How to Engage Participants in Large Meetings

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

Many of us have experienced this: We give a presentation and when we are done, we open it up for questions. Moments of awkward silence follow. Eventually, a few questions trickle in. Embarrassment avoided. But we know: active audience engagement looks different. Much of my work with clients revolves around designing engaging, highly interactive workshops, trainings, panel discussions, and presentations. I just stumbled upon a short article by Joe Murphy, CCEP (see link), sharing an effective technique he uses to get participants involved during presentations or trainings. The beauty of it: It is very easy to apply, doesn’t require props of any kind, and suitable both for in-person and virtual settings. The technique in brief: 1) After a short introduction of yourself and your topic, ask participants to turn to a neighbor or two. Ask them to introduce themselves and share what they hope to get out of this session. 2) As you finish your presentation and move into the discussion part, ask participants again to turn to a neighbor and discuss: What was presented that you have questions about? What is your perspective on the topic? 3) After a few minutes, harvest discussion topics from the group. Why is this simple technique effective? 1) The presentation becomes more user-centered. It allows the presenter to be responsive to the interests of the audience and conveys to the audience that they and their perspectives are valued. 2) The exercise loosens participants’ tongue. As they speak to each other, they rehearse what they have to say, boosting their confidence to speak up in the larger audience. 3) People are much more satisfied with a session where they were able to contribute and felt heard. The best techniques are sometimes very simple. I hope you will find Joe’s technique as useful as I did. I am curious to hear: What techniques can you recommend for designing more engaging sessions? Please share in the comments. #facilitation #uxdesign #ethicsandcompliance https://lnkd.in/eivNaqZB

“Let’s have a meeting to talk about meetings,” said no one ever. But maybe we should. A Microsoft global survey found the #1 workplace distraction is inefficient meetings. The #2? Too many of them. Sound familiar? Last week, I led a meeting effectiveness workshop for a team of 15 at the request of their practice leader—who happens to be my husband. His team’s meeting struggles? Rambling discussions, uneven engagement, unclear outcomes, and lack of follow-through. He thought a meeting AI tool might fix it. Nope. AI can help document meetings, but it can’t make people prepare better, participate more, or drive decisions. The fix? It’s not “Have an agenda”. It’s setting the right meeting norms. My husband was hesitant to put me in the late morning slot–worried the team would tune out before lunch. I told him, “Put me in, coach. I’ll show you engagement.” And I did. For 90 minutes, we tackled meeting norms head-on through interactive discussions and small group exercises. Here are 5 norms they worked through to transform their meetings: 1️⃣ 𝗦𝗲𝘁 𝗰𝗹𝗲𝗮𝗿 𝗰𝗿𝗶𝘁𝗲𝗿𝗶𝗮 𝗳𝗼𝗿 𝗵𝗮𝘃𝗶𝗻𝗴 𝗮 𝗺𝗲𝗲𝘁𝗶𝗻𝗴. An agenda is a list of topics. A purpose answers: What critical decision needs to be made? What problem are we solving? Why does this require a discussion? If you can’t summarize the purpose in one sentence with an action verb, you don’t need a meeting. 2️⃣ 𝗕𝗲 𝗶𝗻𝘁𝗲𝗻𝘁𝗶𝗼𝗻𝗮𝗹 𝗮𝗯𝗼𝘂𝘁 𝘄𝗵𝗼’𝘀 𝗶𝗻 𝘁𝗵𝗲 𝗿𝗼𝗼𝗺. Some discussions only need two people; others require a small group or the full team. Match the participants and group size to the topic and purpose.  3️⃣ 𝗗𝗲𝗳𝗶𝗻𝗲 𝘄𝗵𝗮𝘁 𝗮𝗻𝗱 𝗵𝗼𝘄 𝘁𝗼 𝗽𝗿𝗲𝗽𝗮𝗿𝗲. Before the meeting, define the problem or goal. Identify potential solutions. Recommend one. Outline your criteria for selecting the solution(s). Back it up with data or other relevant information. Preparation = productivity. 4️⃣ 𝗔𝘀𝘀𝗶𝗴𝗻 𝗮 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿 𝘁𝗼 𝗺𝗮𝗻𝗮𝗴𝗲 𝘁𝗵𝗲 𝗱𝗶𝘀𝗰𝘂𝘀𝘀𝗶𝗼𝗻. A good facilitator keeps conversations on track, reins in tangents, and ensures all voices –not just the loudest–are heard. Facilitation matters more than the agenda. 5️⃣ 𝗘𝗻𝗱 𝘄𝗶𝘁𝗵 𝗰𝗹𝗲𝗮𝗿 𝗼𝘂𝘁𝗰𝗼𝗺𝗲𝘀. Summarize decisions. Assign action items. Set deadlines. Follow-up to ensure accountability and progress. A meeting without follow-through is just wasted time. The outcome of the workshop? 100% engagement. (One person even admitted she normally tunes out in these things but stayed engaged the entire time!) More importantly, the team aligned on meeting norms and left with actionable steps to improve. Want better meetings? Set better norms. Focus on facilitation. What’s one meeting tip that’s worked well for your team?

