Archive for World Wide Management
06.14.08
Posted in World Wide Management at 11:24 pm by admin
An allegation of harassment in the workplace is a growing phenomenon facing companies across the U.S. The following is an article derived from a 2003 seminar I attended at the National Business Aviation Association {NBAA} Convention in Orlando, FL. The full name of the seminar was - Indecent Proposal in the Workplace - An Overview of Workplace Harassment & Employer Liability. The seminar was presented by Patricia Griffith and Ellen Ham of the Law Firm of Ford and Harrison in Atlanta.
True to its billing, attorneys Griffith and Ham gave real life examples of harassment issues companies are dealing with today. Griffith noted that juries are awarding large settlement sums against companies as juries perceive a certain amount of workplace arrogance being displayed by corporations. The attorneys defined workplace arrogance as a person who is in a position of authority over another person and abuses that authority. Because of the jury’s perception of company practices [namely indifference], they are inclined to award large verdicts against the defendants, that is, the companies.
While many people think that the asking of sexual favors is the primary reason for the harassment, sexual innuendos garner many more complaints. In 2002, the EEOC reported that sexual harassment complaints stayed level for the first time in three years. However, racial complaints - particularly those involving national origin - have doubled in the past ten years. Many complaints have been brought by Muslims who have perceived discrimination in the wake of the September 11th terrorist attacks on America.
Complaints of harassment are just as likely to be filed against co-workers as they are against supervisors. Interestingly, in the field of sexual misconduct, the definition of sexual harassment is much more clearly defined by determining what was consensual vs. what was currently not welcomed. Griffith stated, “…it is all based on what is currently unwelcome. Consent doesn’t matter. The consensual affair gone bad is what causes the problem.” In other words, the sexual liaison may have been okay all the way up to that point, when it is no longer okay then problems erupt.
Griffith illustrated her point by giving an example of two co-workers who had an affair gone bad. The company ran into trouble when seeking to correct the problem by transferring one of the employees to another department. Unfortunately, the transferred employee was a woman and she perceived discrimination; that is when the employee took action against the company. Juries, who ultimately decide cases, are increasingly likely to sense discrimination even if the intent was otherwise.
To protect themselves, Griffith noted that companies should do the following:
* Establish a comprehensive anti-harassment policy. Zero tolerance for sexual, racial, and disability practices.
* Set up a user friendly complaint system. Designate two people to report the problem to someone other than their supervisor.
* Employee orientation. When new employees begin their jobs, that is the best time for having them learn about the company’s anti-harassment policy. Have the employee sign and date a release.
* Laminate and post your company’s policy.
* Train your supervisors.
* Identify who is going to investigate the claim. It does not have to be with the same person who received the filed complaint.
* Prepare for your investigation. Review personnel files, attendance records, all paperwork, and identify all potential interviewees.
* Prepare an outline of key questions — what will you do if someone refuses to testify?
* Investigate promptly — do not wait. Juries want proof that you investigated the matter immediately.
* Investigate thoroughly. Everyone and anyone connected to the case must be interviewed.
* Provided interim relief — don’t leave the two people together.
* Take appropriate action.
* Communicate a decision: don’t let the victim be in limbo.
* Document everything accurately.
The seminar was peppered with real life examples of harassment claims that caused the attendees to rethink how they might approach a particular situation. In addition, a ten question quiz was given to help us understand how harassment is viewed in the workplace today. Notably, many of those answers were subjective and were dependent on what action a company took before the case went to trial. Griffith and Ham effectively communicated to the audience that a company’s reputation and bottomline could suffer seriously if the aforementioned steps were not properly followed. Fortunately, it appeared that many of the attendees had learned some valuable lessons to bring back to their respective companies.
Tidbits:
There Are 3 Categories of Trouble for Companies:
A High Level of Management Action.
Supervisory Action.
Negligent Inaction.
All three situations are indefensible in court!
Consensual v. Welcome
Simply because a person consents to something does not mean that it is welcomed! Juries today are distinguishing between the two.
