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Sue Johnston and Ellen Grove presented on facilitating effective virtual meetings. They discussed the importance of planning meetings by defining the purpose, identifying necessary participants, and preparing activities and questions. During meetings, they recommended gathering information through breakout groups, generating insights through individual reflection, and deciding through techniques that allow all voices to be heard. They emphasized giving people time to think and engaging listeners through conscious communication. The presentation provided references on meeting planning, remote collaboration skills, and the presenters' websites for further resources.
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As designers, we like to think of ourselves as makers. When we’re working on large, wicked problems, the challenge is that “making” is no longer a solo endeavor; it’s something that requires a lot of people and functionality to make happen. This can leave designers feeling like we’ve had to compromise our standards to appease business or development stakeholders. It also inadvertently creates an us-versus-them mentality that actually makes it less likely that we’ll be successful in moving forward our vision of what’s possible.
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This document provides an overview of the communications team at Covenant Church. It introduces the team members and their roles in editorial, design, print/fulfillment, interactive media, and video. It also discusses the team's use of social media and blogging to connect with their community and reinforce organizational messages. Key advice includes focusing on quality content over tools, listening to what works for others, and creating a written social media strategy and schedule to stick to regularly. Contact information is provided for the communications team members.
This document discusses developing a two-way feedback system between mentors and mentees. It provides tips for mentees to reflect on their practice, request specific feedback from mentors and learners, and determine the effectiveness of mentor feedback. Examples are given of effective emails mentees can send to request feedback or input from their mentors. The document also discusses how mentors can best respond to feedback from their mentees and outlines some communication systems for documenting feedback exchanges.
Understanding users without getting boredStefan Ivanov
This document discusses various user research techniques for understanding users without getting bored, including observation, listening, interviewing, photo elicitation, and reaction cards. Observation involves watching users without influencing them to understand context, assumptions, problems, and opportunities. Listening focuses on empathy, motivations, and reasoning through open-ended questions. Interviewing can be structured, semi-structured, or unstructured to understand goals, needs, and frustrations. Photo elicitation uses images to identify values and elicit associations and stories from stakeholders. Reaction cards summarize experiences and identify emotions to understand current and ideal states.
Sue Johnston and Ellen Grove presented on facilitating effective virtual meetings. They discussed the importance of planning meetings by defining the purpose, identifying necessary participants, and preparing activities and questions. During meetings, they recommended gathering information through breakout groups, generating insights through individual reflection, and deciding through techniques that allow all voices to be heard. They emphasized giving people time to think and engaging listeners through conscious communication. The presentation provided references on meeting planning, remote collaboration skills, and the presenters' websites for further resources.
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Learn more about Slido at https://www.slido.com
For more inspiration on running effective meetings, go to https://blog.sli.do/
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This document discusses improving remote and hybrid meetings. It suggests starting with clear purpose, keeping attendees engaged, allowing for divergent thinking, and producing shareable results. Video calls are better than hybrid meetings, and using breakout rooms can help engagement. Giving full attention to others is important. Asking questions like "who has something different" can facilitate divergent thinking. The document promotes workshops from the authors on improving remote collaboration.
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As designers, we like to think of ourselves as makers. When we’re working on large, wicked problems, the challenge is that “making” is no longer a solo endeavor; it’s something that requires a lot of people and functionality to make happen. This can leave designers feeling like we’ve had to compromise our standards to appease business or development stakeholders. It also inadvertently creates an us-versus-them mentality that actually makes it less likely that we’ll be successful in moving forward our vision of what’s possible.
So what does this mean for us? Simply understanding what your product’s users are dealing with isn’t enough. To make truly great products, you need to understand how people, organizations, systems and content play together. In this presentation, we’ll focus on some ways to help understand the organizational context you’re working within, and to adjust your approach to increase your success within those organizations.
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For more information, go to https://www.slido.com
This document discusses facilitating effective remote meetings. It emphasizes that effective remote meetings require good planning, including defining the purpose, inviting the right people, and preparing activities and questions. When starting the meeting, the facilitators should set the stage by explaining expectations and addressing technology issues. During the meeting, the facilitators should engage participants through techniques like breakout rooms, individual reflection, and ensuring all voices are heard. The meeting should have a clear structure of gathering information, generating insights, and deciding on actions. Facilitators require skills like engaged listening, conscious communication, and patience when working remotely.
1. The document outlines an upcoming workshop on communication skills facilitated by Judy Rees and Matthew Dodwell of Clean Change Company.
2. The workshop will teach questioning techniques like Clean Language to gain clarity on issues and understand motivations using only a person's own words.
