Three years into the shift to remote and hybrid work, leaders are still trying to figure out how to run a great virtual team meeting. It’s a vexing challenge, requiring more than a strong internet connection and a well-kept agenda.
In the absence of a physical space, leaders must be especially diligent in ensuring everyone has an equal chance to contribute and be heard. They also need to be perceptive of the subtle non-verbal cues that indicate a team member may need support. In other words, the human touch is incredibly important.
“It’s less about the tools or technology and more about approach and mindset,” said Kevin Chung, director of logistics at gaming company Exploding Kittens.
Chung has developed a game plan for virtual meetings — one honed over hundreds of daily stand-ups and one-on-ones — and offered his expertise to Built In LA.
Exploding Kittens is a gaming company that makes card games, puzzles and greeting cards.
How do you hold team meetings in a way that caters to how people feel most comfortable sharing their voices?
I have daily stand-up meetings where my team can share updates, questions or challenges. I encourage my team to mention anything relevant. The team is very willing to help each other, and everyone is a problem solver, which makes meetings much more enjoyable and effective.
If there are a lot of topics to go through, an agenda helps me keep the team on track. We also chat about non-business-related topics, like new shows or current events. This helps foster water cooler conversations that are so often absent in a virtual environment. These conversations are perfect opportunities to get to know each other on a more personal level and lead to more meaningful connections and comfortability with one another.
What tools or technology are helpful in letting people share and amplify their voices during meetings?
I give everyone an opportunity to share during meetings. Some will share more and some less, but I make it a habit to check in with everyone before I adjourn the call. I also schedule one-on-one meetings to provide a more private forum to talk and discuss sensitive topics. I conduct the meetings with my camera on so everyone sees me, which I think makes people more comfortable than just seeing an avatar.
There are days when someone doesn’t want to turn on their camera, which is welcome, but, as a leader of the team, I try my best to leave the camera on —it’s more personable in a virtual setting. It helps me get a better sense of how the person is doing because their body language may say more than what they are verbalizing. For example, they may look a bit frustrated or tired, and that would prompt me to ask questions about how they are doing. So it’s less about the tools or technology and more about approach and mindset.
One way to encourage participation is to connect someone’s work and scope with another team member.”
How do you encourage participation from all team members without pushing them too far outside of their comfort zone?
Everyone has a different personality and way of working. Some are more comfortable sharing in a larger group while others prefer a one-on-one setting. As a team leader, I should have a good level of understanding of my team members’ comfort zones and know the right questions to ask. Another way to encourage participation is to connect someone’s work and scope with another team member. Everything that my team does individually impacts another team member.
Like a restaurant, from the host to the kitchen staff, everyone has their own role in achieving the end goal: providing the best dining experience. In the same vein, my team’s end goal is to become industry-leading in logistics operations to improve operational efficiencies and increase profitability. Getting the team to have this understanding fosters better and more effective participation.