Matt manages the Corporate Flight Attendant Community, a comprehensive resource center for business flight attendants: http://www.cabinmanagers.com ; http://www.corporateflyer.net
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06.05.08
Posted in World Wide Management at 11:25 pm by admin
CHARACTERISTICS OF AN EFFECTIVE FACILITATOR: As chairperson, focus on the meeting’s goals and objectives throughout the meeting. Most everything you say should serve that purpose. A written agenda and visual aids serve as reference points and help to reinforce your purpose. You will make your greatest contribution by asking questions. Questions help to stimulate thinking, navigate the direction of the discussion, and sidetrack irrelevant issues. Specific questions might be: “Where would that idea lead What are the consequences?” and “Is this line of discussion consistent with our objectives?”
IMPORTANT FACTORS IN PLANNING MEETINGS–VISUAL AIDS: Visual aids, such as flipcharts and transparencies help you establish a context for the meeting and have a longer lasting effect that just oral presentation. When you rely solely on oral communication, it is estimated that 80 percent of a message is often misinterpreted or forgotten entirely soon after its conclusion.
IMPORTANT FACTORS IN PLANNING A MEETING–SEATING: Seating arrangements affect the tone and participation in meetings. The chairperson should be in a central position to facilitate governance of the meeting most effectively. In small meetings the manager should sit at the head of the table, and in meetings with 12 or more participants, in the center on the side. Seating around a rectangular or round table, or semi-circle arrangement, where all participants can have eye contact is generally best. For problem-solving and idea generating meetings, this seating arrangement promotes a team-like atmosphere.
IMPORTANT FACTORS IN PLANNING A MEETING–ENVIRONMENT: The physical environment of a meeting weighs heavy on its outcome. Plan ahead to make this impact positive. For example, try to locate the meeting in a well-ventilated room, where distractions and interruptions are minimal and lighting and room temperature are comfortable. Use a wide table and place it in a central location so participants won’t be cramped or tense.
Copyright AE Schwartz & Associates All rights reserved. For additional presentation materials and resources: ReadySetPresent and for a Free listing as a Trainer, Consultant, Speaker, Vendor/Organization: TrainingConsortium
CEO, A.E. Schwartz & Associates, Boston, MA., a comprehensive organization which offers over 40 skills based management training programs. Mr. Schwartz conducts over 150 programs annually for clients in industry, research, technology, government, Fortune 100/500 companies, and nonprofit organizations worldwide. He is often found at conferences as a key note presenter and/or facilitator. His style is fast-paced, participatory, practical, and humorous. He has authored over 65 books and products, and taught/lectured at over a dozen colleges and universities throughout the United States.
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06.02.08
Posted in World Wide Management at 11:38 am by admin
Giving a good PowerPoint presentation is a tough job, but getting the audience involved in it is even harder! It is only through some tactics and methods, can you get the audience to get involved in your PowerPoint presentation. So try them out and see the effects!
The first and foremost thing to remember when making a presentation is to make the audience engaged and listen to you by asking them good questions. Make it a point to ask the audience a challenging question in the middle of the presentation, and wait for the response. If someone calls out an answer, repeat it for other’s benefits
Try getting more than one response, as this really wakes up an audience, and makes them more focused on your presentation. If at all you come into a speaking situation wherein the audience has been lulled into a passive state by some previous presentation, you can create an immediate impact by starting some interesting question. You could ask them a question like how many people drive more than ten miles to work everyday, if you are starting a presentation on telecommuting.
If you ask a question, always make sure to raise your own hand to encourage a response of a show of hands. Another thing to remember to get the audience involved in the presentation is to make sure you give your presentation in their language. Meaning, it is better to use simple words as if you use words with five or more syllables, you will only end up in making the audience walk away with a completely different message from what you were trying to communicate. If the audience cannot understand what you are presenting, how will they get involved in the presentation?
You could also start your PowerPoint presentation by getting the audience to think right away. Make them think about, or perhaps enact something related to the presentation you are about to make. To keep your audience with you throughout the presentation, organize the presentation in an easy to understand format. Limit the main points to three or four, as most people do not remember more than four points at a time. Most of the times, the PowerPoint presentation you give will be related to selling some product to the audience. As most of us tend to become uncomfortable with the selling process, the presentation tends to dwindle off at the end, when they should instead, close with a clear and bold call to action slide.
A call for action is a term used in advertising wherein it tells the audience what you would like them to do. Therefore, in case you are making a fundraising presentation, the call-to-action slide should ask the audience for financial commitment. If it is a new project you are presenting, then the slide should tell the managers the exact steps they need to take to help you start the wheels rolling. A well-designed and simple PowerPoint slide takes the burden off you as the audience gets involved reading whatever is on the slide.
