Best Practices for Remote Team Meetings

My 1:1s were broken for years. I canceled on my best people. Used the time as a live status report. Did most of the talking. I thought I was leading. I wasn't even managing. Here's the painful truth about most 1:1s: They're not meetings. They're performance theater. The manager feels productive. The employee feels managed. Nothing actually changes. Here are 4 tests to know if yours are actually working: Test #1: The Ownership Test Who sets the agenda? If it's you, they're not owning their role. The moment they own the meeting, they own their job. Test #2: The Q&A Test Are you asking or answering most of the time? If you're giving answers, you're not coaching. You're doing their job out loud once a week. Test #3: The Dashboard Test Do they arrive with data or reconstruct their week from memory? If they're winging it, you never made the expectation clear. That's on you. Test #4: The Advancement Test Are the most critical things moving week over week? If they're just keeping plates spinning, you have busyness, not good business. The fix is simpler than you think: Make it their meeting, not yours. Ask for a simple dashboard updated the day before. Spend your time probing, not reporting. You're not there to be informed. You're there to help them perform. The harsh truth: Canceling tells them they're not a priority. Talking tells them you don't trust their judgment. Status updates tell them you're a manager, not a leader. The best 1:1 you'll ever run isn't even run by you. Want to build the good version of this system together? Join our free 30-minute Lightning Lesson on April 9th: "How AI Can 10x The Effectiveness of Your One-on-One Meeting" We'll build it together. In real time. https://lnkd.in/gqeptGQm ♻️ Share to help a manager fix their 1:1s. 🔔 Follow Dave Kline for more practical leadership insights.

Your next 1-on-1 is either building trust or breaking it. Most managers treat them like status updates. Most employees see them as obligations. After years of leading teams through growth and crisis, I've learned the truth: The best 1-on-1s aren't meetings. They're investments in human potential. When done right, these 30 minutes can transform: • Disengaged employees into champions • Surface problems become solutions • Good performers into great leaders Here's how to make every 1-on-1 count: For Managers: 1/ Start human, not tactical "What's on your mind?" beats "What's your update?" every time. Let them drive the agenda first. 2/ Listen like your success depends on it Because it does. Their challenges are your early warning system. Their wins are your team's momentum. 3/ Ask the question that matters "What support do you need?" Then actually provide it. Trust compounds when promises are kept. For Employees: 1/ Come with intention This is your time. Own it. Bring your real challenges, not just safe updates. 2/ Share what's actually blocking you Your manager can't fix what they can't see. But come with potential solutions too. It shows you're thinking, not just venting. 3/ Talk about tomorrow, not just today Where do you want to grow? What skills are you building? Make your development their priority. Great 1-on-1s don't just review work. They build relationships. They surface insights. They prevent fires instead of fighting them. The game-changer most miss: End every 1-on-1 with absolute clarity: 📌 What are the next steps? 📌 Who owns what? 📌 When will we check progress? Vague endings create frustrated teams. Your people don't need another meeting. They need a moment where someone truly sees them, hears them, and helps them win. Give them that, and watch what happens. What's one thing that transformed your 1-on-1s? ♻️ Repost if this changes how you approach 1-on-1s Follow Desiree Gruber for more insights on storytelling, leadership, and brand building.

Be more prepared for your 1:1s than your manager. Being more prepared doesn't mean doing their job. It just means you're leading a meeting that's ultimately there to help you. Most managers appreciate when you show up with clarity, updates, and questions - it makes the conversation more productive and signals professionalism. If you want to make your 1:1s actually useful, try this: - Bring a short agenda so you know what you want to cover. - Share updates, blockers, and decisions you need input on. - Use the time intentionally for growth, alignment, and feedback. If you come prepared every time, your 1:1s get a lot more useful, and your manager will notice the difference.

