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Ever notice how some leaders seem to have a sixth sense for meeting dynamics while others plow through their agenda oblivious to glazed eyes, side conversations, or everyone needing several "bio breaks" over the course of an hour? Research tells us executives consider 67% of virtual meetings failures, and a staggering 92% of employees admit to multitasking during meetings. After facilitating hundreds of in-person, virtual, and hybrid sessions, I've developed my "6 E's Framework" to transform the abstract concept of "reading the room" into concrete skills anyone can master. (This is exactly what I teach leaders and teams who want to dramatically improve their meeting and presentation effectiveness.) Here's what to look for and what to do: 1. Eye Contact: Notice where people are looking (or not looking). Are they making eye contact with you or staring at their devices? Position yourself strategically, be inclusive with your gaze, and respectfully acknowledge what you observe: "I notice several people checking watches, so I'll pick up the pace." 2. Energy: Feel the vibe - is it friendly, tense, distracted? Conduct quick energy check-ins ("On a scale of 1-10, what's your energy right now?"), pivot to more engaging topics when needed, and don't hesitate to amplify your own energy through voice modulation and expressive gestures. 3. Expectations: Regularly check if you're delivering what people expected. Start with clear objectives, check in throughout ("Am I addressing what you hoped we'd cover?"), and make progress visible by acknowledging completed agenda items. 4. Extraneous Activities: What are people doing besides paying attention? Get curious about side conversations without defensiveness: "I see some of you discussing something - I'd love to address those thoughts." Break up presentations with interactive elements like polls or small group discussions. 5. Explicit Feedback: Listen when someone directly tells you "we're confused" or "this is exactly what we needed." Remember, one vocal participant often represents others' unspoken feelings. Thank people for honest feedback and actively solicit input from quieter participants. 6. Engagement: Monitor who's participating and how. Create varied opportunities for people to engage with you, the content, and each other. Proactively invite (but don't force) participation from those less likely to speak up. I've shared my complete framework in the article in the comments below. In my coaching and workshops with executives and teams worldwide, I've seen these skills transform even the most dysfunctional meeting cultures -- and I'd be thrilled to help your company's speakers and meeting leaders, too. What meeting dynamics challenge do you find most difficult to navigate? I'd love to hear your experiences in the comments! #presentationskills #virualmeetings #engagement

Ever sat through a team meeting that felt like watching paint dry? You know the meetings where: - The PowerPoint slides could cure insomnia - What's shared should've been an email - The silence is so thick you can hear a pin drop We've all been there. But here's the real gut punch - what if YOU'RE accidentally running meetings like this? Nothing humbles you quite like watching your team fight to keep their eyes open during your "exciting team update." As someone who specializes in facilitation, I can tell you that with just a few small tweaks, any manager can transform their team gatherings. Here are 6 simple changes that make a massive difference: ?? Start with purpose, not habit - Ask "Why am I gathering these people?" (Hint: status updates aren't a good enough reason) ?? Create an agenda that works like a GPS - Begin by defining your destination (desired outcomes) so everyone knows where you're headed ?? Include a 5-minute connection activity - Strong teams aren't built discussing KPIs, they're built in those small moments where people connect as humans ?? Create space for quieter voices - Not everyone processes at the same speed or communicates the same way, but everyone has valuable insights ?? End with crystal-clear next steps - Each action item needs an owner and a deadline, or you've just wasted everyone's time ?? Address disengagement privately - If someone's checked out, have the "I notice" conversation with genuine curiosity rather than judgment Want to see how your meetings measure up? Take my 2-minute Meeting Momentum quiz (linked on last slide) ?? Share to help someone lead a better meeting

I’ve run over 200 all-hands meetings in my career. It took me years to fully appreciate their value but I ultimately found them to be one of the most effective ways to drive alignment, motivate teams, and improve execution. After plenty of trial and error, here are the elements of a great all-hands: Cadence is crucial. Your all-hands meeting should be recurring and follow a consistent schedule. Avoid cancellations or rescheduling whenever possible. I’ve tested different frequencies—weekly, biweekly, and quarterly—but found that a monthly cadence works best. It’s sustainable, provides enough time for valuable updates, and doesn’t become a burden. In terms of duration, I’ve experimented with 30, 45, and 90 minutes, and I’ve found that one hour strikes the perfect balance. You can cover enough while at the same time keeping people engaged. A structured format keeps things efficient. Using the same agenda every time makes preparation easier, eliminates confusion, and ensures consistency. An agenda I’ve seen work well includes: Welcome (work anniversaries, birthdays, new hires) - 2 min Company Vision & Mission - 1 min State of the Business (highlights/headwinds) - 5 min Key Metrics (scoreboard of KPIs that tell the health of the business) - 5 min Celebrating Wins (customers/products/features/adoption/fundraise)? - 7 min One or two Strategic Topics - 24 min Open Roles - 1 min Q&A - 10 min Top Performer Recognition - 5 min Rotate presenters to keep engagement high. Hearing the same voice—especially the CEO’s—over and over can cause messages to lose impact. Involving different speakers not only keeps things fresh but also gives team members a platform to showcase their work and leaders a chance to give shoutouts to their teams. Another game-changer: inviting external speakers who can share insights about your industry, growth stage, or the real-world impact of your product or service. Communicate for clarity, not complexity. Early on, I made the mistake of assuming everyone knew as much as I did about the business. I’d use acronyms without explaining them and skip over background information, forgetting that not everyone was at the company when those topics were last discussed. A good rule of thumb: Always spell out acronyms the first time, provide quick context for key topics, and repeat the ‘why’ behind decisions—even if it seems obvious. “Produce” the meeting for maximum impact. Great all-hands meetings aren’t just informative—they’re energizing. Presenters should be well-prepared, and handoffs between speakers should be seamless. Small touches make a big difference: play high-energy music as people join, create excitement around wins, and make top-performer shoutouts meaningful. The energy you bring to the meeting doesn’t just impact the next hour, it can set the tone for days or weeks to come. All-hands meetings can be one of the most powerful tools in your CEO toolbox—but only if you invest the time, energy, and focus to make them great.

