O membro da sua equipe fica em silêncio durante as reuniões virtuais. Como você pode garantir que a voz deles seja ouvida?

Educate yourself on how to facilitate in-person and virtual meetings. Silent attendees may be being silent for a variety of reasons ... so don't look at them as if they are "wrong" for no being vocal. It's you own skills that are lacking ... so look at how you can help the quiet ones get involved. Facilitation is a skill ... a learnable skill ... so learn it.

Assess Comfort Level: Check if the silent team member is comfortable with virtual meetings. Reach Out Privately: Have a private conversation to understand their perspective. Offer Reassurance: Provide assurance and clarify meeting expectations. Discuss Barriers: Address any personal barriers they might be facing. Build Trust: Use one-on-one interaction to build trust and show appreciation. Value Contributions: Signal that their contributions are valued and important.

Asking open ended questions is a great way to set the space as safe, and allow for a profession from low level questions to more complex questions. Using polls and asking for one word chat box replies also helps ensure when you prompt others they stay tuned to what’s next. Asking participants to keep their cameras on and to use section buttons also keeps the expectation and experience grounded in group work that’s two-way, not directive.

One additional strategy to the ones already proposed is to have all participants sit in a circle and then go around the circle asking each person for their input or views. Everyone is treated equally and respectfully in this format. Further one rule I always insist is that all views are equally valued and the process does not include debating, challenging or discussing ideas or inputs so that people don't feel pressured. Also important that all ideas or input are recorded in some form such as a flip chart or stickies (this is a bit more anonnomous so may add comfort). If the latter (stickies) the facilitator can then propose themes to enable grouping of ideas and seek affirmation by the group

From a belonging perspective where there is a desire for all members of the team to thrive, set the stage for inclusive participation by rotating the role of meeting facilitator among team members. This can help quieter individuals feel more engaged and responsible for the discussion flow, boosting their confidence and sense of belonging within the team. Additionally, create a safe and inclusive environment by directly inviting quieter team members to share their thoughts. You can ask open-ended questions or specifically address them with phrases like, 'I'd love to hear your perspective on this, [Name].' This approach shows that their input is valued and encourages them to participate more actively.

I will ask team members for inputs suggestions during meeting. If I notice a silent member who haven't contributed or spoken once then I might text him privately to ask him if he wants to add and will encourage him to keep his suggestion/ input/point across without any hesitation. Sometimes team members need a little confidence push to speak in the meetings. Ensuring that the team members feel comfortable and the environment of the meeting is endorsing trust amongst the team members to participate.

Reach out to your team member and make sure they are feeling heard and valued. This may require a personal call or visit. the private conversation should stay private but make sure their concerns are addressed during the next meeting.

Consider their personality. Would they prefer to have time to reflect and consider before sharing ideas or opinions. Plan to send out materials for review in advance and ask everyone to come ready to share their thoughts

I am mindful of different personalities when facilitating (whether in-person or virtual). Introverts may prefer time to think about things or feel uncomfortable if the group is focusing on just their idea, so I like using an anonymous tool like Padlet to ask the group questions and obtain everyone’s input at once. Online polls can also work if the input desired calls for a discrete response — rating on an idea or choosing among options. These tools are also helpful to collect honest feedback or on a controversial item, where even the most extroverted might stay silent.

Ask members for their expectations on behaviour on calls, giving them the opportunity to make suggestions and debate how they work together creates ownership as well the chance to hold each to account in the future.

One thing that I have found helpful is; establishing expectations for everyone to participatet at the beginning of the meeting. I explain that all voices are important and that the team will benefit from diverse opinions.

Setting expectations can be a big help. Depending on the group and the culture it could also be an option to ask : Do we expect everyone to speak/contribute? Or is it okay for someone to remain quiet throughout the meeting? Depending on the group maturity and culture this could create some discussion which can be distracting for that specific call, but will help the culture evolve over time.

A ce stade, je parle souvent d'égalité dans la prise de parole, avec la co-responsabilité de laisser la place à toutes et tous. Définir les attentes permet alors à chacun de se sentir libre et confortable, y compris s'il n'y a pas d'attente particulière. Il est aussi possible d'utiliser un outil qui permet d'exprimer ses attentes en mode "post-it", cela est trés confortable pour toutes et tous, y compris pour nous en tant qu'animateur, car nous pouvons alors les regrouper et proposer une synthèse à tout le groupe

Paramount to the role of a facilitator is to ensure that all members of the team are able to express their opinions and perspectives. Ensuring a relaxed, open dialogue can be helpful in promoting an environment conducive to comfort for everyone to contribute. One specific technique is for everyone to articulate their specific thoughts on individual post-it notes. Allow everyone to explain their idea and place their post-its notes in groupings of similar thoughts. The visual of commonality in similar ideas and unique perspectives is powerful to a robust summary of the discussion

One positive factor I use to engage team members is to use engagement tools or active methodologies. This allows me to create a bond of trust between participants so that they feel safe to contribute without fear of judgment, as well as facilitating the construction of ideas and solutions in a cooperative and more effective way.

