One of the essential challenges in successfully facilitating remote meetings is that—to put not too fine a point on it—they are online. Our normal meeting software is great for seeing and hearing the other person—as long as they don’t forget to unmute themselves—but for the most part that is all we get. If we want a different level of interaction, we need to think differently about what engagement looks like. The good news is that there are an enormous number of options with which to do exactly that.
Over a period of weeks, I’ve been deconstructing and exploring how we meet and make strategic decisions. Given our current pandemic reality, strategic retreats are neither possible nor desirable. My question was how they can be replicated online, and—for extra bonus points—whether it was possible for those meetings to be more effective than what we are more traditionally used to. I was cautiously optimistic at the outset. I’m now quite confident that it is actually possible.
We like to think of deciding as an act of deliberate intent. In actual fact, decisions often simply happen. They emerge and evolve, or arrive at a point where they are simply accepted. All appearances to the contrary, it can be difficult to point to when a decision was actually made, how it was arrived at and by whom. This doesn’t have to be the case. There are ways to improve not just the quality of decisions, but also clarity in the decision making process.
If we care about making a good strategic decision, then we need a capable process to get us there. In my last article, I made the argument that if we try to move normal meeting structures online, we are likely to fail. Partly that’s a product of attention span and inadequacies in online meeting technologies. […]