Frequently Asked Questions

Q. Is it really ever possible to accomplish as much in a remote meeting as you can in a face-to-face meeting?

A. Yes. And since you have much less time when meeting remotely, you’re really forced to be ultra efficient in the set up and planning. The key to productive remote meetings is proper planning and great facilitation.

Q. But aren’t there some types of meetings where it’s always best to meet face to face?

A. Before gaining extensive experience with remote collaboration, we would have given a long list of examples. But now our list would be a lot shorter. For example, for a newly-formed team where there are many critical interdependencies among members, we would always recommend a face-to-face meeting at start-up to build trust and galvanize a team. That way, remote collaboration later on is a lot easier and produces much better results. But really, in most cases, if you orchestrate things very well, remote interactions can be very satisfying.

Q. What you see as the greatest challenges to successful remote collaboration?

A. This one’s a long list. Creating shared goals that really energize a group of people who may never have met. Building trust, and even harder, repairing trust that’s been violated. Selecting the right participants for the right conversations. Motivating people to do the necessary prep work. Clarifying roles and reporting relationships. Engaging people while on the call so they’re not all multi-tasking. Creating a sense of momentum. Making sure that accountabilities are clear and that there’s an agreed-up plan in place for tracking progress. Creating operating principles that will guide the work of the team. And this is just scratching the surface!

Q. What is the benefit of having an outside facilitator for our meetings? Can’t we do it ourselves?

A. Only if your organization has a high tolerance for wasted time spent in unproductive meetings. Even the most talented internal facilitator does not have perceived neutrality, which is often critical to achieve the desired outcomes. A professional facilitator also has the experience, tools and knowledge needed to extract the best ideas, guide the exchange of ideas, and keep conversations on track. Relatively few facilitators are truly adept at facilitating both face-to-face and remote conversations.

Q. One of the toughest situations seems to when some people participate face to face and others join in remotely. Any tips you care to share?

A. First, make sure your agenda minimizes the time remote participants are really needed. That way, the people in the room are free to make best use of the face time by using visuals, small group break-outs and other activities that are very tough to do when people are listening in from a phone on the conference table. Next, when people are joining remotely, make sure you have a phone system where voices are clear and strong. Also, make sure to solicit input and ideas from remote participants in advance so that you can represent their views if needed. Expressing contrary views is tough enough in a group, but when you can’t look into peoples’ eyes it’s even tougher.

Q. How can we prevent meetings getting off track?

A. Whether you’re meeting remotely or face or face, some principles apply equally. Clarify and communicate objectives ahead of time, and make sure they’re realistic and agreed to. Create an agenda that is viable, given the objectives, allocated time, number and type of participants, and relationships that exist. Insist that everyone do the prework required for a level playing field of enthusiastic and knowledgeable participants. Establish ground rules and send them in advance so there are no surprises when you start the meeting. For example, if laptops, PDAs and cell phones are banned during meeting time, say so up front so people can adjust their schedules accordingly. Use an active parking lot to record issues and questions that will sidetrack the group now, but need to be followed up later. And then there a whole host of guidelines for managing difficult participants and sponsors.

Q. Are cultural issues really a factor when we all work for the same company and have the same objectives for a successful project?

A. Most definitely. Different cultures create, process and share information very differently. Some cultures are very tolerant of ambiguity, while others crave the black or white. Others are satisfied with a quick recap of meeting results, while others insist on the details. Some of us don’t mind being brutally candid while others value harmony over candor. What’s important is to be aware of the differences and to openly discuss them as a team. Inevitably, a whole host of compromises will be needed when agreeing on team communication guidelines, project plans, roles, and so forth. Also be aware that when working as a global remote team, those differences can be much harder to navigate through.

Q. How do you get things done when team members can’t seem to get along?

A. What’s most important is that the members agree on a shared set of goals, deliverables and related timelines, and identify the interdependencies that may make or break the work of the team. People really don’t have to like each other, though it helps. (And in some cultures being popular is hugely important!) Creating a team environment where people are free to express frustration, disappointment or needs is really critical, especially for a virtual team where it requires so much more effort and planning to cultivate mutually-respectful relationships.

Q. What are some common pitfalls organizations face when communicating change, especially related to new technology initiatives?

A. One is: “If we build it, they will come.” Not necessarily true!  Just because a new organizational structure or “killer application” is rolled out, people won’t necessarily be enthused about it, especially if they feel they do not have a choice. Another pitfall is that some companies use a “one-size-fits-all” approach to communications and training. There are many ways people learn and listen, and we tend to have different motivators. It’s important to segment audiences according to a variety of factors, such as likely disposition, prevailing perceptions, role and function, location and stake in the outcome. By segmenting the audience, organizations can create a targeted communications and training plan that will meet most peoples’ needs, regardless of their style.