It is common that, in a group, always the same 2/3 people drive 80% of the conversation. For some personalities, such is not motivating for them to come forward and participate as well. It is very important that the facilitator designs engagement dynamics that foster everyone’s participation. Sometimes asking the quieter members to share first helps. Sometimes asking to write down their thoughts and having the facilitator reading everyone’s contributions out loud helps. I fully recommend reading and keeping at hand the book “Facilitator’s Guide to Participatory Decision Making”

It's important to create an atmosphere of sharing from the beginning of the meeting. I'd pose a question and go around the group. I might pair people up and give them a question to discuss with a partner; if appropriate, debrief and ask for key thoughts or what they found in common. During the meeting I would not call out silent members; I often ask, "Is there anyone who hasn't had a chance to speak who'd like to share something?" The beauty of virtual meetings is the Chat Box - ask people to respond to a question in Chat, periodically during the meeting, as appropriate.

J'adore aussi utiliser les sondages, les questions directes pour résumer voir aussi les questions directes AVANT d'aborder un sujet pour engager les participants. A nouveau la co-responsabilité de participation est essentielle pour laisser la place à chacun et chacune, selon son rythme. Une technique toute simple consiste à proposer au participant qui a pris la parole de la donner à un autre participant en le nommant avec son prénom : une sorte de relais de parole entre participants. Bien entendu si la personne ne souhaite rien ajouter, elle récupère la parole en remerciant puis en transmettant la parole à quelqu'un d'autre à son tour, cela fonctionne très bien avec des groupe de max 25 personnes et si on a un peu de temps.

En mi opinión la clave para que todos los asistentes a una reunión virtual participen y aporten de manera productiva en el encuentro virtual, es citar a las personas que conocen a profundidad del tema que se va a tratar en la reunión y ademas que tengan un interés grande por solucionar o adelantar los temas que se van a tratar. Por esta razón es vital que el organizador debe planear al detalle los temas a desarrollar y sobretodo debe segmentar muy bien a las personas que va a citar a la reunión.

Là ou le partage à tour de rôle peut provoquer des blocages (ou des réponses "vides" : "oui, comme mes collègues" ou "je ne sais pas quoi ajouter", "tout à été dit"....), les méthodes de facilitation avec une phase de réflexion INDIVIDUELLE sur post-it numérique aidera les introvertis à s'exprimer.

I usually start the session by: 1. Addressing power distance in the room and welcoming inputs from everyone. 2. Asking an easy icebreaker question to start getting everyone’s voice in the room. And then during session, paying attention to the group dynamics and try to guide the conversation with open questions and going around the room. Lastly, as the leader, I would keep quiet and not voice opinions early on as to not guide the solution and end up with everyone converging on my ideas.

Foster a non-judgmental space where everyone feels safe to express their ideas without fear of criticism. Affirm their contributions to build confidence.

The 2 mentioned techniques are crucial to involve participants voicing their opinions and experiences. Most important having a safe psychological environment during training and the mutual trust also is key to engaging participation! Also attendees trust what they share is heard and being escalated to the right parties is also important!

All the meetings has to be a two way process. It should not happen that one is dictating and other is simply listening. The following practices are necessary: 🎯Connecting through polls 🎯Active usage of chat window 🎯Individually asking questions and responses 🎯The meetings must not be monotonous 🎯Encourage people to interact and engage 🎯Rewarding as the most attention seeker, most responsive candidate, most interactive speaker 🎯Every individual or group of individuals is asked to prepare on a particular subject 🎯Asking to present reports

First thing to do in any (online) session is to lower the barrier for speaking, by making sure everyone already says something in the beginning of the meeting. One of my favourite methods is using a check-in with a prompt. The prompt can be serious: How do you feel right now? What do you expect from this call? When would this meeting be a success? or a more informal: How was your weekend? etc. Breaking that first barrier for speaking will make it easier for people to speak up later, or for you as a facilitator to invite them to speak using something they mentioned during the check-in as a "hook".