What’s a great team meeting? Team meetings are a significant investment of time, and making them truly valuable is essential. After years of leading small and large teams, I’ve found that every team should have a few objectives. My framework is called TOP ?? 1. Transparency: Every leader should try to provide full context on cross-functional projects esp those that impact them. 2. Order: Team members should leave the meeting with a clear understanding of what they should be working short and long term. 3. Progress: Meetings should be a catalyst for forward momentum. Each should result in clear next steps that move the team towards its goals. My own team meetings often involve 10+ hours of collective time, so I focus on maximizing efficiency and impact. We start by sourcing discussion topics from the entire team—ensuring everyone feels heard and involved in shaping the agenda. I structure the meetings into three core parts: - Newsflash: This is where I provide organizational context—highlighting wins, team recognitions, key updates, big deals won or lost, and any major changes in leadership or product direction. - Core discussion: The team discusses pre-submitted topics with a clear focus. The goal is to unblock each other. Each topic has context, the owner knows what to do next, and they can ask for help if needed. - Action items: Every discussion ends with actionable next steps, assigning an owner, a specific action, and a due date. If there’s no action required, we close the topic. I avoid adding unnecessary elements like guest speakers or deep dives—they’re valuable as one-offs but not as regular agenda items. And I make sure to avoid lengthy debates. If something requires deeper analysis, we take it offline and revisit later. Finally, I make every attempt to start and end without the allocated 45 minutes. If you are stuck or feel you don’t have enough things to talk about, ask your team. #Leadership

A boss taught me an important rule about meetings: Don't start a meeting by talking about the subject of the meeting. Talk about something else! Why? People crave connection. When people come together to meet, start by checking in with them as people, not meeting participants. Ask how they really feel (it can take a few rounds of "How are you?" to get past the defaults "Fine", "Good", or "Busy"). Talk about the weather, ask about their families, their pets. When in doubt, make Dad jokes. ?? There is a temptation to do the agenda right away. Time is money, right? But people are rushing from meeting to meeting, back to back. Trying to do work in the vanishing space between when a meeting ends and the next meeting starts. Giving people space to relax, and be human, and to laugh, gives everyone a moment to recenter before continuing to communicate, collaborate and coordinate together. Small talk is big talk! ?? ----- #communication #meetings Photo of Washington, DC cherry blossoms by Neal Sweeney on Unsplash

Ever felt like you were talking to a wall during a virtual meeting? You’re not alone. Studies show that 70% of remote workers feel disengaged in virtual meetings. ?? So, what's the secret sauce for transforming those flat, uninspiring calls into dynamic, engaging experiences? Here’s what I’ve learned: 1. Start with a Hook: Just like a great presentation, your meeting needs a captivating opener. Share a surprising statistic or a thought-provoking question. This sets the tone and grabs attention right away. 2. Visual Engagement: Use visuals! A well-designed slide or a quick video can break the monotony. It’s not just about what you say, but how you say it. 3. Interactive Elements: Polls, breakout rooms, or even a quick game can work wonders. When participants actively engage, they’re more likely to contribute and stay focused. 4. Personal Touch: Share a personal story or experience. It humanizes the meeting and fosters connection. People remember stories, not just data. 5. Clear Takeaways: End with actionable insights. Give your audience something they can implement immediately. This not only adds value but also keeps them looking forward to the next meeting. In my experience, these strategies have transformed my virtual meetings from mundane to memorable. But I want to hear from you! What’s your secret sauce for making virtual meetings feel as engaging as in-person ones? Drop your tips in the comments! If you found this post helpful, please give it a like and share it with your network. Let’s elevate our virtual meeting game together! #VirtualMeetings #Engagement #RemoteWork