5 Tips for Virtual Meeting Engagement
Cathie Leimbach • January 8, 2024
Virtual meetings have their pros and cons. We can meet without travel time and expenses, so we can connect with people far and wide with shorter notice. However, screen fatigue and double tasking can result in them being less effective. Here are a few tips that help overcome the downside of virtual meetings.
- Ensure that everyone in the meeting is familiar with the technology you will be using. Before you call the meeting to order or in the first minutes of the meeting, take time to show participants how to use the software. A helpful approach is to show your screen as you demonstrate various features.
- When two-way communication is expected during the meeting, ask or require everyone to have their camera on. This reduces double tasking and allows participants to get a better feel for each other’s buy-in or concerns with the matters being discussed. In some companies anyone who does not have their camera on during a team meeting is noted as being absent.
- If the meeting will last more than 90 minutes, schedule a break every 90 minutes. This prevents or greatly reduces random absences as attendees get drinks or use the restroom. Getting up and moving also re-energizes the participants’ brains so they can continue paying attention, engaging, and retaining important information.
- Use breakout groups, allowing pairs, trios, or groups of up to 5 people to share their thoughts. In larger groups many don’t feel they have enough to add to speak up. These small groups allow everyone to learn other people’s perspectives and to feel heard. Having a group spokesperson share the highlights of their breakout group’s conversation, makes the large group aware of the range of perspectives in their midst faster than having every individual talk in the large group.
- Periodically instruct everyone to stand up for a short activity. You might just be asking them which project team they wish to join or to read the 5 possible next steps on the screen and share which they think should be tackled next. Standing up for 3 minutes is enough for blood flow to the brain to increase, enhancing the value we will add to and take away from the meeting.
Which tip could increase the effectiveness of your virtual meetings? What is the date of your next meeting and how will you incorporate this idea?
I would love to hear other ways of engaging people in virtual meetings. What else have you experienced?
In Erica Dhawan’s book, Get Big Things Done, she defines Connectional Intelligence as the ability to combine knowledge, networks, and relationships to drive meaningful results. In today’s busy workplace, it’s not just what you know—it’s how well you connect that turns good ideas into big outcomes. Strong Connectional Intelligence within a team strengthens workplace morale and productivity by impacting four key attributes of high-performance cultures: Value Visibly – People perform better when they know their contributions matter. Leaders who highlight strengths, acknowledge effort, and celebrate progress create a culture where great work becomes contagious. Communicate Carefully – In an age of nonstop messages, clarity is a competitive advantage. Thoughtful communication reduces confusion, prevents conflict, and ensures that everyone moves forward with shared understanding. Collaborate Confidently – Connectional Intelligence flourishes when people feel empowered to contribute. Confident collaboration means inviting diverse perspectives, leveraging individual superpowers, and creating space for smart problem-solving. Trust Totally – Trust is the anchor of all high-performing teams. When leaders show reliability, transparency, and empathy, people take risks, share ideas, and stay aligned toward common goals. Connectional Intelligence helps teams innovate faster, break down silos, and accomplish what truly matters. Want to learn more? Visit Erica Dhawan’s website to explore her full body of work and deepen your understanding of Connectional Intelligence.
When people hear “psychological safety,” they often imagine a workplace where everything feels easy and conflict-free. But that’s not what true psychological safety is — and it’s not what high-performing teams need. As leadership expert R. Michael Anderson points out, work and life include tough days, unexpected problems, and moments that stretch us. A psychologically safe workplace doesn’t remove those realities. Instead, it gives people the confidence and support to face them. A safe workplace is one where employees can struggle without fear of embarrassment… try new skills without being put down… ask questions, make mistakes, and keep moving forward. It’s a place where people know their leader is behind them — not by preventing discomfort, but by helping them learn through it. Psychological safety isn’t about coddling or creating a predictable bubble. Real safety looks like this: · You may hear difficult feedback, but it helps you grow. · You are encouraged to take risks, and supported when you slip. · You are stretched beyond your comfort zone, and guided along the way. When leaders create this balance — support plus stretch — people build resilience, confidence, and higher performance. To explore more of these ideas, visit R. Michael Anderson's website .