What will help to reduce the deal with the preference paradox in virtual meetings? (1/2) - Deepstash

What will help to reduce the deal with the preference paradox in virtual meetings? (1/2)

  • Virtual meeting preferences signal the need for a tailored response from leaders. 
  • Collecting feedback on your meetings
  • Communicate to employees that you want meetings to be a more positive experience for them. 
  • Cancel unnecessary meetings and make necessary meetings shorter.
  • Assign different roles to attendees when it makes sense, such as facilitator, notetaker, or timekeeper.
  • Use breakout rooms for problem-solving, discussions, and social interactions.

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MORE IDEAS FROM How to Combat Virtual Meeting Fatigue

  • How helpful are our team meetings?
  • What is working well and not so well? What should we do differently?
  • To optimize your workflow, should our meetings be scheduled in the morning, midday, or afternoon?
  • How long should our meetings be?
  • How often should we meet?
  • Would you benefit from days or time blocks with no meetings?
  • If you were to lead the meeting, what would you do differently?

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  • More fatiguing for some as there are fewer social cues than those conducted in person. 
  • Some employees appreciate the more detached meeting style
  • In summary, the feedback has been paradoxical. 

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  • Hold asynchronous meetings, such as by creating a shared Google Doc for employees to contribute to throughout the day.
  • Build in breaks during long meetings and in between back-to-back meetings. Encourage employees to get up, stretch, and walk around.
  • Implement meeting-free time blocks or days.
  • Moderate and facilitate virtual meetings more actively, moving topics along when needed and ensuring that everyone has an opportunity to contribute.
  • Turn off “self view,” if possible, on your meeting platform and make camera use optional for some meetings.

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RELATED IDEA

  • Attendees often multi-task and don't pay attention to the discussion.
  • Meeting organizers tend to be less careful with the purpose and design of the conversation.
  • Usually, one or two attendees to dominate the discussion while others sit back.

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Meeting FOMO

As meeting participants, we worry that our colleagues will judge us — or worse yet, forget about us — if we don’t accept every invitation. Deeply ingrained norms around what it means to be an “ideal worker” lead us to equate presence with productivity and these assumptions are bolstered when bosses use facetime as a proxy for commitment, or when they fail to represent absent employees’ opinions in meetings.

While it’s on managers to avoid these harmful behaviors, employees can work to overcome these fears by finding ways to demonstrate their value and engagement outside of meetings.

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... consider:

  • More than 70% of leaders say their teams do not collaborate on their most important business problems, and 70% say their teams are conflict avoidant.
  • 2 in 5 leaders believe that members of their team have developed caring, trusting, or supportive relationships with one another.
  • 1 in 5 leaders believes that their teams are reaching their full potential.
And the move to remote work (especially in a global pandemic context) will likely make a bad situation worse if you don't take action.

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