Thomson Chemmanoor a powerpoint background template designer who runs the following websites. http://www.articlenetworks.com a article submission site and Web design company http://www.digitallabz.com
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06.01.08
Posted in World Wide Management at 2:08 pm by admin
Much debate on long vs. short letters continuously arrives
in my email. I’ve always said “The More you Tell - The More
you Sell!
Usually in your copy, the more you write, the better. I
receive one page sales letters all the time for products
and services and they don’t have enough room to tell me
what they’re offering. There’s always a debate whether a
long salesletter works better than a short one. People will
say they don’t like to read a long salesletter, but they
are not the customer.
There is no debate what so ever, without exception, a long
salesletter outsells a short one.
The ones that like short copy are the ad agencies because
they like to write snappy slogans and fancy copy and win
awards. There’s one major drawback to award winning
marketing campaigns. The awards are based on how creative
and clever you can be and how pretty the marketing
campaigns are. What does that do for you? They look great,
but they don’t sell.
The only award you want to win is with dollars that are
invested in your company by your customers. Short
salesletters don’t make sense. When you take time to think
about it, if you were going to send a salesman out to do
his job, you wouldn’t say, “You have to do this in one
minute or less. You can only talk to the prospect for one
minute.” Or, “You can only say up to 100 words.” If you
don’t do that to your salesmen, why would you do this to
your salesletter?
One thing that you want to start thinking is that all
salesletters are is salesmanship in print form. You
wouldn’t limit your best salesperson to one or two minutes
to make the pitch. The same goes for writing salesletters
and getting people to read it. If what you offer is truly
interesting to your prospects, they will keep reading and
want more information to help them make their decision. You
owe it to yourself to tell them as much as possible.
When writing your sales copy, if your reader is even half
interested in your offer, they need detailed information
before they even consider buying from you. Lots of it.
And if they are interested in what you have to offer, they
will read as much as it takes to get the full picture.
Facts and information give both the confidence and the
courage to make a purchase.
So I suspect that far too many writers are stingy with
their information because they are afraid of producing
copy, which they think may be ‘too long’. They believe that
long copy will bore their readers. This is far from the
truth.
If you can take it one step further try to paint a picture
that the reader will envision if they buy your product.
The art of writing a great sales message is getting the
prospect to visualize what you talking about while keeping
them interested enough to want to read on. If you get the
prospect to visualize as I mentioned earlier it creates a
harmonious bond with you that they can relate to. They then
can see their desired outcome through the benefit of your
product or service.
If you can achieve this the reader will be well on their
way to making a purchase. The constant use of the hidden
benefit will reinforce the need for the reader to take
action and that after all is what you are intending to do
with your copy, “take action”.
The final point I would like to make on this subject is the
order process. Ask for the order. Do not assume that the
reader knows how to navigate your website to the order
form.
Point it out and show it to them. Take them by the hand if
you must, but please do not be afraid to ask for the order.
Asking and showing the order form can increase your sales
dramatically.
When you do this back it up again by your 100% guarantee
showing them they have nothing to loose by buying your
product and everything to gain. Make the reader comfortable
with you and your product and show them you have nothing to
hide and have their best interests at heart. By offering a
good guarantee it will inspire confidence and trust. Then
re-state your offer and direct them to the order form
again. Ask for the order at least 3 times.
Abe Cherian is the founder of Multiple Stream Media, a company that helps online businesses find new prospects and clients, who are anxious to grow their business fast, and without spending a fortune in marketing and automation. http://www.freehomebusinesstips.com
If you wish to find a suitable home business or learn how to start your own business from your home visit Free Home Business Tips: http://www.freehomebusinesstips.com
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05.23.08
Posted in World Wide Management at 9:58 am by admin
Over the past 25 years I have had the unique opportunity to talk directly with many of the professionals and instructors who use Overhead Projectors as an integral part of their profession. Through these interactions I have accumulated notes and information that has inspired me to write these articles that pertain to some of the most common problems experienced by owners of today’s and yesterday’s Overhead Projectors. This is the ninth article in a series of articles that will be written from a professional Electronics Technicians point of view in regards to some of today’s most common Overhead Projector problems and questions.
