no mention of SEO here).

Buyers are acclimating to the virtual space, becoming more accepting of the new normal and what it entails. The scope of relationships hatched in the virtual space may not be quite what we’re accustomed to, but I predict that both buyers and sellers will adapt as necessary to do business.

Thanks for reading,

Kim

Image: Athena, a special guest character on Lost in Space (CBS-TV 1965-1968) appeared in season 2, episode 16, of the series on January 4, 1967.

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Virtual Meeting Primer

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Virtual meetings and virtual classrooms are here to stay no matter what happens with the coronavirus or any other virus—or tornado, or earthquake, or blizzard. If you have not yet presided over a virtual meeting, maybe to touch base with your team, or discuss a product or project with a prospective client, the tea leaves say that you will. So let’s get you ready so that you’ll perform at your best.

Everything done to prepare for a face2face meeting will likewise be done to prepare for a virtual meeting. Propose a draft agenda. Invite the stakeholders and any others who have the authority to impact the initiative that will be discussed. Suggest a meeting date and time. Decide who should be invited to speak at the meeting and include those persons on the agenda.

If Power Point slides will be used by any speakers at the meeting, ask for their slides to be sent to you 48 – 72 hours in advance of the meeting, so that you can have them ready for each speaker. Send the confirmed agenda and necessary hand-outs to all participants one day before the meeting (so they don’t get lost in anyone’s email).

The facilitator of the meeting, whether face2face or virtual, has a few unspoken duties to ensure a positive outcome for the meeting and it is in these fine points that the differences between face2face and virtual emerge. Meeting participants are not in a room together and while it is tremendously more convenient than traveling to the meeting venue, communications will be adversely affected.

Reading nonverbal cues, facial expressions and even tone of voice can be difficult and cause misinterpretation. Those who are not scheduled to speak can easily turn themselves into virtual wallflowers and say not a word beyond the initial round of greetings.

For those reasons, virtual meetings require a higher level of facilitation skills. If the meeting platform you’ll use has a tutorial by all means take it, so that you’ll know how to use tools that will enhance the meeting experience, and therefore outcome, for everyone. Give yourself an hour, or even two. There are just a 4-5 simple things to learn, study up to ensure that you’ll be at ease when implementing them.

Meet & greet

First, ask participants to sign on 5 minutes ahead of the announced start time to make the introductions easy and avoid the need to introduce late arrivals. Late arrival is more awkward in a virtual meeting because it’s not possible to see that person slip into the room and a new face popping up on screen may not be noticeable to everyone.

As close to start time as is practical, thank participants for attending and give a general greeting. Then kick-off a round robin of introductions and greet everyone by name. Better still, if you’re at the controls, flash each person on screen and invite him/her to self-introduce. Here is when you get people talking. This step is an ice-breaker.

If there are participants who have not met before, request that self- introductions include first and last name, plus title and department. Announce late arrivals as soon as is practical. If it’s not too disruptive, invite late arrivals to introduce themselves.

Tools tutorial

Walk meeting participants through the virtual tools, because some participants may not be especially proficient. Chat, hand-raise, yes or no, break-out room and poll are the most common items. These tools are very useful in keeping meeting participants focused on the agenda and discourage the temptation of wandering attention.

As you plan the agenda, think about how you can judiciously create an opportunity for a poll, a hand-raise, or even a break-out session that will allow small groups of two or more participants to have a short, tightly focused discussion and then take their findings back to the main meeting for a general discussion.

Hand-raise

Strictly speaking, a hand -raise sign indicates that a participant would like to speak, just like in a face2face meeting. You, facilitator, will acknowledge the hand raise as soon as practical and give that the individual the floor. The hand-raise can also be used as a vote or poll, but you have other tools for those questions and as a way to keep the content interesting, I suggest you use those.

Yes/ No

The green Yes and red No checkmarks are useful for a quick, general question that you, or a presenter, puts to the group. The question can be as easy as “Would we like to cover this one additional subject and keep the meeting in session for another 15-20 minutes?”

