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!
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More articles on Effective Meetings:
- Dispersity Adversity
- Geographically and culturally dispersed project teams are increasingly common, as we become more travel-averse
and more bedazzled by communication technology. But people really do work better together face-to-face.
Here are some tips for managing dispersed teams.
- TINOs: Teams in Name Only
- Perhaps the most significant difference between face-to-face teams and virtual or distributed teams
is their potential to develop from workgroups into true teams — an area in which virtual or distributed
teams are at a decided disadvantage. Often, virtual and distributed teams are teams in name only.
- Blind Agendas
- Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants
can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
- Is the Question "How?" or "Whether?"
- In group decision-making, tension sometimes develops between those who favor commitment to the opportunity
at hand, and those who repeatedly ask, "If we do that, how will we do it?" Why does this happen?
- Allocating Airtime: I
- The problem of people who dominate meetings is so serious that we've even devised processes intended
to more fairly allocate speaking time. What's happening here?
Forthcoming issues of Point Lookout
- Coming May 29: Newtonian Blind Alleys: II
- Some of our decisions don't turn out well. The nature of our errors does vary, but a common class of errors is due to applying concepts from physics originated by Isaac Newton. One of these is the concept of spectrum. Available here and by RSS on May 29.
- And on June 5: I Could Be Wrong About That
- Before we make joint decisions at work, we usually debate the options. We come together to share views, and then a debate ensues. Some of these debates turn out well, but too many do not. Allowing for the fact that "I could be wrong" improves outcomes. Available here and by RSS on June 5.
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- 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.