3. Clean Change Company also provides training, mentoring and support services for IT professionals to improve communication, presentation, and leadership skills.
This document discusses teams and virtual teams. It defines a team as a group of people who come together to achieve a common purpose, whether short or long term. It then lists factors for building a productive team such as having clear goals and delegating authority. The document defines a virtual team as relying primarily on electronic communication. It discusses challenges of virtual teams including building cohesion and trust without in-person interaction. Overall, the document provides an overview of teams and virtual teams, their characteristics, tools used, and advantages and disadvantages.
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This document discusses the importance of engaging in dialogue with customers to build sales and understand their needs. It provides tips for having quality customer dialogues such as asking open-ended questions, listening to customers, discovering their values and aspirations, understanding their unique perspectives, and using stories to engage them. Different types of marketplaces are discussed and it is noted that dialogue builds rapport and faith in products by demonstrating an understanding of customers' problems.
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Do you find it tough to cut through the noise and reach your workforce? What about getting employees to take action? Marketers have worked on optimizing communications and results for decades, and it’s time to borrow from their playbook. More and more human resources teams are gaining access to the tools and metrics used by marketers, opening the door to new data and empowerment. You can leverage these marketing tactics and best practices within your own organization as you prepare your company for the next wave of HR innovation.
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Whitney Hoffman provides an introduction to social media and the social media landscape. She discusses the major social media platforms including Facebook, Twitter, LinkedIn, and mobile/location-based platforms like Foursquare. Hoffman emphasizes building your personal and professional brand on these platforms, finding and engaging your target audience, and using analytics to understand engagement. She also discusses other important tools like blogging, helping reporters through HARO, and experimenting on social media.
This document summarizes a WordPress meetup in Surat, India on June 11, 2017. The speaker, Alkesh Miyani, discusses why contributing to WordPress is important by helping others as well as yourself. He outlines some good practices for contributing like following coding standards and providing documentation. Miyani focuses on three main ways to get involved: providing support by answering questions, helping improve documentation, and sharing knowledge by public speaking. The goal is to make WordPress better by celebrating your own contributions to the platform.
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The document discusses how marketing automation can help sales teams connect with customers better. It notes that 70% of qualified website leads will buy within 12 months but companies are disconnected from customers during the buying process. Marketing automation allows companies to capture lead information, understand engagement and readiness, and provide personalized communications to prospects. This helps sales teams qualify leads faster and close more deals.
This document discusses ways to engage virtual business teams. It begins by defining engagement and outlining challenges of engaging virtual teams. It then provides a virtual engagement tool to measure engagement through questions. The document lists fundamental engagement metrics and strategies to increase engagement, such as recognition and incentives. It provides specific examples of incentives for motivating virtual sales teams through engagement in meetings and support for colleagues. The document is authored by Claire Sookman and Michelle Hilscher of Virtual Team Builders.
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2. Copyright Virtual Team Builders 2007 What Is A Virtual Team? A collection of individuals who are geographically dispersed and who collaborate via communication and information technologies in order to accomplish a specific goal. (Zigurs,2003,Leadership in Virtual Teams)
3. Copyright Virtual Team Builders 2007 More than 90’ apart – Little communication; same as miles apart 30’ or more apart - Only 10% chance of communicating at least once a week Next door - 25% chance of communicating at least once a week Communications and DistanceMIT Study
4. Copyright Virtual Team Builders 2007 Collaboration and DistanceBell Labs Study Same corridor – great 5X as much as… Separate corridor, Same floor, much better than Who?! What?! Separate floors Why?! Better Degree of collaboration Worse
5. What Makes a Virtual Team Successful? A Day in the life of a Sales Manager Task related-Processes that help ensure that each team is contributing fully: Team meetings Tracking sales Socio-emotional-Processes that increase the cohesion of the group Trust Communication Increase in Task Performance
6. Copyright Virtual Team Builders 2007 Meetings Quiz What percentage of people day dream during meetings? 91 percent What percentage of people multi-task during meetings? 70 percent What percentage of people actually dozed during meetings? 39 percent
7. Honestly I love weekly conference calls! If it weren’t for them, I’d never get caught up on my email
8. Tip 1: Create a Graphic Ottawa Toronto Montreal Vancouver
9. Tip 2: Create Ground Rules Ground rules are critical for managing effective group interaction, but they need to be tailored to your team. Example: Once a meeting has started there will be no interruptions (no emails or texting).
29. Copyright Virtual Team Builders 2007 The End… Thank you for your participation. Claire Sookman 416 398 5160 www.virtualteambuilders.com csookman@virtualteambuilders.com