This is part two of my article titled “Projection Lamps; how long should they last?”
Because of the response I have had from the first article I thought it might be a good idea to continue our discussion of the subject of projection lamps and premature burnout.
One of the most frequent questions we receive from our customers is what causes early projection lamp failure. A lot of people are making simple mistakes that end up costing them a lot in burned-out lamps.
For instance, did you know:
• Moving the Overhead Projector while the lamp is on or even shortly after turning it off can cause premature failure. A hot lamp filament can easily be damaged if handled roughly while still hot.
• If an Overhead Projector lamp does not burn out immediately, but burns out within an hour, the lamp is probably defective, not the projector. In many cases diode failures are the cause of many burned out lamps. However, a diode failure will usually cause a lamp to burn out instantly!
• You should never move a lamp changer lever (if your machine is so equipped) while the on/off switch is in the “On” position. This will jar the lamp and cause a hot lamp filament to fall apart. Moving it when the power is off will assure the lamp filament is cool and able to handle rougher treatment.
• Excessive heat will shorten lamp life. A fan motor running slow due to lack of lubrication or excessive dirt will not cool a lamp sufficiently or damage to the fan blades
will reduce the cooling efficiency of the fan. A regular maintenance program will help prevent this from occurring.
• You should never allow anything to block the airflow of your projector’s cooling fan. The intake and output grills must not be obstructed or overheating will occur, shortening the life of the projection lamp.
Mark Boehm is the president of M-B Electronics He has over 25 years of experience in the Audio Visual and Electronics Industry. You can contact him by calling 800-872-9456 or by e-mail at: etbinc@comcast.net
Additional info about this subject: http://www.mbelectronics.com/view.aspx?id=299
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05.14.08
Posted in World Wide Management at 12:56 pm by admin
There are many qualities that people look for in a leader: the ability to see what’s going on, a high level of self-awareness, the skill to motivate and inspire others, good communication and listening skills, the ability to see the big picture and bring others along.
One thing that isn’t often in the ‘top 10′ skills, interestingly enough, is the ability to manage conflict, to create conflict and to resolve it. Like most people, leaders are also guilty of avoiding conflict like the proverbial plague or sweeping it under the carpet till there’s a big huge lump, or simply hoping it will go away.
Now, there are some famous leaders who seem to take pride in their aggressive approach to conflict. Alan Sugar is a good case in point, who, in his introduction to The Apprentice, says he’s the most belligerent person they’ll ever meet. Goody.
And indeed, some people really do thrive on conflict, almost to the point that you might think they couldn’t actually exist if there wasn’t some conflict in their lives on an on-going basis.
We’re not talking about those guys. No, the leaders we’re talking about are more like you and me: the ones who would like everyone to get on with each other, never get pissed off, never raise their voices or stomp around in a huff, never get offended or have their noses out of joint.
Welcome to never-never land.
We’re going to go out on a limb here and say that we believe that most of the major problems or crises in any organisation (aside from political shenanigans, back-stabbing and empire building) can be traced back to conflicts that weren’t handled at the very beginning stages. Conflicts where there are no early interventions tend to escalate at an alarming rate.
Let’s say two people on your team don’t get on very well and you become aware of an atmosphere, a tension that you can’t quite put your finger on. As a leader you might ask each of them, “Everything all right?” And you might very likely get, “Yes, everything’s fine.” So you walk away, not quite convinced, but there are too many things to do, and why can’t they just be grown up enough to sort it out between themselves.
Next thing before you know it, they no longer speak to each other; they will probably start looking for proof of how incompetent the other person is; they might start spreading rumours or little snippets of gossip about the other person. Others on your staff will be asked to take sides. Get the picture?
As a leader, it isn’t good enough to ask, “Is everything all right?” Far more effective, if you’re going to manage conflict as a leader is to say, “I can tell things aren’t all right, so I need to get to the bottom of this pretty quickly so we can get on with the business of the business.” Or words to that effect.
Whether you’re a leader running a large multi-national or a small company, or leading a neighbourhood association or church group, it’s all right to feel like jelly inside when having to handle conflict. We’re not talking about you feel, but how you behave.
To make a substantial difference wherever you are a leader, manage conflict early and your life, and your organisation’s life will thrive.
Jo Ellen and Robin run Impact Factory who provide Leadership Training, Presentation Skills, Communications Training, Leadership Development and Executive Coaching for Individuals.