I’ve been thinking a lot about the 90 minute virtual meeting paradox. We spend the first 30 minutes on welcoming everyone and introductions, the next 15 on framing, and then a few people share thoughts. Then, just when the conversation gets meaningful, the host abruptly announces "We're out of time!” and throws a few rushed closing thoughts and announcements together. Sound familiar? We crave deep, meaningful, trust-based exchanges in virtual meeting environments that feel both tiring and rushed. It seems like as soon as momentum builds and insights emerge, it’s time to wrap up. Share-outs become a regurgitation of top-level ideas—usually focused on the most soundbite-ready insights and omitting those seeds of ideas that didn’t have time to be explored further. And sometimes, we even cite these meetings as examples of participation in a process, even when that participation is only surface level to check the participation box.  After facilitating and attending hundreds (thousands?) of virtual meetings, I've found four practices that create space for more engagement and depth: 1. Send a thoughtful and focused pre-work prompt at least a few days ahead of time that invites reflection before gathering. When participants arrive having already engaged with the core question(s), it’s much easier to jump right into conversation. Consider who designs these prompts and whose perspectives they center. 2. Replace round-robin introductions with a focused check-in question that directly connects to the meeting's purpose. "What's one tension you're navigating in this work?" for example yields more insight than sharing organizational affiliations. Be mindful of who speaks first and how difference cultural communication styles may influence participation.  3. Structure the agenda with intentionally expanding time blocks—start tight (and facilitate accordingly), and then create more spaciousness as the meeting progresses. This honors the natural rhythm of how trust and dialogue develop, and allows for varying approaches to processing and sharing.  4. Prioritize accessibility and inclusion in every aspect of the meeting. Anticipating and designing for participants needs means you’re thinking about language justice, technology and materials accessibility, neurodivergence, power dynamics, and content framing. Asking “What do you need to fully participate in this meeting?” ahead of time invites participants to share their needs. These meeting suggestions aren’t just about efficiency—they’re about creating spaces where authentic relationships and useful conversations can actually develop. Especially at times when people are exhausted and working hard to manage their own energy, a well-designed meeting can be a welcome space to engage. I’m curious to hear from others: What's your most effective strategy for holding substantive meetings in time-constrained virtual spaces? What meeting structures have you seen that actually work?

I led a webinar last week that included 17 moments of audience interaction — that’s one every 3 ½ minutes. How did we do it? Not through breakouts or fancy polling software, but through the humble chat window. Here’s how we used it and why I love it. We used chat: * 5 times for fill-in-the-blank answers to my questions. * 3 times for yes/no answer to my questions. * 3 times for sharing their answers in brainstorming exercises. * 2 times for answering a series of quick questions. * once for answering an open-ended question. * once for a quick individual exercise. * once where I invited a volunteer to walk us through an exercise; and * once at the end for 10 minutes of Q&A. And here’s what I love about it. The chat window is: * Active — the opposite of passive, it gives people something to do. * Simple — anyone can use it.  * Instant — no “dead air” while waiting for poll results. * Flexible — people can jump into the conversation or just read along. * Unfiltered — no moderator is screening the content. * Non-hierarchical — people can share their own ideas and talk with each other. * Enlightening — participants learn from each other. * Energizing — seeing and calling out the waterfall of comments lends energy to the occasion. * Validating — it’s a real-time indicator of people’s engagement. Remember: the best presentations are a conversation, not a lecture.