🌐 "How can we lead inclusive team meetings when our team is so widely distributed across timezones?" That's a question our #Inclusion Strategy team at Netflix has been reflecting on quite a bit lately – and that's surely not an issue we face alone. Here are some ideas that popped up as we put our geographically distance heads together to ensure that everyone has an equal opportunity to participate in discussions that are relevant to all: 1️⃣ Establish a Meeting Time Rotation: to ensure fair participation, create a rotating schedule for your meetings. This means alternating meeting times to accommodate different time zones, so that each team member has an opportunity to attend during their regular working hours on a rotating basis. 2️⃣ Consider Core Overlapping Hours: identify the core overlapping hours when the majority of team members are available. Aim to schedule important meetings during these hours to maximize attendance. This may require some flexibility from all team members, but it fosters a sense of shared responsibility for ensuring everyone's voice can be heard. 3️⃣ Prioritise Meeting Relevance: ensure that meetings are called only when it's essential for all team members to be present. Avoid scheduling meetings for routine updates that can be shared asynchronously, giving team members more flexibility to manage their schedules. 4️⃣ Create Pre-Meeting Materials: provide agendas, and key discussion points well in advance, so team members who cannot attend live sessions can still contribute their input asynchronously. This way, everyone can stay informed and engaged in the decision-making process. 5️⃣ Encourage Rotating Facilitation: consider rotating meeting facilitators to accommodate different time zones. This not only distributes the responsibility but also allows team members from various geographies to lead discussions and bring diverse perspectives to the forefront. 6️⃣ Use Inclusive Meeting Technologies: leverage virtual meeting tools with features like real-time chat and polling to foster engagement from all participants, regardless of their location. Consider having all meetings recorded by default (unless there's a compelling reason not to), streamlining access to the team immediately after each recording is ready. 7️⃣ Promote Open Feedback Channels: establish channels for team members to asynchronously provide feedback on meeting times and themes, and communication methods. 8️⃣ Acknowledge and Respect Personal & Cultural Differences: be mindful of cultural practices and observances that may impact team members' availability or participation. Strive to do the same about individuals' needs, too (like dropping kids at school). These strategies can help create an inclusive and equitable approach to meetings, enhancing the chances of all team members feeling valued and empowered to contribute. How else can you foster that? 🤔

Hybrid Meetings ≠ Inclusive Meetings. I’ve lived it - and here’s 5 practical tips to ensure everyone has a voice, regardless of location. I spent more than 10,000 hours in hybrid meetings while as a remote leader for The Clorox Company. I was often the 𝘰𝘯𝘭𝘺 remote attendee - while the rest of the group sat together in a conference room at HQ. Here’s what I learned the hard way: 𝗠𝗲𝗲𝘁𝗶𝗻𝗴𝘀 𝗱𝗼𝗻’𝘁 𝗷𝘂𝘀𝘁 𝗺𝗼𝘃𝗲 𝘄𝗼𝗿𝗸 𝗳𝗼𝗿𝘄𝗮𝗿𝗱, 𝘁𝗵𝗲𝘆 𝘀𝗵𝗮𝗽𝗲 𝘁𝗲𝗮𝗺 𝗰𝘂𝗹𝘁𝘂𝗿𝗲... ...by showing who gets heard, who feels seen, and who gets left out. If you're leading a distributed or hybrid team, how you structure your meetings sends a loud message about what (and who) matters. 𝟱 𝘁𝗶𝗽𝘀 𝗳𝗼𝗿 𝗱𝗲𝘀𝗶𝗴𝗻𝗶𝗻𝗴 𝗺𝗼𝗿𝗲 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲 𝗮𝗻𝗱 𝗶𝗻𝗰𝗹𝘂𝘀𝗶𝘃𝗲 𝗵𝘆𝗯𝗿𝗶𝗱 𝗺𝗲𝗲𝘁𝗶𝗻𝗴𝘀: 1️⃣ 𝗗𝗲𝘀𝗶𝗴𝗻𝗮𝘁𝗲 𝗮 𝘀𝘁𝗿𝗼𝗻𝗴 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗼𝗿 – who will actively combat distance bias and invite input from all meeting members 2️⃣ 𝗔𝘀𝘀𝗶𝗴𝗻 𝗮 𝗽𝗿𝗼𝗱𝘂𝗰𝗲𝗿 – to monitor the chat and the raised hands, to launch polls and to free up the facilitator to focus on the flow 3️⃣ 𝗘𝘃𝗲𝗿𝘆𝗼𝗻𝗲 𝗹𝗼𝗴 𝗶𝗻 - so that there is equal access to the chat, polls, and reactions 4️⃣ 𝗕𝘂𝗱𝗱𝘆 𝘀𝘆𝘀𝘁𝗲𝗺 – pair remote team members with in-room allies to help make space in the conversation and ensure they can see and hear everything 5️⃣ 𝗣𝗿𝗲𝗽 𝗮 𝗯𝗮𝗰𝗸𝘂𝗽 𝗽𝗹𝗮𝗻 – be ready with a Plan B for audio, video, or connectivity issues in the room 𝘞𝘢𝘯𝘵 𝘵𝘰 𝘵𝘢𝘬𝘦 𝘵𝘩𝘪𝘴 𝘦𝘷𝘦𝘯 𝘧𝘶𝘳𝘵𝘩𝘦𝘳? 𝗧𝗿𝘆 𝗮 𝗗𝗶𝗴𝗶𝘁𝗮𝗹-𝗙𝗶𝗿𝘀𝘁 𝗺𝗲𝗲𝘁𝗶𝗻𝗴. If even one person is remote, have everyone log in from their own device from their own workspace to create a level playing field. 🔗 𝗚𝗲𝘁 𝗺𝗼𝗿𝗲 𝘁𝗶𝗽𝘀 for creating location-inclusive distributed teams in this Nano Tool I wrote for Wharton Executive Education: https://lnkd.in/eUKdrDVn #LIPostingDayApril

