With the trajectory of the global pandemic uncertain, we can be sure that video calls are here to stay. In this blog post we take a look at the downside to video calls and also offer some valuable tips to minimise video call fatigue.
In many ways technology has made life easier for us during the pandemic, butvideo conferences can be moreexhausting than a full day in the office. Whilst the days of ‘dial-in teleconferences’ gave us the luxury to participate unshaven or make up free – the introduction of video conferencing has unintentionally put pressure on manyto present a business image at all times, even though our peers are staring into our loungeroom.
Research suggests that being on a video call requires astronger focus than a face to face meeting and can therefore be more exhausting.We need to work harder to process non-verbal cues such as facial expressions and body language,the tone and pitch of our voicesbecomes vital along withour ability to connect with each one of the ‘Brady Bunch’ squares on our screen.
Some of the more introverted employees are particularly challenged by the banter at the beginning of each meeting where participants share quarantine survival tips. It has become quite the challenge of connecting our minds when our bodies are miles apart.
Technology is a great enabler, but many are concerned about connectivity, sharing screens, being able to be heard and whether or not people can see them. Some programs have a short audio delay which causes concern and confusion.
Many people feel the pressure of knowing that they are being watched throughout the meeting and this can provide pressure to ‘perform’. Seeing ourselves in a corner screen adds anxiety and stress. It is not normal to see yourself in meetings, so all of a sudden there is greater self-awareness of habits. It can be challenging to not look at your own face during the meeting or to be critical of how we appear.
In ourhaste to be inclusive, ‘check in’ and look out for each other – some employees feel compelled to attend a meeting rather than wanting to. The end of week ‘virtual happy hour’ may come from the right intent – but ifparticipants are there because they feel they have tothey may feel like prisoners and not willing participants. It is imperative we get this balance right to avoid overwhelming and exhausting employees.
A video call should be a positive, uplifting experience – but that is not always the case. In a climate where many are confined to the four walls of their homes for weeks on end, a video call can be a distressing reminder of the life they desperately miss. It is challenging to retain a positive outlook in these times and for some there are real mental health challenges to overcome.
With redundancies and stand downs common there is a strong desire for employees to ‘show their worth’. This is leading to longer days and a greater level of discretionary effort. The result is exhausted employees who are fast becoming disengaged from the many video call requirements.
Large video calls can feel performative. With so many faces to look at – it can be easy to forget that while you are watching others, they are watching you. When there are many participants, employees can feel like they don’t have a voice and may be concerned about when it is ‘their turn’ to speak.
Before scheduling a recurring meeting catch up from here to eternity – take a breath to consider if there is another way to share the information or source ideas. Providing alternatives to meetings can be refreshing for everyone involved and may just bring a new level of innovation and passion.
Just because technology has afforded us the capability to see each other during a meeting, maybe this is not always the best answer. Where the meeting is about information sharing as opposed to discussing ideas and solutions, consider giving the option to have cameras off. Cameras should be used when there is the desire to enhance the effectiveness of a meeting – not take away from it.
No matter how happy you are with your look ( from the waist up ), it is a good idea to block the self-view option during video calls. Being able to see yourself during the entirety of a meeting is distracting at best. It can be incredibly tiring to see yourself while trying to focus on others so consider eliminating this capability.
Back to back may have made sense in the physical office, but in the virtual world this can add stress and fatigue. Allow employees reasonable time to refresh their body and mind between meetings. Establish boundaries for ‘unannounced meetings’ and ensure employees have reasonable buffers between expectations.
In a world we are all desperate to connect, it can be tempting for every meeting to begin with extended social dialogue. Leaders are encouraged to remember that this approach will go against the grain for some employee personality traits.
Consider choosing one style of meeting where there is room to discuss weekends and sporting results or creating a system that those who want to connect more in this way dial in a few minutes earlier.
Video meetings have taken over our days partly due to the average length of meetings expanding. Most meeting organisers block out a minimum of 30 minutes– but could you still achieve the same result in 15mins? When employees know that the meeting time is kept to a reasonable limit, they are more likely to show up engaged and connected.
In our desire to be inclusive and to ensure communication channels are open, there can bea tendency to over invite to meetings. Given that we are no longer worried about how many people fit in the meeting room, some leaders are taking the liberty of casting the invitation net wider. It is important to ask yourself what role participants have in attending the meeting and is there an alternative way to provide information.
Starting and finishing a meeting on time builds credibility and increases the chances of participants turning up on time and ready. When employees connect to a meeting and then have to listen to someone talking for ten minutes about why they chose to paint their bedroom – the meeting loses credibility quickly.
Consider putting the dog outside for the duration of the meeting and close email notifications. A physical meeting did not provide us with the distraction of home schooling and the neighbour mowing the lawn, so it is important to do what we can to minimise distractions.
Whilst technology has become a trap that controls our day, we can use technology to better understand how we are using our time. Apps such as ‘Rescue Time’ automatically tracks how you spend your time on digital devices and can help with accountability when trying to reduce online time.
Most of us have been in physical meetings where there were technical issues and virtual meetings are no different. Take the time to test the tech and to ensure that participants have access to the right tools to add value to the meeting. Frozen screens, poor WIFI and lags are frustrating but also tiring for everyone involved.
There is something in the construct of a work environment where we feel compelled to attend every meeting that we are invited to. Whilst there are certainly many ‘non-negotiables’ in a workday, some meetings are optional. Think outside the box and consider the preferred style of team members. In a world where we currently have little control, it is nice to have the option to choose how we engage at work.
Perhaps in the future we will miss the days of combining work shirts with our slippers and the novelty of catching a glimpse into the private lives of our work mates, but for now video conferencing is here to stay.
It is important that we all take the time to consider how we use video conferencing as an enabler and not a distraction from our productivity. Until we are given the green light to return to the office, the business world will continue to operate with workers across the globe turning on their cameras and weirdly waving at their colleagues.
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Georgina is Senior HR Content Editor – Publications at Ai Group. She is an accomplished Human Resource professional with over 25 years of generalist and leadership experience in a broad range of industries including financial services, tourism, travel, government and agriculture. She has successfully advised and partnered with senior leaders to implement people and performance initiatives that align to business strategy. Georgina is committed to utilising her experience to create resources that educate and engage and is passionate about supporting members to optimise an inclusive workforce culture that drives performance.
