The first and second posts in this series covered rules for orienting to purpose, connecting people, drawing out information, and getting closure on commitments — the first four stages of The Grove Facilitation Model. This post, the last in the series, deals with Videoconferencing Rules of Order for the final three stages: supporting action, monitoring progress, and leveraging learning. A future post will go into more detail about the Model itself. For now, if it’s unfamiliar, just think of it as a set of lenses that a facilitator can use to plan and handle group processes.
When the videoconference is humming along and people are embedded in the work of the meeting itself, it seems like the safest thing to do is to sit back and not mess with it. But there are still some small things you can do to make it easier for everyone to work together via video.
- Build in stretch breaks. It’s more fatiguing to sit in a video call than to sit in a face-to-face meeting of the same length. For every hour of meeting, build in a five-minute stretch break, with longer breaks after two hours. Set a countdown timer on a shared screen to help people return on time, and discourage people from skipping their break. (Here’s a timer for PowerPoint — I haven’t tried it, though — and here’s a web-based one that I do use.)
- Give participants something to focus on besides each other. Share a screen showing a visual map of the work process or other materials that are not text-heavy. Bring in a digital graphic recorder to capture the meeting in real time on a shared screen. Create a simple template in PowerPoint and complete it while the group talks. Having a visual representation to discuss and refer to helps to keep the conversation on track. People find a bit of variety stimulating and engaging, so don’t use the same technique every time.
- Give participants something to do. Use other tools in combination with video. Set up a shared spreadsheet where participants can take a few moments to reflect and type answers to relevant questions, or give their opinions of different options. Once everyone has had a chance to reflect and respond, use the document as a springboard for discussion. Or get everyone into a shared sticky-note board and have them create and interact directly with digital sticky notes.
After I posted the first in this series, Nora Rubinoff added some excellent rules of order in a blog post of her own that I would also classify under supporting action.
When the group is working, the facilitator can keep the meeting flowing with light touches as they would do in a face-to-face meeting.
- Keep an eye on body language, but not the way you’re used to doing it. On most video conferences, you can only see people from the shoulders up. It’s easy to miss signals that would be obvious in a face-to-face meeting. Watch for signs of fatigue or distraction: looking down often, repeatedly or persistently looking away from the computer, frequent nodding without contributing, leaning the head back onto the top of the chair and looking at the ceiling, fidgeting. These can all signal that patience has run out and it’s time for a quick stretch break. Also watch for quiet people trying to break in to the conversation, and help make room for them. They may suddenly look alert, sit up straighter, or start to open their mouth and then close it again if there isn’t space to talk. Call on them by name and ask if they wanted to say something.
- Narrate your actions when you do something that appears to be a distraction. If you need to pull up a document, for instance, or look for a relevant email pertinent to the task at hand, say so. “I’m going to pull up the email that has our agreements from last time. It will only take a moment and I’m not reading any new messages right now.” Otherwise, your obvious shift in focus will be taken as an invitation for everyone to check their messages and the meeting will lose momentum.
- Bring the agenda back on screen each time an item is completed. In face-to-face meetings, we tend to keep the agenda posted all the time and refer to it throughout the process to keep people oriented and on track. With videoconferences, it’s easy to lose sight of progress because the agenda is displayed once at the start of the meeting and then never again. Instead, share it on the screen, annotating and updating it if possible, each time you shift from one topic to another. Even if you’ve sent agendas to everyone beforehand, it’s helpful to do a quick group check in now and then.
The activities that fall under the category of Leveraging Learning are often dismissed as ‘extras,’ things that are nice to have but not necessary in our time-pressured workdays. However, they do not need to take a lot of time and the payoff in participant satisfaction, productivity, and engagement is huge. Spare a few minutes for practices like these that get everyone involved in the group’s choices and success.
- Take a moment at the end of the meeting for “likes and wishes.” Invite each participant in turn to share one thing they liked about the way the meeting worked, and one thing they wish for next time. You can leave it open in terms of scope or frame it so that people are reflecting on the technical aspects of the engagement. In settings where people are not inclined to speak openly about what they would like to change, set up an anonymous way to contribute, such as a shared sticky-note board or shared document. Use the feedback to adjust future video meetings.
- Take screen shots at various points in the meeting. Combine them with images of charts created by digital graphic recording and links to documents jointly edited during the meeting. Share this output with participants via email soon after the meeting as a visual record of their virtual time together.
- Host occasional pop-up sessions dedicated to reviewing the technology you use for video, shared editing, and other meeting functions. Invite interested participants to prepare short presentations of new tools that show promise, or ask volunteers to try out specific tools and report the results. Keep your group’s tech fresh by sharing the responsibility for finding, testing, and proposing new tools.
Although synchronous meetings are only a small part of remote work, they provide opportunities to build relationships and cement commitments among distributed colleagues. Using these guidelines will help you make the most of your team’s remote gatherings, bring team members closer together, and increase their effectiveness as a distributed team.