Most 1:1s fall apart because they slowly turn into weekly status updates…or low-key therapy…or a mix of both. And once that happens, they start feeling VERY skippable. If you want your 1:1s to do more than just fill time, actually help your team learn and make progress, this is a format that actually works. Think of this as a guide, not a script. You won’t hit every point every time. A 1:1 format you can actually use every fortnight: 1️⃣ What’s been on your mind since we last spoke? Sets the tone. Human, not performative. 2️⃣ Where has work felt a bit stuck or harder than it needs to be? Keeps the conversation practical, not venty. 3️⃣ What are you trying to get better at right now? Keeps learning alive without turning the meeting into a goal-setting exercise. 4️⃣ What progress have you noticed, even small? Builds momentum without turning it into a performance review. 5️⃣ What’s one thing you want to move forward before we meet again? Light accountability with one clear next step. 6️⃣ What support do you need? No guessing plus support can come from anywhere. This works because it’s not about covering everything. It’s about making the time useful. Some weeks you’ll spend most of the 1:1 on one question. And some weeks you might move quickly through a few. Either way, you're having a way better conversation about learning and progress, plus what you both want out of work. If your 1:1s have been feeling a bit *optional* lately, try this next week. And if you know a manager whose 1:1s have quietly turned into calendar clutter, share this with them. #microlearing #managertips #workadvice

One of the hardest balances to master as a leader is staying informed about your team’s work without crossing the line into micromanaging them. You want to support them, remove roadblocks, and guide outcomes without making them feel like you’re hovering. Here’s a framework I’ve found effective for maintaining that balance: 1. Set the Tone Early Make it clear that your intent is to support, not control. For example: “We’ll need regular updates to discuss progress and so I can effectively champion this work in other forums. My goal is to ensure you have what you need, to help where it’s most valuable, and help others see the value you’re delivering.” 2. Create a Cadence of Check-Ins Establish structured moments for updates to avoid constant interruptions. Weekly or biweekly check-ins with a clear agenda help: • Progress: What’s done? • Challenges: What’s blocking progress? • Next Steps: What’s coming up? This predictability builds trust while keeping everyone aligned. 3. Ask High-Leverage Questions Stay focused on outcomes by asking strategic questions like: • “What’s the biggest risk right now?” • “What decisions need my input?” • “What’s working that we can replicate?” This approach keeps the conversation productive and empowering. 4. Define Metrics and Milestones Collaborate with your team to define success metrics and use shared dashboards to track progress. This allows you to stay updated without manual reporting or extra meetings. 5. Empower Ownership Show your trust by encouraging problem-solving: “If you run into an issue, let me know your proposed solutions, and we’ll work through it together.” When the team owns their work, they’ll take greater pride in the results. 6. Leverage Technology Use tools like Asana, Jira, or Trello to centralize updates. Shared project platforms give you visibility while letting your team focus on execution. 7. Solicit Feedback Ask your team: “Am I giving you enough space, or would you prefer more or less input from me?” This not only fosters trust but also helps you refine your approach as a leader. Final Thought: Growing up playing sports, none of my coaches ever suited up and got in the game with the players on the field. As a leader, you should follow the same discipline. How do you stay informed without micromanaging? What would you add? #leadership #peoplemanagement #projectmanagement #leadershipdevelopment

