Virtual Meetings: Then and Now

Many of us had become accustomed to virtual meetings, even before the COVID-19 pandemic led to widespread stay-at-home orders. But virtual meetings are happening much more frequently now during this pandemic. And there are some new twists, because these virtual meetings are unlike the virtual meetings we're accustomed to. So perhaps a review of the differences might be useful even to those who are familiar with the pre-pandemic virtual meeting format. Understanding the differences between pre-pandemic virtual meetings and virtual meetings now can help make our virtual meetings more effective.

We're now 100% virtual

Before the COVID-19 pandemic, many teams were able to conduct face-to-face meetings, a format known to be far more effective than virtual meetings when humans are involved. And many members of those teams that had mostly virtual meetings before the pandemic were also able to hold some face-to-face conversations with people with whom they were co-located. So before the pandemic there were virtual meetings, but there were also face-to-face meetings, hallway conversations, and lunches and coffee breaks.

Because of the stay-at-home orders, we can no Understanding the differences
between pre-pandemic virtual
meetings and virtual meetings
now can help make our
virtual meetings more effectivelonger rely on face-to-face conversations to supplement our virtual meetings. Whatever puzzles do get sorted out now, get sorted out over telephone calls or videoconferences.

To mitigate the effects of this change, team members can try to meet more regularly — if virtually — in pairs and small groups.

One person, one mic/camera

Before the COVID-19 pandemic, many virtual team meetings consisted of small groups of co-located team members gathering around a single speakerphone or mic/camera to exchange ideas with other sites. Some of those other sites also consisted of small groups. Now, we're (nearly) all working from home — one person, one mic/camera.

When we had small subgroups interconnected through a virtual meeting, the members of the subgroups could converse face-to-face during the meeting. The members of the subgroups could comment to each other, or pass notes, or communicate by body language or by mouthing words. Although these interactions could be distractions, and often were frowned upon, they sometimes made the larger virtual meeting more effective. Now, all conversation usually occurs through the single channel of the virtual meeting. More of the confusions, misstatements, and unworkable ideas go through that channel before they can be sorted out.

To mitigate the effects of this change, use the chat feature of the conferencing software the team is using, if available. If that feature isn't available, try texting.

The home scene isn't the office scene

Attending a videoconference from home is a bit different from attending a videoconference from the office. The two settings differ in every way from background to lighting. In the office, the background of the shot is office furniture, computers, books — very businesslike. In the home the background of the shot could be anything from a kitchen refrigerator to a wall of family photos. Not so businesslike. And the lighting in the office is usually video-friendly. It's bright enough to make for a clear image of the videoconference participant. Lighting at home is usually subtler. Many participants appear in poorly lit silhouette.

Check to ensure that you're projecting the image you want to project. An easy way to check your image is to connect to an expired meeting using whatever meeting software you normally use. If there isn't anyone else in the meeting, the meeting software will probably show you what you look like. (This works for Skype, Microsoft Teams, and Zoom) Another approach is to connect to a meeting with yourself using a second device. It's a little more complicated to use a second device, but usually it's doable.

Whiteboard withdrawal

Especially for complex or technical issues, whiteboards are helpful communication tools. They're most effective when two or three people are working through some kind of puzzle, each person with a marker or two in hand, and everyone standing in front of the same whiteboard. Although there are tools that enable this kind of exchange in the virtual environment, it's difficult to replicate the natural flow and excitement of such face-to-face exchanges.

Most conferencing systems do include whiteboard capabilities, but if your team isn't satisfied with what you have, shop around. Search for online whiteboards. Don't assume that you must decide on a single system for everyone to use. Personal tastes and usage patterns differ.

There are many more differences between virtual meetings then and now, including the wide gulf between home printers and office printers. All these differences affect the flow and effectiveness of the new virtual meeting. Pay attention to what works and what doesn't, and be open to making adjustments.  Top    Next Issue

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 welcome

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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Effective Meetings:

Appreciate Differences

In group problem solving, diversity of opinion and healthy, reasoned debate ensure that our conclusions take into account all the difficulties we can anticipate. Lock-step thinking — and limited debate — expose us to the risk of unanticipated risk.

Dealing with Meeting Hijackings

When you haven't prevented a meeting hijacking, and you believe a hijacking is underway, what can you do? How can you regain control?

Interrupting Others in Meetings Safely: I

In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely?

Why Meetings Go Down Rabbit Holes

When a meeting goes "down the rabbit hole," it has swerved from the planned topic to detail-purgatory, problem-solving hell, irrelevance, or worse. All participants, not only the Chair, contribute to the problem. Why does this happen?

Recapping Factioned Meetings

A factioned meeting is one in which participants identify more closely with their factions, rather than with the meeting as a whole. Agreements reached in such meetings are at risk of instability as participants maneuver for advantage after the meeting.

See also Effective Meetings and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Coming May 21: Mismanaging Project Managers: Mechanics

Most organizations hold project managers accountable for project performance. But they don?t grant those project managers control of needed resources. Nor do they hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with project work. Here?s a catalog of behaviors worth looking at. Available here and by RSS on May 21.

And on May 28: Mismanaging Project Managers: Leadership

Most organizations hold project managers accountable for project performance. But they don't hold Project Sponsors or other Senior Managers accountable for the consequences of their actions when they interfere with the project manager's ability to lead the project team. Available here and by RSS on May 28.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenubcqSvusyBsQaEDwner@ChacfhuriyFKgDguTpuYoCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info