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05.01.08
Posted in World Wide Management at 2:28 pm by admin
Have you ever worked with someone who always seemed to have the answers; who always seemed to know what should be done; who could always quote the experts view on a certain situation, but for some reason, just couldn’t perform as expected?
Working with a client last month I was struck by the fact that my client was already very knowledgeable about the issue that we were discussing. As we talked through the situation it was clear to me that my client was well read on this subject. He also recounted for me several situations where his peers had similar issues and exactly how they were handled.
While many of my clients are either new in management, or have recently been promoted to a new, more challenging position, that was not the case with this individual. This was a seasoned leader; an experienced executive who had been in his current role for several years.
He knew what to do.
He knew why he had to do it.
He knew what would happen if he did not act.
Yet here we were discussing a fairly routine issue that he should have handled without a second thought. He was not struggling with what he needed to do. Rather he was struggling with actually doing it.
He had a fear of the results of his actions.
He had a fear of confrontation.
He had a fear of action and struggled to do what he knew he needed to do.
Even more surprising was that he did not immediately recognize the struggle.
During our first discussion of this issue, we talked about what the situation was and how it should best be handled. We agreed on the action steps and the timeframes for action. Several weeks later the same topic came up again and I was surprised to find that he had not taken the actions agreed upon. In fact, he was very interested in discussing the theories around what should be done and the expected results. You could see and hear that the discussion energized him and that he was proud of his knowledge and his ability to understand and articulate the concepts.
But he could not, or would not act.
A leader who does not take action is like a guard dog that growls but won’t bite. The growl may fool the burglar for a while, but eventually he will just ignore the dog.
It should come as no surprise that there is a big difference between understanding what to do and actually doing it. Whether it be in life, sports, or business we often know the right thing to do and how it must be done. But actually doing it can be a different thing altogether.
Especially when what has to be done is unpleasant.
Good managers and leaders know that doing unpleasant things, and making unpopular decisions are a part of their responsibility. The difference between successful and unsuccessful leaders lies not in knowing what to do, but in doing the right thing at the right time.
If you find that you know what needs to be done, but struggle with actually doing it, then it may be time for a good hard look in the mirror. It’s not enough to know what must be done if you don’t take action.
Knowledge without action is empty leadership. You may be able to fool yourself, but you won’t be able to fool the people who are looking to you for hope and direction.
Dave Meyer (Coach Dave) is a Business and Leadership Coach who believes that “Great Teams Are Built On The Foundation Of Great Leadership. And Great Leadership Is Built On the Foundation of Great Trust.”
With over 25 years of successful leadership experience, Coach Dave provides his clients with practical, time tested advice on how to build aand lead a team that produces consisnte, outstanding results.
Certified by the Coach Training Alliance, and the Institute For Motivational Living, Coach Dave is an expert in providing leaders with tools they need to succeed in life and in business.
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04.29.08
Posted in World Wide Management at 2:24 pm by admin
PERMISSION TO REPUBLISH: This article may be republished in newsletters and on web sites provided attribution is provided to the author, and it appears with the included copyright, resource box and live web site link. Email notice of intent to publish is appreciated but not required: mail to: brent@actionleadership.com
Word count: 715
160 years ago, the newly invented electric telegraph carried the first news message. The message zipped 40 miles in a flash over wires from Baltimore to Washington, D.C.
The public was dazzled — except Henry David Thoreau. He wrote: “We are in great haste to construct a magnetic telegraph from Maine to Texas; but Maine and Texas, it may be, have nothing important to communicate.”
Today, we live in a Golden Age of communication. We have the Internet. We have faxes. We have e-mails. We have streaming video. We have on-line audio. We have RSS feeds. We have logs and blogs.
Yet today Thoreau is as right as rain. When it comes to really getting our messages across, we’re stuck in the Stone Age.
Here’s why. The vast majority of business leaders I’ve encountered are repeatedly making a huge mistake in communication, a mistake that’s screwing up their jobs and careers. They’re stuck giving presentations and speeches. They’re NOT giving Leadership Talks!
What’s a Leadership Talk? Look at it this way: There’s a hierarchy of verbal persuasion when it comes to business leadership. The lowest levels are speeches and presentations. They communicate information. The highest, most effective way of communicating is the Leadership Talk. The Leadership Talk does more than simply send information. It has the leader establish a deep, human, emotional connection with the audience. That’s where leaders communicate for the best results.