How do you check-in on team members? The blob tree is a great tool to understand how people are feeling when joining a meeting. You ask people to pick a blob on the tree that represents them. If they’re happy to share they can. We often perceive people’s reactions to us as something to do with us. Yet often they’re a reflection of other things that are going on for them, in or out of work. A quick check-in: - helps you understand where people are at - following up with them after if they need more support. - gives them a chance to assess their own emotions and be heard if they want to share. - helps to establish a culture of openness and empathy within a team. - helps people connect on a personal level, which can improve trust. - addresses emotional or mental states upfront, which can reduce distractions and allow the team to focus on the agenda more effectively. This blob tree will be joining me for some ‘Stress in Colour’ workshops I’m running. #Stress #HumanResources #Wellbeing

🤐 "Dead Air" on Zoom? It’s Not Disengagement — It’s Cultural. 🌏 Your global team is brilliant, but meetings are met with silence. You ask for input, and… nothing. It’s not that they don’t care. It’s cultural. In many cultures, challenging a leader publicly can feel disrespectful. Speaking up might risk "losing face." So, instead of collaboration, you get cautious nods, and critical ideas die quietly. 💥 The cost? Missed feedback, hidden conflicts, derailed timelines, and talent feeling unseen and unheard. But it doesn’t have to be this way. 🚀 Here’s how to encourage real participation and build trust across cultures — starting today. 1️⃣ Invite opinions privately first. Many cultures value privacy and may hesitate to disagree publicly. Before the meeting, send out an agenda and ask for input by email or private chat. This gives team members time to reflect and feel safer sharing. 2️⃣ Create "round robin" sharing moments. During the call, explicitly invite each person to share, one by one. Use phrases like: "I’d love to hear a quick insight from everyone, no wrong answers." This reduces the fear of interrupting or "stepping out of line." 3️⃣ Model vulnerability as a leader. Share your own uncertainties or challenges first. For example: "I’m not sure this is the best approach — I’d really value your perspective." When you show it’s safe to be open, your team will follow. 4️⃣ Acknowledge and validate contributions publicly. After someone shares, affirm them clearly. For example: "Thank you for that perspective — it really helps us see this from a new angle." This builds psychological safety and encourages future participation. 5️⃣ Use cultural "mirroring" techniques. Mirror verbal and non-verbal cues appropriate to different cultures (e.g., nodding, using supportive phrases). Show respect for varying communication styles instead of forcing a "one-size-fits-all" dynamic. ✨Imagine meetings where every voice is heard and your team’s full potential is unlocked. Ready to stop the silence and turn diversity into your superpower? #CulturalCompetence #GlobalLeadership #InclusiveTeams #PsychologicalSafety #CrossCulturalCommunication 

If there's conflict in your team, how can you resolve it without aggression or escalation? And also without people-pleasing or giving away your power as a leader? The key here is: establish psychological safety. If your first response is to blame them, their guards will go up, and they will get defensive, because they will detect a threat i.e., lack of psychological safety. That's the end of the conversation and maybe even the relationship in extreme cases. Here are some examples: What NOT to Do: Dismiss or Ignore Concerns: Example: A team member raises an issue during a meeting, but it's brushed aside by the team leader without any further discussion. Instead: Acknowledge the concern and encourage open dialogue to understand its root cause and potential impact. What NOT to Do: Blame or Shame Individuals: Example: When a mistake is made, publicly assigning blame to a specific team member. Instead: Approach errors as learning opportunities for the entire team, focusing on solutions rather than assigning fault. Give constructive feedback in private. What NOT to Do: Dominate Discussions: Example: A few outspoken team members monopolize discussions, making it difficult for others to contribute their perspectives. Instead: Facilitate balanced participation by actively encouraging quieter team members to share their thoughts and ensuring everyone has an opportunity to speak. What TO Do Instead: Encourage Open Communication: Example: Create regular opportunities for team members to share their thoughts, concerns, and feedback in a safe and non-judgmental environment, such as through regular team meetings or anonymous suggestion boxes. Model Vulnerability: Example: Leaders openly admit their own mistakes or uncertainties, demonstrating that it's acceptable to be imperfect and fostering a culture of trust and authenticity. Provide Constructive Feedback: Example: When addressing performance issues, focus on specific behaviours or outcomes rather than attacking the individual's character. Offer guidance on how to improve and support them in their development. Celebrate Diversity of Thought: Example: Encourage team members to bring diverse perspectives to the table, recognizing that differing viewpoints can lead to more robust solutions. Celebrate successes that result from collaborative efforts. Establish Clear Norms: Example: Set explicit ground rules for communication and conflict resolution within the team, emphasizing the importance of respect, active listening, and maintaining confidentiality. Did this help? Then give this post a 👍🏼