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Leading Virtual Meetings for Real Results, 100-pack

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Leading Virtual Meetings for Real Results, 100-pack
$860.00

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Virtual meetings have a really bad reputation. First of all, they're meetings. But seriously, we suffer through connection drops, time zone confusion, meeting at 3AM, and talking for hours with people we've never met and probably never will. Even if our virtual meetings are barely tolerable, they can still be maddeningly frustrating. This ebook is packed with insights for people who lead, attend, or charter virtual meetings. By analyzing what can go wrong using risk management principles, we can make our virtual meetings much more effective.
Description

Details

Virtual teams are officially the way of things now, and virtual teams must have virtual meetings. But virtual meetings are different from face-to-face meetings. We can't run virtual meetings using the same techniques we use for face-to-face meetings. Why not? And what can we do about it?

Even if your virtual meetings are barely tolerable, they can still be maddeningly frustrating. Would you like to just get your work done?

This ebook shows you hundreds of ways to make your virtual meetings better. No, really — Hundreds. And many of the things you can do to make your virtual meetings better cost nothing. Most of them don't even require approvals from anyone else. You can just do them.

What's in this tips book

Leading Virtual Meetings for Real Results shows you how to explore the "risk space" of virtual meetings. By applying this method to a common class of virtual meetings — the virtual team meeting — readers see how to use this method and adapt it to their own particular needs. And it's organized by risk: Infrastructure Risk, User Equipment Risk, Human Behavior Risk, Presentation Risk, and so on. See the Table of Contents for the general organization.

Within each chapter you'll find a collection of short tips, ranging from 100 to 500 words. Each tip is focused on one aspect of managing a risk: understanding what generates the risk, explaining what the risk looks like when it materializes, mitigating the risk, and dealing with unexpected manifestations of the risk once they've occurred.

Unlike many business books, this one is designed as an ebook for the hyper-reader. That is, even though it reads well cover-to-cover, you don't need to read it that way. You can search for topics related to the challenges you face, and when a term or phrase is used that you want to see defined or explored further, you can click or tap that term and see the definition or explore that term further.

And it's all packaged in a single, compact ebook. Load it onto your Acrobat-enabled mobile device or laptop and carry it with you on your next trip.

Screenshots

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Table of contents

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Introduction

The Basics

  • Understand the fundamental problem
  • Adopt a strategy for dealing with the fundamental problem
  • Understand how our past experience causes trouble
  • Know how to observe and track optimistic expectations
  • Make virtual meetings more predictable
  • Understand General Morphological Analysis
  • Know which factors characterize virtual meetings
  • Know the roles of people attending the meeting
  • Define a framework for applying GMA to managing virtual teams
  • Decide which contexts are relevant for your organization
  • Select a set of "spices" to define the flavor of your virtual meetings
  • Understand the importance of knowing the mode of a meeting
  • Understand the characteristics of the Arriving Mode
  • Understand the characteristics of the Break Mode
  • Understand the characteristics of the Announcing Mode
  • Understand the characteristics of the Presenting Mode
  • Understand the characteristics of the Questioning Mode
  • Understand the characteristics of the Discussing Mode
  • Understand the characteristics of the Deciding Mode
  • Define the consensus-based decision processes
  • Define the voting-related decision processes
  • Define the authority-based decision processes
  • Understand the characteristics of the Polling Mode
  • Understand the characteristics of the Process Checking Mode
  • Understand the characteristics of the Recess Mode
  • Understand the characteristics of the Adjourning Mode
  • Create a program, not just an agenda
  • Notify attendees of changes in the meeting program
  • Include in the meeting program links to attendee bios with photos, audio, video, and contact information
  • Include in the meeting program links to Zip archives of relevant exhibits
  • Include in the meeting program links to calendar files
  • Include in the meeting program links to minutes of previous meetings
  • Include in the meeting program a link to the virtual meeting room
  • Include in the meeting program links to the virtual test meeting room
  • Include in the meeting program Tech Support contact info: email, phone, text, …
  • Include in the meeting program links to prep work
  • Include in the meeting program links to electronic discussion media: chats, email lists, wikis
  • Include in the meeting program the summary of behavioral norms
  • Include in the meeting program links to definitions of modes
  • Include in the meeting program links to the agenda and not-agenda
  • Know what a performance issue is
  • Understand why performance issues are so problematic for virtual meetings
  • Know how to deal with performance issues
  • Understand the nature of digressions