Chat

The chat function allows for public or private chats and participants should get a tutorial on how to utilize each. A chat can be used to ask a question to the presenter and s/he can address the question during the presentation. One participant may have a question for another participant and can use the private chat function to do so.

Polls

There may be times when a speaker may want to get the opinion of those in the room and polls allow participants to express opinions anonymously, which encourages honesty. The facilitator will type in the question, or prepare a question in advance and have it ready. Click and all participants will be given time to indicate and submit their answers.

Break-outs

If there are perhaps 8 or more participants it may be useful to allow groups of 3 – 5 people to discuss a specific question. Break-outs are good for relationship building because their use allows a small group of participants to get to know one another in a safe, small space where they may be more comfortable speaking freely.

Power Point slides

The facilitator must learn how to operate the slides, since s/he will be at the controls. As in any meeting, Power Points will visualize and enhance the speaker’s presentation. A short slide presentation will be yet another way to maintain the focus, attention and engagement of your virtual meeting participants.

Lastly, I recommend that virtual meeting facilitators request that a technically adept person be on- site during the meeting. Regardless of what the facilitator understands to be a correct technical set-up, crashes can occur and someone with better than average IT skills may be needed to re-start the platform. I know this from humiliating personal experience.

Yet if your virtual meeting tanks, all is not lost. Another useful tech back- up is our old friend, the conference call. Have a dial- in conference number ready. If disaster strikes, email the conference number and Power Points to participants. A/V material can be downloaded and opened on laptops or tablets as you work through the agenda on your mobile.

Thanks for reading,

Kim

Photograph: Kim Clark

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What Scientists Know About Virtual Meetings

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Experience has shown us that video meetings and face2face meetings are not interchangeable. Videoconference meetings, while very appealing in ways too numerous to list, nevertheless come with some noticeable drawbacks.

Video meetings are often a little stilted and sometimes borderline awkward. Participants can have trouble signing on. Wavering WiFi signals will cause one or two people to drop out for a couple of minutes, leaving them to struggle to reconnect, maybe by walking to another part of the room in search of a better signal.

Still, video meetings are great for remote team check-ins and board or committee meetings. We are social creatures and enjoy being able to see who we’re talking to. But as the meeting progresses it becomes clear that communication does not flow nearly as well as in our face2face meetings.

On top of access and connectivity issues that interrupt the meeting pace, normal conversation rhythm is also stymied, because video signals are slightly delayed. We try to compensate for unnatural pauses that cause people to talk over one another by waiting (usually too long) to respond.

Scientists who study human perception say that aside from the technical annoyances, the big problem with video is that it disrupts normal eye contact, especially how long and how often we look at each other. In a study led by Isabelle Mareschal, PhD, Psychology Department Chair at Queen Mary University in London, and her colleagues at their visual perception lab asked experiment subjects to watch a video of a face that turned to look directly at them. Study subjects initially found the gaze enjoyable, but after as little as three seconds most found the gaze to be unsettling.

Now consider the protocol at a virtual meeting—- we are expected to maintain unbroken eye contact with the speaker or risk being considered inattentive, if not rude. It’s just that our brain is uncomfortable with this practice. No wonder we find more than one videoconference per day to be draining.

Videoconferencing also disrupts what is known as synchrony, the unconscious call and response speaking rhythm that we lapse into when communicating face2face. Synchrony also persuades us to unwittingly mimic the body language and posture of the person we’re speaking with.

So we smile when we receive cues that our conversation partner will respond favorably if we do, or we’ll put on a serious facial expression when people in the room look worried or upset. “People start to synchronize their laughter and facial expressions over time,” says Paula Niedenthal, PhD, a psychologist and expert in the science of emotion at the University of Wisconsin/ Madison. She continues, “That’s really useful because it helps us predict what’s coming next.”

