Telecommuting, virtual teams, outsourcing, and globalization have all contributed to increased incidence of virtual meetings between people who never meet face to face, or at least, haven't met face to face yet. For these meetings, a simple agenda isn't enough, because people need to know more about each other to work effectively together. To make the meeting more productive, distribute a program — not just an agenda.

Handbill for the exhibition of Manet's "The Execution of Emperor Maximilian," (now in the Kunsthalle Mannheim) in New York in December 1879. At the time, the handbill (which we now are more likely to call a "leaflet") was a favored means of advertising. The publication now known as Playbill first appeared in 1884, invented in this form by Frank Vance Strauss, though handbills had been used to advertise plays since Shakespeare's time. Image courtesy The Museum of Modern Art, New York.
Pattern your meeting program after the programs of sporting events, plays, the opera or ballet. Playbill is an example. Since the program is replacing the agenda, it must, at a minimum, serve the function of the agenda. But you can also include background enrichment material of all kinds. Here are some ideas for your programs.
- Links to exhibits
- If the meeting includes discussions or reviews of exhibits — contracts, reports, diagrams, audios, videos, and so on — attendees have to review them beforehand. Include links to these items. Or for the convenience of attendees, combine all exhibits into a zip archive to make downloading easy.
- Links to MP3s or MPEGs of attendees talking
- In telephone conferences, being able to recognize each other's voices is a big advantage. But since recognizing the voice of someone you've never met is difficult, have everyone make recordings introducing themselves. Video is great, but audio helps too. Give everyone an opportunity to see and listen to each other before the meeting.
- Bios and contact information
- Bios of all attendees help them establish relationships before the meeting begins, especially if some haven't attended this particular meeting before. Let people write their own bios. Professional bios help everyone understand each other's area of expertise. But personal details help too, because they give everyone little insights about each other as people.
- Recognition
- In telephone conferences,
being able to recognize
each other's voices
is a big advantage - If a team or team member made an outstanding contribution recently, or received recognition for any reason, play it up. Most of us like to see our names in lights.
- Project successes, vision, and history
- Include a little summary of past successes and what the future holds. This helps keep people fixed on the goal. It's an opportunity not to be missed.
- Site imagery and videos
- Familiarity with the sites where people work helps people "place" each other in a context. It gives them a setting in which to imagine the other people attending the meeting, which is especially important for telephone meetings. If you're holding the meeting as an off-site, provide history and information about local attractions.
Your meeting program, like all documents, is subject to your organization's document retention and destruction policies. Since it's a compound document (it might not reside in a single place), and since it might consist of a mixture of media, check with your document retention specialist to make sure that you understand the policy before you create the program. If you can conform to requirements, using a program instead of an agenda can make a real difference in your meetings. Top
Next Issue
Is your organization a participant in one or more global teams? Are you the owner/sponsor of a global team? Are you managing a global team? Is everything going well, or at least as well as any project goes? Probably not. Many of the troubles people encounter are traceable to the obstacles global teams face when building working professional relationships from afar. Read 303 Tips for Virtual and Global Teams to learn how to make your global and distributed teams sing. Order Now!
For more on agendas, see "An Agenda for Agendas," Point Lookout for May 25, 2005; and "First Aid for Painful Meetings," Point Lookout for October 24, 2001.
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Related articles
More articles on Ethics at Work:
When Your Boss Is a Micromanager
- If your boss is a micromanager, your life can be a seemingly endless misery of humiliation and frustration.
Changing your boss is one possible solution, but it's unlikely to succeed. What you can do
is change the way you experience the micromanagement.
Scheduling as Risk Management
- When we schedule a complex project, we balance logical order, resource constraints, and even politics.
Here are some techniques for using scheduling to manage risk and reduce costs.
Problem-Solving Ambassadors
- In dispersed teams, we often hold meetings to which we send delegations to work out issues of mutual
interest. These working sessions are a mix of problem solving and negotiation. People who are masters
of both are problem-solving ambassadors, and they're especially valuable to dispersed or global teams.
Behavioral Indicators of Political Risk
- Avoiding dangerous political interactions is easier if you know what to look for. Among the indicators
of possible trouble are the behaviors of the people around you.
Vendor Mismanagement
- When we outsource knowledge work to vendors, we expect to achieve the desired result with less risk
and uncertainty than if we did the work ourselves. But mission creep, mission retrenchment and employee
capture can lead to less welcome results.
See also Ethics at Work and Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
Coming February 19: Yet More Ways to Waste a Meeting
- Experts have discovered that people have been complaining about meetings since the Bronze Age (3300-1200 BCE). Just kidding. But I'm probably right. As an aid to future archaeologists I offer this compilation of methods people use today to eliminate any possibility that a meeting might produce results worth the time spent. Available here and by RSS on February 19.
And on February 26: Devious Political Tactics: Bad Decisions
- When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions. Available here and by RSS on February 26.
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