Facilitate hybrid meetings

 We evented this evening warmer game for starting a hybrid meeting.

What we would like to solve

• people are in the meeting room is not recognizable, they are far from the camera
• offline team can focus the local people and online members lost
• warm-up, icebreaker

The solution

1.  Ask the on-site members to line up and come to the camera for a minute
2. Ask the members to sit at the camera and
1. Introduce yourself
2. Select an online person
3. Ask the online person to introduce herself
4. Commit, you will be the buddy of that person during the meeting if she needs any help
5. Ask the selected online participant to share a sign, when he / she is in trouble
6. Ask the online participant to switch off the camera until the buddy selection
3. When every offline person introduced herself, sit back to the chars and start the meeting
4. As a buddy keep your half eye on your client

If there are more online persons on the meeting, this is working in the other way.

Performance curve

 

	Impulsive	Dependent	Independent	Interdependent
Quick glance	“Whatever happens, happens. “ Lack of Systems and structure Haphazard and inconsistent leadership	“I follow the rules and do what I am told” Hierarchy Leaders that command and control.	“I am a high performer.” systems support individual goals Leaders that empower	“We are truly successful together.” Meaning and purpose unite. Teams that self-govern.
Performance	Low	Low-medium	Medium-high	High
Maslow motivators	Survival	Belonging	Esteem	Self-actualization
Inner game	High performance Low potential	High-medium interference Low-medium potential	Low-medium interference Medium-high potential	Low interference High potential
What does the culture look like?
Prevailing cultural mindset	“Whatever happens, happens. “	“I follow the rules and do what I am told”	“I am a high performer.”	“We are truly successful together.”
Cultural characteristics	Minimal awareness and responsibility. The organization reacts to situations as they arise. Little communication, engagement and development. Survival mentality.	Low medium awareness and responsibility. The organization is focused on maintaining the stability and following the rules. Individuals are focusing on processes and task completion with little opportunity for autonomy. Strong sense of group identity. People feel the need to fit in. Strong one-way communication and varying levels of recognition. Low engagement and trust. Risk avers mentality.	Medium-high awareness; high responsibility for own performance. The organization supports innovation and individual development. People believe they can make difference with their own actions. Individuals may focus on achieving own goals above team or organization goals. Work-life balance may be hard to reach. Two-way communication and engagement. Achievement mentality.	High awareness and responsibility - self and others. Strong coaching culture. Teams feel strong sense of ownership for high performance and believe this can only be achieved by the group. People engage with others to understand diverse viewpoints, and display high levels of trust, care and collaboration. Continual authentic communication and feedback. Collective potential mentality.
Organizational systems	Fundamental systems are not in place. Roles and responsibilities are unlikely to be defined. No aligning factors.	Systems and processes focus on efficiency and tend to be rigid; strict applications of rules. Aligning factors are rules and targets.	Systems support continuous improvement and learning, and individual goals. Aligning factors are values and standards.	Principle-led adaptive systems underpin agility, continual, collective learning, and support performance at every level. Aligning factors are shared vision, meaning, purpose and direction.
Connection to organization vision and purpose	No connection. No consistent vision.	Low connection. The vison extends to the pursuits of profit; would be strengthened by involving people. e.g. “We aim to be the biggest telecom company in the world”	Medium-high connection. The vision encompasses people profit; would be strengthened by extending to the planet. e.g. “We are dedicated to enhancing our customers' lives though connection.”	High connection. The vision embraces people, profit and planet. e.g. “With great courage, integrity and love we embrace our responsibility to co-create a world where each of us, our communities, and our planet can flourish, while celebrating the sheer love and joy of food”
What are leaders doing?
Leadership style	Hazard and inconsistent. Leaders may be euthanistic, but does whatever it takes succeed in short-term; Often gets involved in everything. Little focus on long-term vision and direction.	Command and control - transactional. Leader may focus on a clear hierarchy to get work done and to maintain stability and consistency. Leaders may display territorial behaviors, competing between themselves. Tendency to blame.	Delegating - enabling individual transformation. Leader is acquiring a coaching mindset, empowering individuals to perform, focusing on creating efficient high performance, adaptability, and continuous learning.	Partnering and supporting - collaborative, collective transformation. Leaders takes support/servant role, creating a coaching culture and inspiring high-performing, self-governing teams with a focus on the common good.
Leaders impact	Leader’s behavior causes confusion, frustration and stress.	Leader is limiting people’s potential. Fear of failure could crash initiative and creativity and lower engagement.	Leader enables individuals to achieve goals and be accountable. Teamwork is encouraged.	Leader inspires and enables great teamwork and commitment. Community spirit pervades the organization within the context of serving a higher purpose.
Interference to leaders and how to address	Short-termism. This leader reacts to each situation from a position of fear, which creates an inconsistent short-term experience. This leader needs to becoming self-aware as well as developing fundamental strategic, management and leadership skills.	Judgement and lack of trust. These leaders see themselves as the expert; and other people as right or wrong, which creates polarizing effects. Believing that people’s intensions are good and using curiosity instead of judgment will move the culture from fear to trust evolving the next state of the curve.	Control. This leader retains a level of involvement and may be too attached to their personal agenda. Focusing on letting go of control, setting aside their personal agenda, and working for the common good means the leader can support the transition to interdependence and focus on the collective.	Self-importance. This leader may experience lapses in the levels of higher consciousness at which they generally operate. For example, tipping from self-belief into “guru status” and not listening to feedback, or experiencing inconsistencies in living their ethical standards. This leader must work to keep in balance, and stay grounded and open to feedback, so as not to revert to any of the earlier stages.
How 1:1 coaching style will improve performance	Coaching for awareness and responsibility of personal impact, development of key management skills.	Coaching for enabling empowerment and ownership further down the organization to improve agility and adaptability.	Coaching for widening perspective and inspiring collaboration.	Coaching for collective performance, unity and social responsibility - taking time to consciously create the direction of travel, to continuously develop and improve while maintaining balance.