The ability to unconsciously and accurately predict our conversation partner’s emotional state is crucial to feeling connected, research shows. The problem with videoconferencing is that so many facial expressions—-that sparkle or cloud in the eyes, or subtle posture and hand gestures—-are obscured. We cannot consistently predict and validate the nonverbal cues of virtual meeting participants. We become vulnerable to feeling awkward and eventually, alienated.

Andrew S. Franklin, PhD, a psychologist at Norfolk State University in VA, says the first problem with Zoom is that the platform is programmed to continually show the user an image of him/herself, “So you’re trying to get out of the habit of staring at yourself.” That fascination, or discomfort, breaks the participant’s attention, drawing it away from the speaker and disrupting the transmission of whatever facial and body language cues one might otherwise pick up. Worse, that Brady Bunch Zoom meeting line-up, whether shown in a horizontal or vertical configuration on your device, brings in too many pairs of eyes to confront.

Daniel Nguyen, PhD, a scientist and director of (the global consulting firm) Accenture Lab in Shenzhen, China, investigated how people bonded (or not) while videoconferencing. For the experiment, Nguyen and his team divided study subjects into pairs: some conversing pairs used a video set- up that showed only faces; another video pairing set- up displayed face and upper body; the third conversation design was an in-person chat. As revealed in observations, the in- person pairs developed the strongest bonds and the face and torso set- up elicited bonding that was fully twice that of the face only set- up.

Furthermore, Nguyen prefers the vertical screen view on our phones over the horizontal screen view that desk models, laptops and tablets give us because the vertical view showcases more of the body and less background scenery.

Guided by the results of their experiment, Nguyen and his co-authors now sit a few feet away from their keyboards when in video meetings, so that their upper body will be visible. Providing your videoconference partners with a more expansive view of you helps them achieve synchrony with you and the potential for mutual bonding will be enhanced.

Nguyen and colleagues also have recommendations for your videoconference vocal style. “Ramp up the words that you’re saying,” he advised, “and exaggerate the way you say it.” To be honest, I don’t know how to interpret that bit of stage direction. How about we just avoid speaking in a monotone and add a little energy to our speech, taking care to speak a little more slowly and remembering to enunciate clearly?

Probably the most formidable obstacle of videoconference communication is how to develop trust when doing business. It’s not easy to build bonds, to truly get to know someone and develop lasting rapport through online encounters, even when you see who you’re talking to. Nguyen said his research found that, “In a videoconferencing situation, trust is quite fragile.” He and his team demonstrated that in video, “Trust is diminished overall.” Nguyen suggested that when building trust is critical, opportunities to meet in person at least some of the time will help build bonds that make remote collaboration more successful.

Elena Rocco, PhD, in a 1998 study at the University of Michigan Collaboratory for Research on Electronic Work, demonstrated that groups that connect solely online (in her study email was the online format) do not collaborate effectively. But when her study subjects were able to meet face2face for brief periods, their willingness to cooperate and collaborate rose dramatically. Face2face meetings make a difference and opportunities to allow in person meet- ups should be made, even when online communication is more convenient.

I feel that although working from home is all the rage now, in two or three years companies will move to reverse the trend and bring employees back to the office, at least for part of the week. Without reading any studies, I knew that virtual meetings can never adequately replace face2face interactions.

Ben Waber, President and co-founder of Humanyze, a company that creates software that allows organizations to map internal communications, understands very well how employees communicate and how their communication correlates to their company’s health.

Waber suspects that in the long run, a company’s culture and creativity risk declining in a heavily remote-working structure. Employees can’t get to know one another as well when they don’t regularly interact face2face. He predicts that profitable companies will initially continue to be profitable despite their significant dependence on virtual communication but damage will become evident a year or two down the line, when the quality of new ideas become less bold and innovative. He concludes, “I think we’re going to see this general degradation of the health of organizations.”

Thanks for reading,

Kim

Photograph: Kim Clark. Doorway of the original location of the Forsyth Dental Infirmary for Children.