We’ve all been doing it for a while now, haven’t we?

Yet, many of us still find group remote meetings and presentations an immense challenge and a barrier to effective communication.

But these meetings are here to stay.

So, isn’t it time we zoomed in on the skills needed to give more effective and engaging virtual presentations and meetings?

It was the topic of our latest live Media Team Academy masterclass.

Victoria Smith, one of our expert tutors, was joined by Darren Wingman, a tech wizard, camera technician and studio manager. And by Darren Draper, one of the brilliant trainers and coaches at The BCF Group.

They were also joined remotely by James White, our managing director.

We all know that remote meetings can be great time-savers and remove the need to travel.

But the downside is they often feel challenging, stilted and boring.

 

Mindset

Getting in the right mindset is vital.

“Everyone thinks about the tech and their internet connection,” Darren Draper said. “But our mindset is crucial.

“We can all remember a meeting that did not go as well as we expected. And we think about the questions asked and the people that were there, but we don’t go back to our mindset.”

Darren believes this issue is highlighted by Betari’s Box, a model the BCF Group uses during its leadership and management courses. It shows how your attitude or mindset impacts your behaviours. And that, in turn, affects the attitude of others, which then impacts their behaviour.

 

So, how do you get in the right mindset?

“It is about taking responsibility for getting yourself in the right frame of mind for running a great meeting,” Darren said.

Doing that begins with considering the four Ps – Purpose, People, Process and Product.

Think about the purpose – why are you having the meeting?

Then consider the people. Have you got the right people in the room? Are they the decision-makers you need?

What process will the meeting follow? For example, do you have an agenda? Do you need a chairperson? Is there a notetaker?

The final thing to consider is the product or outcome of the meeting. What do you want to achieve from the meeting? What does a good outcome look like?

Related to this is the image you want to create. What does a cluttered background suggest about you?

“Think about the brand you want to show,” Daren said. “That doesn’t mean you need a clear background – we know people work from their homes.

“But it is about the image you are putting on others – your attitude and behaviour impacts the attitude and behaviour of others.”

 

Meeting purpose

Let’s explore meeting objectives in more detail.

There is a meeting madness. The Harvard Business Review has reported that executives spend around 23 hours a week in meetings. In the 1960s, that figure was 10 hours.

We’ve all been to those regular meetings that have become a habit, and no one is sure why they are there or why they continue to join.

How can that be avoided?

“You need to think about what you want to achieve,” Darren said.

“But it is also about bringing in people’s thoughts before the meeting to ensure everyone knows the objective.

“There is nothing worse than going into a meeting where you think the objective is one thing and the chairperson believes it is something else.

“Creating ownership of the objective among all the participants is vital.”

Victoria added: “It makes meetings more interesting and engaging if you know why you are there."

 

Presenting your online meeting

So, you are clear on the objective.

But how should you best present in your online meeting?

Eye contact and body language: Victoria said: “If we were in a face-to-face meeting, we would look at each other. And that is what we want to replicate in online meetings. Eyeline is vital for connection, authority and human warmth, and it means looking at that tiny camera at the top of your screen. If it helps you to keep looking at the camera, you could ask the other people on screen to turn their cameras off. Or you could put a sheet over the screen.” 

Keep your camera at the right height: “We don’t want to look up your nose or at the top of your head,” Victoria said. “Put some books under your laptop to get the height right.”

Voice and intonation: What can you do with your voice: “Pace is crucial,” Victoria said. “Ensure everyone can hear and understand by keeping your pace moderated. Throw in some pauses – they create impact and reinforce points. And don’t use too many acronyms.”

Structure and preparation: How long do you spend getting your set up right? Victoria said: “I set my shot up the night before and think about the distractions that might come my way. If I know it is a day the rubbish is collected, I can’t do anything about the noise, but I can explain it.” Darren does the same but carries out another test 30 minutes before going live. “It is about controlling the controllable for me,” he said.

Confidence and control: Being properly prepared boosts confidence. And that, in turn, creates control.

Storytelling: “A great way to open a meeting or online presentation with impact is by telling a story,” Victoria said. “Sometimes, when introducing myself, I don’t go into where I have worked. But I say that along the way, I have met several Prime Ministers, including one whose press officers walloped me in the shoulder when I asked an extra question in an interview. People are hardwired to remember stories.”

 

Diversity of thought

Another excellent reason for having a solid meeting structure is it can enable quieter participants to get their thoughts across.

Darren said: “When we talk about a good outcome, that comes from diversity of thought. And that comes from everyone participating.

“As the meeting chair or presenter, you need to take the lead in creating a space that allows diversity of thought to come into the room.

“So, you may need to consider thinking time – creating five minutes where everyone turns their cameras off, reflects on what has been said, and gets ready to contribute to the next part of the meeting.

“There are brands, like Amazon, which spend the first 10 to 15 minutes of a meeting reading through a three-page memo so everyone has the same information. We all know those people who don’t read the information sent out before, which limits their contribution.

What about extroverts who take over?

Darren said. “When they contribute and add value to the conversation, that is fantastic. But if they contribute too much, they block others from talking.

“And those people start to feel left out, and the negative behaviours we don’t want in a meeting can build.”

 

'What' questions

One of the best ways to get everyone involved in a meeting is through asking ‘what’ questions.

“They are open questions,” Daren said. “People tend to go straight into why questions that can feel judgemental.

“’What made you come up with this solution?’ sounds better than ‘Why did you come up with this idea?’ and leads to a fuller response.”

What about active listening?

“Active listening should be used by everyone, not just the chair,” Darren said.

“If we were face-to-face, my body language would show how I felt, and I might be writing notes. We need to think about consciously replicating that body language online so people know if the information is being taken in.” 

Victoria also believes it is important to reframe how we think about leading meetings.

“Often when we present or lead a meeting, we naturally think ‘I hope I do a good job’,” Victoria said.

“But we could take pressure off ourselves by thinking ‘I hope the audience gets what it wants from the meeting’.”

Darren agreed, saying: “We have zero control over what people think of us. But we are in control of what we give. Remembering that can help us feel freer.”