The Sunday Mail
BoardroomTalk
Dr Proctor Nyemba
Boards are all very keen to meet together in the same place, and it’s beginning to happen. But the next few months will continue to be unpredictable and demand flexibility.
No matter how determined to meet in person we might be, it’s clear that meetings aren’t going to go back to just how they were before.
We’ve seen the emergence of “hybrid meetings”, with some participants on video and others in a room together, and these are likely to become a feature of board life —the opportunities to reduce travel time and expenses are too tempting to be rejected altogether.
But hybrid meetings come with their own costs: with some participants on screen and some not, they are tricky things and can easily be unsatisfactory. Meeting dynamics are affected and boards risk moving into the worst of all worlds, with discussion and decision-making actually less effective than when everybody was in the same boat. Managing meetings has just gotten even harder for Chairs. Here are some suggestions on good practice, along with a few things to avoid.
Good practices to consider
Always remember the importance of body language and “seeing into peoples’ eyes”. We all know how important that is in a physical meeting. And it still matters on screen. So that means that everyone must be able to see the speaker. This won’t automatically be the case in a hybrid meeting — you need to work at it.
Things to avoid
Don’t underestimate the difference between seeing people in the flesh and on the screen. And then disregarding the imbalance that arises when some have the benefit of being in the room and others don’t.
Good practices to consider
The discussions in the room, and the information sharing and side conversations outside the room, will be very different for those meeting in person than they will be for those constrained by video participation. So take account of this imbalance when considering how to come to a consensus or arrive at a decision.
Things to avoid
Do not fail to consider the imbalance in information sharing and dynamics — and then fail to manage it. It will have an impact on the discussion, possibly increase frustration levels among the distanced participants, and at worst lead to something of a “two-tier board” (probably along executive/NED lines, which is particularly unhelpful).
Good practices to consider
As the Board or Committee Chair, you must make certain you can be seen by all participants at all times.
Things to avoid
Don’t simply be a disembodied voice. Participants need to see you. That probably means you need your own camera, rather than sharing one with others.
Good practices to consider…
As Chair, make sure you can see everybody else. It’s hard enough to spot when somebody would like to say something, even when you’re in the same room, and trickier still on the screen. But when you have to watch the screen and the room, it’s even worse. It’s better to get everybody in one place, eg on the screen. This applies to the Company Secretary too, who needs to be able to see what’s happening in order to take good minutes.
Things to avoid
Do not expect contributions to be offered in the way they have always been offered, by members interjecting or making it clear to the Chair that they want to say something. Participants need to know that you can see them at all times and will pick up signals. All this is more difficult in a hybrid meeting and it’s likely that discussion will become less effective as a result.
Good practices to consider
Whether you’re an NED making a point or probing, or an executive bringing an issue or a proposal to the board or committee, think through how you’ll be seen and heard. If you’re in the room, think especially hard about how you’ll come over to those who are seeing you only on screen.
Things to avoid
Do remember that some people will still be seeing you as a small part of their screen, as just one person in a gallery. And, worse, forgetting that you have two audiences. Don’t address your colleagues in the room as though they are the whole meeting — there’s a wider audience out there who are quick to recognise when they’re being ignored.
Good practices to consider
Minimise distractions in the room. If those participating on screen must have a view of the room — ideally they wouldn’t, but this can’t always be avoided — try not to have people walking around. (Yet another reason to actually have scheduled comfort breaks, rather than leaving people to sneak out for relief!)
Things to avoid
Do not permit lots of comings and goings, whether of participants dropping in and out or even just grabbing a coffee. It’s distracting for those watching on screen and adds to a feeling of the meeting losing its structure and formality.
Good practices to consider
Remember the basic need of making participants aware of who is actually in the meeting. In part, that’s about the Company Secretary checking who is there at the start (the “roll call”), and who is arriving or leaving, and when. But the participants themselves need to know who they are talking to or listening to.
Things to avoid
Do not disregard some of the basic disciplines of a meeting simply because of the constraints of virtual or hybrid meetings. Everybody likes to know who is in a meeting, but recently-joined board members have not yet learned to recognise voices, and managers aren’t always known to everyone. Individual log-ins are named by the system, which works well for Joanna Smith — but reading “Small Board Room” doesn’t really get you very far.
Good practices to consider
Keep faces on the screen as much as possible. Needless to say, that means “videos on!”.
Of course, there are times when it would be helpful for a presenter to put up one or two slides so that everyone is looking at the same thing. But this comes at the cost of relegating video participants to the side of the screen (or bumping them off the screen altogether), so slides should be used sparingly. Don’t let presenters put up their pre-read papers to talk to— that’s not their purpose. Slides for talking to should be specially prepared.
Things to avoid
Avoid falling into one of two opposing traps. One is to put up a useful slide and then leave it there after the discussion has moved on. The other is handling everything orally and getting so carried away with “we’ll take the paper as read” that the presenter jumps around referring to different bits of a long board paper, often without giving the page
reference.
NEDs then have a choice between trying to follow the flow of the argument without seeing any of the data that is being called in support, or being distracted by hunting backwards and forwards on their portals to try and find the paper that’s being referred to.
Dr Proctor Nyemba is Certified Professional Director®-Pro.Dir specialising upon Governance and Strategy, Governance and Risk, Governance and People, Governance and Board Effectiveness, Governance and Resources, Governance Culture and Behaviour. Dr Proctor Nyemba helps board members and executives understand their role in governance so they can succeed in the boardroom. For comments and feedback please send to [email protected]
Call 0772469893, 0719469893