Here are a few examples of leadership talks. When Churchill said, “We will fight on the beaches … ” That was a leadership talk. When Kennedy said, “Ask not what your country can do for you … ” that was a leadership talk. When Reagan said, “Mr. Gorbachev, tear down this wall!” That was a leadership talk.
You can come up with a lot of examples too. Go back to those moments when the words of a leader inspired people to take ardent action, and you’ve probably put your finger on an authentic leadership talk.
Mind you, I’m not just talking about great leaders of history. I’m also talking about all leaders everywhere no matter what their function or rank. After all, leaders speak 15 to 20 times a day: everything from formal speeches to informal chats. When those interactions are leadership talks, not just speeches or presentations, the effectiveness of those leaders is dramatically increased.
That’s where business leaders communicate for the best results. You can order people to go from point A to point B. But the best way to get great results is to have people want to go from A to B. Instilling “want to” in others, motivating them … isn’t that what great leadership is all about?
Don’t get me wrong. The Leadership Talk is not some kind of “feel-good” way of relating. It took me 20 years to figure out how to give Leadership Talks and write two books about it. There are specific processes one must manifest in order to give Leadership Talks. Usually it takes me two full days to teach people how to do it. Once they learn it, they can use it throughout the rest of their careers. The Leadership Talk is relatively easy to learn and it takes years to master. The point is that through it, you can take specific, concrete steps to motivate people to take action that gets great results.
For instance, before leaders can develop and deliver a Leadership Talk, they must first answer “yes” to three simple questions: “Do you know what the audience needs? Can you transfer your deep believe to others so they believe as strongly as you do about the challenges you face? And can you have that audience take ardent action that gets results?” If leaders “no” to any one of those questions, he/she can’t give a Leadership Talk.
160 years ago the dots and dashes that chattered down the wires from Baltimore to Washington spelled out that the Whigs had nominated Henry Clay to run for the presidency.
Back then, Thoreau might have said nothing important was communicated; but today if you want to lead for great results, take Thoreau to heart. Communicate what truly IS important. Don’t give presentations and speeches. Give Leadership Talks. Forge those deep, human, emotional connections with your audiences. Get them motivated to take ardent action for great results.
2006 © The Filson Leadership Group, Inc. All rights reserved.
The author of 23 books, Brent Filson’s recent books are, THE LEADERSHIP TALK: THE GREATEST LEADERSHIP TOOL and 101 WAYS TO GIVE GREAT LEADERSHIP TALKS. He is founder and president of The Filson Leadership Group, Inc. - and for more than 20 years has been helping leaders of top companies worldwide get audacious results. Sign up for his free leadership e-zine at www.actionleadership.com and get a free white paper: “49 Ways To Turn Action Into Results.” For more about The Leadership Talk: theleadershiptalk.com
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04.14.08
Posted in World Wide Management at 3:58 am by admin
In today’s “Glocal” environment more and more organizations are
turning to virtual meetings to help people connect and more
effectively get things done. Virtual meetings can be very
powerful, but also can be a major detractor to doing business.
Stick with the below goods and watch out for the not-so-goods:
When virtual meetings are good -
* Very cost-effective to get a large number of people together
to hear a common message; whether they are across the hallway or
across the world
* Tend to stay on time; you can better control pontificators or
meeting hijackers taking over your meeting or diverting
attention from the meetings focus
* They are easier to coordinate than physical meetings; no
worrying about room size, setting up equipment, or supplying
refreshments.
When virtual meetings aren’t so good -
*Tend to lose interactivity; participants on a virtual meeting
will not speak up as much as if there were a physical meeting
* No reading of body language; during physical meetings, you can
both see and hear your participant and can better discern
whether a participant is truly engaged and in agreement. During
virtual meetings the visual connection is lost so gauging true
acceptance is much more difficult.
* Unfamiliarity with technology; could be the technology works
just fine, but the person running the meeting isn’t familiar
with the technology. Make sure either the meeting owner knows
what he or she is doing or has someone physically with him or
her who can drive the technology and make sure it all works
well. And for Pete’s sake, do a dry run first to raise any
potential glitches prior to going live.
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