Inattention in virtual meetings is a common source of frustration. But that frustration is often unjustified, because many virtual meeting leads have yet to take two necessary steps. The first is to set standards of attentiveness — behavioral norms. Here are some examples of behaviors that reduce meeting effectiveness.
- In face-to-face meetings eating does happen, but the costs there are much lower, because communication is more effective in face-to-face meetings than it is in virtual meetings. In virtual meetings, where we might depend solely on electronic channels, and where audio channel quality can be marginal, eating during the meeting can degrade the meeting's effectiveness.
- Electronic activities unrelated to the meeting
- Electronic activities of all kinds — games, gambling, texting, viewing videos, enhancing Facebook pages, listening to music, and dozens more — all compete for attention. They are incompatible with full participation. Still, some electronic activities are actually part of the meeting — viewing a presentation, attending to the conversation, checking one's calendar for compatibility with a proposed meeting. But everything unrelated to the meeting ought to be off limits.
- Conversation with those not attending
- Officemates or passersby sometimes visit attendees who are at work; children, spouses, neighbors, or pets sometimes visit When people want distractions,
they find them. What
can we do about all this?with attendees who are at home. It's tempting for attendees to mute their phones and engage in conversation while the meeting continues. This behavior might be acceptable in emergencies, but in emergencies attendees should just sign off.
- Conversation with those attending
- Sidebar conversations are distracting. They occur more often in conference rooms in which everyone in the room is connected to the meeting through a speakerphone or video, but they can also occur over alternative phone or video links, or via text. All sidebars, in whatever medium, degrade meeting effectiveness.
- Rearranging desk drawer contents, sorting, and filing
- Office housekeeping chores might seem to be mindless at first, but they can quickly capture the brain when the housekeeper encounters something that has to be read. That's where inattentiveness sets in.
- Pairing socks
- For those participating from home, actual housekeeping is a temptation. There's nothing special about pairing socks; any distracting household chore can be corrosive.
When people want distractions, they find them. What can we do about all this?
Seeking cooperation is the second too-often-omitted step for increasing attentiveness. Ask attendees to develop and agree to attentiveness norms. And it helps to appoint a timekeeper, a parking lot valet, a designated digression detector, and a queue manager, because people who accept these responsibilities are compelled to be more attentive.
In exchange, offer five-minute breaks every 20 minutes. This concedes nothing, because attendees will take breaks or self-distract with or without permission. As a virtual meeting lead, you can't choose to skip breaks. You can only choose when they happen, and whether everyone breaks at the same time.
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Effective Meetings:
- Trips to Abilene
- When a group decides to take an action that nobody agrees with, but which no one is willing to question,
we say that they're taking a trip to Abilene. Here are some tips for noticing and preventing trips to Abilene.
- Remote Facilitation in Synchronous Contexts: I
- Whoever facilitates your distributed meetings — whether a dedicated facilitator or the meeting
chair — will discover quickly that remote facilitation presents special problems. Here's a little
catalog of those problems, and some suggestions for addressing them.
- Tangled Thread Troubles
- Even when we use a facilitator to manage a discussion, managing a queue for contributors can sometimes
lead to problems. Here's a little catalog of those difficulties.
- Speak for Influence
- Among the factors that determine the influence of contributions in meetings are the content of the contribution
and how it fits into the conversation. Most of the time, we focus too much on content and not enough on fit.
- Allocating Airtime: II
- Much has been said about people who don't get a fair chance to speak at meetings. We've even devised
processes intended to more fairly allocate speaking time. What's happening here?
Forthcoming issues of Point Lookout
- Coming July 24: The Stupidity Attribution Error
- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
- And on July 31: More Things I've Learned Along the Way: IV
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Race to the South Pole: Lessons in Leadership
- On 14 December 1911, four men led by Roald Amundsen reached
the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the
race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical
drama, why this happened is interesting enough. But to organizational leaders, business analysts, project
sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore
lessons in leadership and its application to organizational efforts. A fascinating and refreshing look
at leadership from the vantage point of history. Read
more about this program. Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.