Adjusting to working remotely has presented each of us with unique challenges as we’ve adapted to new ways of working. While some have found a new lease of life and are enjoying their new arrangement, others are struggling with the balance of office and home life, and some just can’t wait to get back to the office full time.
Wherever you are on that scale, one thing is certain: video calls will continue to be a large part of how we collaborate to get our work done.
This prevalence of video calls in our new work reality can have a significant impact on overall work culture that’s worth discussing. Take stock of who is speaking the most or who’s perpetually on mute for example? Are there individuals who don’t get the chance to contribute?
The absence of genuine two-way communication can leave people feeling frustrated, overlooked, or isolated, and many may be struggling to properly engage with people, projects and the ideas discussed on video calls. Now that video is ubiquitous in our daily work lives, it’s crucial that all participants are engaged and energised, otherwise, organisations can suffer. Positive social interactions with teammates couldn’t be more important in that regard.
Trust and psychological safety in the workplace play a significant role in ensuring everyone feels comfortable to turn their cameras on, speak up and contribute.
Obstacles to Collaboration
With that in mind, management staff and company leaders should be analysing the patterns they see in video calls and make a concerted effort to change the way that they flow and evolve.
There are four things to consider in making those positive changes:
- Develop a video-on culture
It can be easy to sneak into meetings late, or early in the morning, and keep cameras off. But a face-to-face video interaction is more engaging, and so encouraging all meeting participants to keep their cameras on is a simple, powerful step towards better performance. Keeping video on improves the quality of interpersonal interactions, enabling participants to pick up on facial expressions and body language, and discourages them from multitasking.
Of course, not everyone will be able to always have cameras on. In these situations, be understanding, and make a concerted effort to include them regardless.
- Camaraderie is key
Video calls are convenient, but they often come at the cost of those interpersonal interactions around the water cooler or at the lunch table. You need to think about how you can build those interactions into your team’s digital schedules. Creating a space for comradery leads to a thriving corporate culture with better retention and more productive employees.
Consider allocating the first five minutes of each call to catch up and build team spirit, making a space for the team to talk about their personal lives and interests. These small moments have more impact than you’d realise and are important steps towards that feeling of belonging you want to create — as well as ‘breaking the ice’ on important or pressured calls.
- Take a moment!
One of the most common reasons that people don’t engage on video calls is that they don’t want to interrupt — they don’t feel the natural ‘pregnant pause’ that invites them to share without being rude.
A good rule to go by when it comes to encouraging feedback is to directly ask people for it and periodically pause for input. Taking the time to personally engage with individuals and making it clear that you value their feedback will make them feel more comfortable.
- Circulate summaries
In larger meetings, it’s often not necessary or feasible to go round huge groups to solicit feedback. However, it’s also important to get the most value out of groups that you can, and it may be that the most important question or the most insightful answer hasn’t been shared.
To ensure this doesn’t happen, it’s worth circulating a meeting summary that invites further engagement. Simple lines such as, “any further questions or thoughts, let me know” both invite further clarification and the opportunity for more knowledge.
In for the Long Haul
A remote culture that genuinely encourages trust and engagement demands more proactive effort than it does in the office. You need to create the opportunities to build a culture that values these qualities.
Leaders that are committed to developing a vibrant, collaborative environment need to personally lead the charge in tackling bad habits and etiquette in engaging with colleagues, paying special attention to comms patterns during meetings.
With a little attention and care, organisations can work wonders on their team’s collective thinking, developing a vibrant virtual culture that helps everyone to feel valued and welcomed.
Guest blog from Paul Clark, EMEA Managing Director, at Poly