Do you need to host an online workshop for distributed team members? I got you covered with 5 tips to make the event value-add! Remote workshops come with their own set of challenges (no surprise, right?!). But with more teams hybrid, remote, or even time zones away, you have to adapt. I have participated in remote workshops, and I’ve led them. I’ve tried new things. I’ve seen (and had) a fair share of successes and failures. I’ve listened. I’ve learned. Here are my tips: 1. Establish Expectations Early Reach out to participants with a clear plan and set expectations for their behavior during the session. When the workshop starts, lay down the ground rules and explain how to use the technology. In a remote workshop, distractions are your enemy. Establish a policy of keeping cameras on during the session. ----------------- 2. Use a Flexible Agenda A well-structured agenda is essential, but remember to include some flexibility. Create flexible sessions — discussions, exercises, or breaks that can be expanded or contracted as needed. This approach allows you to adjust the schedule on the fly without participants noticing, ensuring the workshop stays on track no matter what. ------------------ 3. Provide Clear Instructions Even the best explanations can sometimes be missed or misunderstood. To avoid confusion, put short, clear descriptions of exercises and activities in a shared document or collaboration board. This ensures that everyone knows what’s expected of them, even if they need to reference the instructions later. ------------------ 4. Maximize Participant Involvement A facilitator's role is to draw out the best ideas from participants, not to dominate the conversation. Prioritize practical sessions over lengthy lectures to ensure that participants are actively contributing rather than passively listening. Address people by name, in an inviting way, if they aren’t participating (“Hey [name], I don’t think we’ve heard from you on this yet. Do you have an opinion about [xyz]…”). ------------------ 5. Include Regular Breaks Sitting in front of a screen for hours can be exhausting, so make sure to include regular breaks. A 5-10 minute break every 45-60 minutes is usually enough to give participants a chance to recharge. This helps maintain a sense of connection and keeps energy levels up. Online and remote workshops aren't necessarily better or worse than in-person sessions. The big difference between the two is a matter of logistics. And if done well, remote workshops can be an empowering tool rather than a limiting one. They can make the workshop process better. If you want to learn more practical tips on facilitating effective meetings, sign up for The Digital Butterfly membership waitlist today! 😎

We closed a $500K+ deal in less than 90 days. One of the key steps? A 20+ person meeting. I was chatting with a friend/exec yesterday who was preparing for a similar meeting. Over 25 people 😱 . There is maybe no tougher meeting to manage as a rep, as a leader, etc.. than a massive meeting like this. It can be make or break. Here were some of the first things that came to mind when we were chatting: 𝗚𝗲𝘁 𝘆𝗼𝘂𝗿 𝗰𝗵𝗮𝗺𝗽𝗶𝗼𝗻 𝗶𝗻𝘃𝗼𝗹𝘃𝗲𝗱: If you have a great champion (emphasize great), this is where you need to lean on them.  And this goes beyond prepping with them for this meeting, that is a must.  Give them a section to present.   This will a) get the “other side” talking in a meeting where that is already really challenging b) show everyone else that a lot of vetting has already been done/some people internally are already sold. 𝗔𝗰𝘁 𝗹𝗶𝗸𝗲 𝗮 𝗰𝗼𝗻𝗱𝘂𝗰𝘁𝗼𝗿:  In the meeting for the deal I mentioned, not only did the other side talk, they kept going off on tangents with each other.  We had to constantly interject and move the meeting to the meat of what we wanted to talk about.   Don’t be afraid to interrupt and tell them you can address the other points in a separate meeting. 𝗔𝘀𝗸 𝗾𝘂𝗲𝘀𝘁𝗶𝗼𝗻𝘀 𝘁𝗼 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰 𝗽𝗲𝗼𝗽𝗹𝗲:  Again, these types of meetings are ones where it may be tough to get people talking. Ask questions (calling out their name) to specific people, especially the decision makers.  For example, when you are outlining the problems you’ve heard thus far, it can be simple as “Hey XX, what other priorities did we miss that you may have going on”.  If you don’t mention anyone, you’ll get head nods. 𝗧𝗵𝗲 𝗙𝗮𝗰𝗲𝘀 𝗦𝗹𝗶𝗱𝗲:  I haven’t done this much but when it is done, it is so effective. At the beginning of the presentation, you can have a slide (or two) showing all the different people you have spoken with (which ideally is a bunch of people in the room), the problems you heard from them, and how you solve it. Great way to tee up the meeting and show you address multiple needs. 𝗗𝗼𝗻’𝘁 𝗗𝗲𝗺𝗼: In a meeting this big, you will lose people. What is effective is addressing the problems they have and referencing how you solve them.  You can do this by showing a screenshot or two of the product…but don’t start diving in. There is much more to these meetings but these were the quick hits we discussed.  As a leader, it’s a given that you should join your reps in this meeting.  But teaching your teams how to be effective in these is even more important.  Your chance of success comes from all the work you did leading up to it (not just preparing for the meeting itself).  Just think about the faces slide, you can’t do that unless you put in a lot of work during the deal. What else would you add in terms of how to handle these types of meetings?

