Make the meeting short
A fundamental rule for virtual meetings is that they should not exceed 90 minutes.7 The absolute maximum amount of time you can assign to a virtual meeting is 90 minutes. The more participants there are, the less time you can go on. The participants’ concentration span simply does not last longer than this in a virtual meeting, as these meetings are often more intensive and demand greater concentration and focus. Based on the overall objective, it is therefore vital to assess whether the meeting can usefully be split up, so that the virtual process design is made up of a series of smaller meetings over a longer period with small elements of the objective addressed each time.
This means that the facilitator has to consider:
- How to limit objectives and deliverables.
- How to sequence sub-elements.
- How to keep the pot boiling between meetings.
Preparing the participants
As the limit on meeting time is much shorter than for physical meetings, it is a good idea to think about involving the participants in the content as much as possible ahead of the meeting. This will ensure that the actual meeting interaction is as productive as possible when people come together. This requires us as facilitators to ensure that all participants are at the same level of knowledge prior to the meeting and have read any preparatory material.
Professor and consultant Keith Ferrazzi suggests that we should set an ethical standard for preparation as quickly as possible so that it becomes a habit to turn up well prepared for the short virtual meetings and so that this is established as a social norm.8 For the chair of video meetings, it is especially important to have formulated a clear objective for the meeting, as video meetings are not well suited for “loosely timed” processes. Open processes such as brainstorming, where the participants speak up without any structure, should therefore be kept to a minimum or avoided altogether.
Things to remember during the meeting
Our aim as facilitators is to facilitate dialogue and manage the process. It takes greater management skill to facilitate virtual meetings, as the same natural flow is not present in the discussion as would be the case for a meeting in a physical room. Controlling interaction in a virtual room can be a tough exercise, as you cannot see what the participants are doing as the meeting progresses.
The table below lists a number of points to note in terms of providing the best conditions for the meeting and creating a good flow.
- Ask questions
- Connect the participants
- Use video
- Open the meeting formally
- Let the participants speak often
- Materials
- The purpose
- Parking lot
- Involve the participants
- Document the meeting
- Keep to time
- Exercises and tasks
- Polls, votes and chat
For more details on each element, see details in appendix.
Script and agenda for a virtual process
The design star, a clear purpose and a script, as described in our book “Facilitation: Create impact through involvement” (Djøf Forlag) and the article “Facilitation”, are standard preparation for virtual meetings too.
Final note
There are no short cuts to virtual facilitation. It demands great preparation, and we need to be just as skilled in the virtual world (in the use of IT functionality) as we are in the physical world with our body language, flipcharts, PowerPoints and exercise instructions. We need to be on top of the IT resources we have available if we are to focus 100% of our energy on the meeting itself.
Good luck in creating impact in our virtual meetings.