Une technique toute simple consiste à proposer au participant qui a pris la parole de la donner à un autre participant en le nommant avec son prénom : une sorte de relais de parole entre participants. Bien entendu si la personne ne souhaite rien ajouter, elle récupère la parole en remerciant puis en transmettant la parole à quelqu'un d'autre à son tour, cela fonctionne très bien avec des groupe de max 25 personnes et si on a un peu de temps.

Working with young activists from all over the world, the difficulty of initiating links is inevitable. To get around this, I like to use online tools for group dynamics. I've already invested in raffles, games, conversation circles and movie screenings to open up a space for building bonds. This way, even at a distance, we can advance in our work and strengthen our networking by experiencing valuable moments.

Absolument! il est indispensable de bien connaitre les outils technologiques à notre disposition afin de les exploiter au maximum : sondage, question avec échelle d'évaluation, photolangage, échelle, tout est bon pour faire "parler" les "silencieux" sans qu'ils aient besoin de prendre la parole s'ils ne sont aps à l'aise. Poser des questions régulièrement par écrit ET par oral, et permettre plusieurs formats de réponses, permet de vérifier que tous les participants restent engager durant toute la réunion, tout l'atelier.

The tool I use frequently to encourage discussion is Miro. There are a lot of templates and tools available. So always do a quick run through with everyone before the start of the discussion to ensure they know how to use the different tools in the application. I usually ask the participants to share something personal and fun like what they ate yesterday night and whether was it good or bad. Keep it to only 5-10 mins but it will be to get them used to the new technology and also improve bonding within the team.

I've created "scales" for this in collaborative whiteboard tools. e.g. 1: This idea sucks - 10: This idea is fantastic. Let the users place their emoticon on the scale and use it for conversation: What would you need to go from a 3 to a 10? etc.

One thing I have found helpful with technology is using anonymous polling and virtual sticky notes. Group voting on ideas on the table is something I have tried as well.

I may not be very politically correct but silent team members must take proactive approach to contribute to the team. Like prepare for the meeting earlier, then maybe private message the team members after the meeting. The team/facilitator can help by sending out agenda earlier or providing a platform where feedback can be given later. But sometimes, late feedback might open another long discussion. Thus, it must work 2 ways, team can be more accommodating but silent team members must be more proactive too.

I like to get back to the quiet ones during "neutral" moments like at the coffee machine or waiting for the elevator... It helps to dedramatize the context and often help getting more real answers and opinions (but prior you have to build trust with people, of course).

If someone isn’t contributing, you won’t get them to by doing anything else but talking to them. Pick up with them offline and a) ensure they’re ok b) understand if there is something else going on with them and c) ask them what they wanted to contribute and reassure them that their input is valued, appreciated and necessary.

Consider preferences and/or cultural differences that may hold someone back from speaking. For example, do they need a pre-read of the information, do they need reflection time to process the information, is there an environment in which they would feel more comfortable in? Sometimes, offering to stay on after the call after for insights/questions can be helpful. You can also build in 1-2 minutes of silent reflection before the group discussion starts for people to gather thoughts/organize what they want to share. In addition, understanding what the underlying reason for silence is can help you understand how to best support and encourage this team member. If someone has a sudden change from engaged to silent, it is a sign to dig deeper.

My opinion, but never ever call it out directly in the group setting. I think it is totally inappropriate to say: we haven’t heard from _____ (fill in name) yet, what do you have to say. There may be many reasons or no reason why the team member has yet to contribute. Unless the team has set ground rules ( like silence is ok, or we want to hear contributions from everyone before we move on) the team members silence should be acceptable. A simple way of gaining engagement from the silent person is by asking everyone of the group: “are there any voices we haven’t heard that would like you to be heard.” If the person remains silent it is clear that they do not want to speak. Later you can have a private talk with the silent person.

Getting to the meeting and expecting everyone to feel comfortable to speak up is too late. You need to start a lot earlier and: - build psychological safety in the team, - have conversations about cultural differences and personal preferences, - build trust and connect with your team members, and - work on a healthy team culture where everyone feels comfortable to speak up.

1. Personal Check-Ins: Reach out privately before or after meetings to understand any concerns they might have and encourage their participation. This can make them feel more comfortable and valued. 2. Use Breakout Rooms: In larger meetings, divide into smaller groups or pairs. This can make quieter members feel more comfortable sharing their thoughts in a less intimidating setting. 3. Round-Robin Technique: Use a systematic approach where each person speaks in turn. This ensures everyone has an opportunity to contribute without feeling the pressure to interject.