SUSAN: As much as I want to, I can never bring myself to ask a question of a speaker publicly. ME: Why do you feel that way? SUSAN: 🤷🏻♀️ CONTEXT: Last week I had the privilege of attending a lecture delivered to several hundred by renowned Harvard Law Professor and expert on the Middle East, Professor Noah Feldman Completing his talk, Professor Feldman asked for questions from the audience. (At first) I was the only one to raise my hand. Professor Feldman immediately said he was glad I asked that question and thanked me for it. After his gracious display of respect to me for my question, many (all men) now asked questions. In his desire to be inclusive, he specifically stated he’d like to take a question from a woman. One other did take the mic. 🎤 Back to why Susan won’t bring herself to ask questions. She has allodoxaphobia! (The fear of other’s opinions, being ridiculed by other people.) This is a very common phobia. It impacts all of us at some point. Causes us to ‘play it safe’, not speak up. We think such things as: 👉 What if people laugh at my question? 👉 I don’t want to set myself up for ridicule. Great speakers and meeting leaders can create a safe, encouraging environment for their team to ask questions/make comments. To get more engagement: 🔷When a participant assertively speaks up, immediately appreciate the question: 🔹Excellent question. 🔹I’m glad you asked that. 🔹Thank you. That’s an important question. Such feedback makes your participants feel valued, fills them with pride, and encourages “allodoxaphobics” to contribute. In HBR, author Caroline Webb writes that such an approach delivers the additional benefit of giving yourself an extra moment to think about your reply. She writes: “While recording a podcast recently, I was asked a question by the host that I didn’t immediately know how to answer so I told him that he had asked a good question before I began. Later, he admitted “I know it’s silly, but I couldn’t help but feel good when you praised the quality of my question, even though I knew you were giving yourself a moment to think.” 🔷Encourage the reticent to participate (as Professor Feldman did). 🔹I’d love to hear from a woman. Come on now… 🔹Lila, you’re looking thoughtful. Would you like to ask a question? 🔹Jane, this is your wheelhouse. What do you think about… 🔷 Refer to team members by name. 🔹Don’t just point at participants when they raise their hand. 🔹People feel more respected when addressed by name. They feel you truly want to hear their contributions. 🔷Refer to previous comments/ideas. 🔹Susan’s suggestion about xyz was very insightful. 🔹Joe, this is mainly your department. What do you need to make Susan’s idea happen? Create psychological safety for others to speak up and help allodoxaphobics! Listen to an Audible sample from CH 10: Speak Up on the Job of “Did You Say Something, Susan?” Links to order in the comments. #didyousaysomethingsusan

During a client engagement, I was asked how to get everyone in the room to share ideas. One way to do this is to allow for thinking time. When you're in a meeting and a question is asked, a few people may feel comfortable shouting out their ideas. But what about the rest of us? Those who need time to think it through, digest the question, and get past the fear of speaking out loud? Allowing for thinking time generates more participation. I often use LEGO® SERIOUS PLAY® methods as a tool to encourage participation. I ask the question, give people time to build their ideas, then share around the table. Don't have LEGO® bricks handy? Ask your question, play some music, and give people a few minutes to reflect and jot down their ideas before asking for input. This is one way to ensure that all ideas make it to the table, and the best ideas make it to the finish line! #divergentthinking #ideasharing #professionaldevelopment #legoseriousplay