Infrastructure Risk

  • Know what kinds of difficulties arise from Infrastructure risk
  • Understand how communication software can create Infrastructure risk
  • Understand how document software applications can create Infrastructure risk
  • Understand how connection quality can create Infrastructure risk
  • Know when Infrastructure risk is most likely to materialize
  • Mitigating Infrastructure risk: Human Factors focus
  • Mitigating Infrastructure risk: Technology focus
  • Mitigating Infrastructure risk: Testing focus
  • Mitigating Infrastructure risk: Policy and Process foci
  • Mitigating Infrastructure risk: Contracts focus

User Equipment Risk

  • Know what kinds of difficulties arise from User Equipment risk
  • Know when User Equipment risk is most likely to materialize
  • Mitigating User Equipment risk: Human Factors focus
  • Favor symmetric meetings
  • Know how to manage asymmetric meetings
  • Deal with the technically challenged
  • Mitigating User Equipment risk: Technology focus
  • Avoid exploiting sophisticated technologies
  • Avoid dependence on a particular product or release
  • Beware required equipment policies
  • Anticipate software localization issues
  • Anticipate problems with passwords
  • Use a fresh password every time
  • Use trailing-edge technology when possible
  • Use virtual flip charts for the agenda, parking lot, …
  • Become familiar with low-tech last resorts
  • Pay special attention to BYOD-permissive environments
  • Mitigating User Equipment risk: Testing focus
  • Mitigating User Equipment risk: Policy and Process foci
  • Mitigating User Equipment risk: Contracts focus
  • Beware required equipment policies

Schedule Risk

  • Know what kinds of difficulties arise from Schedule risk
  • Know when Schedule risk is most likely to materialize
  • Regard Schedule difficulties as data
  • Mitigating Schedule risk: Contracts focus
  • Eliminate pro forma project managers
  • Collapse layers of subs
  • Require participation in retrospectives
  • Specifically mention mid-course retrospectives
  • Monitor lessons learned in other efforts
  • Schedule difficulties might be only temporary
  • Have a Scheduling risk mitigation plan
  • Mitigating Schedule risk: Policy and Process foci
  • Use Team Standard Time
  • Rotate the inconvenience
  • Be aware of standard time transitions
  • Keep current on holidays
  • Mitigating Schedule risk: Technology focus
  • Mitigating Schedule risk: Testing focus

Behavior Risk

  • Know what kinds of difficulties arise from Behavior risk
  • Know when Behavior risk is most likely to materialize
  • Mitigating Behavior risk: Contracts focus
  • Mitigating Behavior risk: Human Factors focus
  • Establish behavioral norms
  • In serial meetings, allow for roster evolution
  • As a meeting lead, decide in advance which behavioral norms you need
  • Understand the risks of virtual retrospectives
  • Train team members in participation skills for virtual retrospectives
  • For virtual retrospectives, weave preparation into execution
  • Choose the virtual retrospective facilitator carefully
  • In virtual retrospectives, emphasize successes
  • Know what to do when a bully attends the meeting
  • Mitigating Behavior risk: Policy and Process foci
  • Understand why delegating meeting administration tasks is so important
  • Master the art of delegation
  • Know which roles to delegate
  • Understand why inattentiveness plagues virtual meetings
  • Know the indicators of inattentiveness
  • Know how to manage participants' attentiveness
  • Delegate responsibility to enhance overall attentiveness
  • Know the hidden techniques for enhancing attentiveness
  • Know how to tell who's speaking right now
  • Deal with technology-driven Behavior risk
  • Tailor slides to manage participant attention
  • Learn how to flash mute
  • Test everything
  • Gather experience data about behavior
  • Tips for multi-lingual and multi-cultural contexts
  • Designate a meeting language
  • Know how to deal with documents in the multi-lingual context
  • Verify mission-critical document translations
  • Know how to name things in the multi-cultural context
  • Know how to choose interpreters and translators
  • Vet materials for cultural sensitivities

Remote Facilitation Risk

  • Know what kinds of difficulties arise from Remote Facilitation risk
  • Know when Remote Facilitation risk is most likely to materialize
  • Understand why Remote Facilitation presents difficulties when Novelty is high
  • Understand why Remote Facilitation presents difficulties when Emotion is high
  • Understand why Remote Facilitation presents difficulties when Stakes are high
  • Mitigating Remote Facilitation risk: Human Factors focus
  • Create and maintain a shared understanding of Facilitation
  • Conduct high Stakes meetings face-to-face
  • Know how to recognize speakers in discussion mode
  • If you maintain a speaker queue, make it visible
  • Know how to deal with disorder
  • Use policy to mitigate Remote Facilitation risk
  • Design the facilitation process to mitigate Remote Facilitation risk
  • Know how to brief the facilitator
  • Know how to deal with virtual controversies
  • Dealing with facilitator bias
  • Avoid queue branching
  • Know how to partition complex discussions
  • Track incidents of Remote Facilitator bias
  • Know what to do when you detect Remote Facilitator bias
  • Know what to do when participants dislike the facilitator

