PART TWOLeading a Hybrid Meeting
The first part of this book was intended to explain the environment created by the events leading up to the migration to hybrid meetings. We've looked at what has shaped this transition, identified lessons learned from our fully virtual experience, and given suggestions on how to recalibrate the use of video for those who are joining meetings remotely. Now it's time to arm you with information and specific strategies based in science to help you effectively run these hybrid meetings, which are unlike any you may have run before.
Our first bit of data intel sheds light on the people who will be attending your meetings and their likely frame of mind. Yes, we may all have been ordered to stay at home, but that experience, while communal, was not universal in its impact or its implications. If you go by the results of the survey shared in the Microsoft 2021 Work Trend Index, the forced work-from-home experiment wasn't so bad … that is, if you were a business leader (Microsoft 2021). More than 60% of managers reported that they were “thriving” during the pandemic versus only 38% without decision-making power who reported they were doing well. Given this gap, leaders would be wise to summon all of their empathetic powers to help their employees, who statistically may have been impacted more negatively than they have, to adapt to hybrid work and hybrid meetings.
However, there's another disconnect of note here between leaders and their direct reports ...
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