Meeting Process risk

  • Know what kinds of difficulties arise from Meeting Process risk
  • Know when Meeting Process risk is most likely to materialize
  • Resolve inter-organizational records retention policy conflicts
  • For serial meetings, negotiate agreements about Infrastructure issues
  • Understand and manage "break risk"
  • Know how to manage runaway dialogs
  • Mitigating Meeting Process risk: Process focus
  • Know the art of agendas
  • Have a not-agenda
  • Create and maintain a parking lot
  • Know what terms other cultures use for the parking lot
  • Devise norms for pre-meeting behavior
  • Devise norms for post-meeting behavior
  • (Possibly) define an onboarding process
  • (Possibly) define an offboarding process
  • Mitigating Meeting Process risk: Testing focus

Presentation Risk

  • Know what kinds of difficulties arise from Presentation risk
  • Anticipate a reduced desire to present a polished presentation
  • Expect problems with exhibits
  • Understand what kinds of problems can appear when people ask questions
  • Anticipate special problems with large audiences
  • Understand what can happen in highly dynamic group environments
  • Know when Presentation risk is most likely to materialize
  • Be captivating
  • Build your presentation around one big idea
  • Keep it short and terse
  • Get to the point — NOW
  • Use videos to add interest
  • Use a news-anchor structure
  • Unless legalities are at issue, don't read or over-practice
  • Stand, don't sit
  • Present in three- to five-minute bites
  • If you're using slides, use a remote mouse
  • Use avatars
  • If you're on video, get coached
  • Change your approach to slide design
  • Recognize that contributing is a form of presentation
  • Mitigating Presentation risk: Human Factors focus
  • Have defined periods for Q&A
  • Know how to ask and answer questions
  • Have a contributor protocol for speaking
  • Consider offering (or getting) training for virtual presentation
  • Define criteria for "taking it off line"
  • Understand the effects of performance management processes
  • As a supervisor of a virtual presenter, pay attention
  • Mitigating Presentation risk: Technology focus
  • Consider using Presenter View
  • Back up all presentation materials redundantly
  • Know how to tailor exhibits for virtual meetings
  • Distribute exhibits in advance
  • Use podcasts
  • Present from a private space
  • Use a high-quality mic
  • Know how to test your presentation

Politics Risk

  • What is politics?
  • Know what kinds of difficulties arise from Politics risk
  • Know when Politics risk is most likely to materialize
  • Mitigating Politics risk: Contracts focus
  • Mitigating Politics risk: Human Factors focus
  • Workplace politics is not a game
  • Know what to do when Power attends the meeting
  • Know how to make durable deals
  • Understand what factors degrade trust in the virtual environment
  • Understand why toxic virtual conflict thrives in the virtual environment
  • Know how to deal with toxic virtual conflict
  • Know how to recognize and deal with "Plopping"
  • Mitigating Politics risk: Policy focus
  • Choose site names carefully
  • Value the skill of technical diplomacy
  • Value the skill of finding a third way
  • Educate high-level decision makers about the true cost of travel
  • Rotate geographical configurations
  • Eliminate coercive management
  • Minimize split assignments
  • Limit changes in team composition
  • Mitigating Politics risk: Process focus
  • Make it easy for people to get to know each other
  • Understand that silence is ambiguous
  • Know what to do when Power attends the meeting secretly
  • Mitigating Politics risk: Technology focus
  • Know who is virtually present
  • Know who has downloaded what and when
  • Measure meeting performance
  • Know how to measure the incidence of misunderstandings
  • Track attendance
  • Mitigating Politics risk: Testing focus

Epilog

Endnotes

Details and additional information

This item is also available by the single copy (USD 14.99 per copy), in 10-copy packs (USD 11.50 per copy), in 50-copy packs (USD 10.60 per copy) and in 500-copy packs (USD 7.10 per copy).

Leading Virtual Meetings, 100-pack is in Acrobat format, which gives you several advantages. You can print it, and read it like any book. Or in electronic form, you can use the search capability of Adobe Reader to find passages of special interest to you. If you load it onto your laptop, tablet, or other mobile device, you can read it anywhere — and it's weightless, too. 89 pages.

More info

File size:1.8 MBytes
Print length:89 pages
ISBN:978-1-938932-11-3
Simultaneous Device Usage:Unlimited per user, maximum 100 users
Publication date:November 2, 2013
Sold by:Chaco Canyon Consulting
Language:English

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Last modified: 08 Sep 2016 15:55 Eastern Time

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