How to be more confident and assertive when leading meetings
August 14, 2026FURTHER EXPERTISE
How to lead more effective online meetings
Expert Opinion from Rich Watts published August 20, 2026
Most organisations made a rapid transition to online meetings a few years ago and have been running them ever since. But at the time, and now too, very few managers received any training in how to lead online meetings well. The online meeting tools quickly became familiar but the skills to use them effectively did not necessarily follow.
Online meetings are not simply in-person meetings viewed through a screen. They create a genuinely different set of challenges for the person leading them. Understanding the differences and adapting accordingly is what separates online meetings that work from ones that drain energy without producing much.
This article provides practical tips on how to lead online meetings successfully.
EXPLAINING THE CHALLENGE
Why online meetings are harder to lead than in-person ones
Engagement is invisible in a way it never is in a room. In person, a skilled meeting leader can read the body language, energy and attention of everyone in the room at a glance. Online, most participants are a small rectangle on a screen, often with cameras off or in a gallery view that makes individual attention almost impossible to assess. The signals that would prompt an in-person facilitator to pause, redirect or invite contribution simply are not available in the same way.
Participation is easier to avoid. The social dynamics that make it awkward to stay silent in a room such as eye contact, physical proximity and the visible awareness of others are absent or significantly reduced online. People who might contribute readily in person can spend an entire online meeting without saying a word, and nobody may notice until the meeting is over.
The cognitive load is higher for everyone. Research consistently shows that online communication requires more mental effort than face-to-face interaction, partly because of the processing demands of the medium and partly because of the effort of maintaining attention without the environmental cues that help us focus in a physical space. Meetings that would be energising in a room can feel draining online at the same length.
Technical issues create disproportionate disruption. A brief technical problem in an online meeting, for example, someone's audio cutting out, a screen share that will not load, a participant who keeps dropping off, fragments attention in a way that has no real equivalent in a physical meeting. Recovering the focus of a group after a technical disruption requires more deliberate effort than most meeting leaders realise.
Give your team the skills to lead truly effective meetings
WATCH OUT FOR...
Warning signs that your online meetings are not working well
These are the patterns that most reliably indicate that an online meeting is not achieving what it should.
- Cameras are consistently off. While there are legitimate reasons for cameras being off occasionally, a default of cameras-off across most participants makes effective facilitation significantly harder and signals a low level of engagement with the meeting as a shared endeavour. It is worth examining why the norm has developed and whether it is worth addressing directly.
- The same two or three people contribute most of the time. Online, the participation gap that exists in all meetings becomes more pronounced. Without the natural prompts that a physical room provides, quieter participants become effectively invisible, and the loudest voices fill the space more completely.
- People multitask visibly or admit to it afterwards. When participants are responding to emails, working on other tasks or clearly distracted during an online meeting, the meeting has failed to earn their full attention. This is partly a design problem and partly a culture problem, and both are addressable.
- Meetings feel longer than their running time. The cognitive load of online communication means that a ninety-minute online meeting often feels like considerably more than ninety minutes. If participants consistently emerge from online meetings feeling drained rather than energised, the structure and facilitation approach are worth examining.
- Decisions made in online meetings are revisited more often than in-person ones. When people are not fully engaged in a meeting, the quality of decision-making suffers and the commitment to decisions made is lower. If online meeting decisions keep needing to be reconsidered, that is often a symptom of insufficient engagement at the time they were made.
Our article on why meetings don't lead to action covers the specific disciplines that prevent this from happening.
MAKING IT BETTER
Practical techniques for leading more effective online meetings
These are the approaches that make the most consistent difference to the quality and effectiveness of online meetings.
- Design shorter meetings with more deliberate structure. Online meetings should generally be shorter than their in-person equivalents, with more explicit structure at each stage. A forty-five-minute online meeting with clear purpose, timed agenda items and explicit participation prompts will almost always outperform a ninety-minute one that follows the format of an in-person meeting without adaptation.
- Set camera and participation expectations at the start. Rather than leaving it implicit, state at the beginning of the meeting what you are asking of participants: cameras on where possible, a commitment to contribute, and phones away. Framing these as expectations that serve the group rather than rules you are imposing makes them considerably easier to establish and maintain.
- Build in deliberate participation prompts. Online, participation does not happen naturally. It needs to be invited. Use direct questions to specific participants, rounds where everyone contributes in turn, or brief breakout moments for paired discussion before feeding back to the group. These techniques counteract the tendency for online meetings to narrow to a small number of voices.
- Use the tools available to create engagement. Polls, shared documents, chat functions and collaborative whiteboards all provide participation pathways that do not require speaking. Using them actively, particularly for quieter participants who may find it easier to contribute in writing than verbally, broadens the range of input the meeting benefits from.
- Name what you are moving to at every transition. In a room, transitions between agenda items have a natural physical quality, people shift, papers move, the energy changes. Online, transitions are invisible unless they are made explicit. Naming each one clearly, for example, 'we have finished discussing X and we are moving to Y, which will take about fifteen minutes', helps participants stay oriented and re-engage at each stage.
- Follow up promptly and specifically after the meeting. The drop-off in engagement that can happen during an online meeting means that the written record of what was agreed is even more important than in an in-person meeting. A brief, specific summary of decisions and actions, sent within an hour of the meeting ending, reinforces commitment and gives everyone a shared reference point.
MAKING A CHANGE
How Further's meetings training covers both formats
At Further we provide leading effective in-person meetings training AND sessions for leading online meetings training too. Why? Because in the modern world, your managers need to be able to do both well.
The online session addresses the specific challenges of the virtual environment including maintaining engagement, managing participation, using available tools effectively. It also gives participants the chance to practise online facilitation with expert feedback.
Because the training is fully tailored to your organisation, the online scenarios are built around the types of meetings your managers actually lead: the team meeting on Teams, the cross-functional call on Zoom, the hybrid session where half the group is in the room and half is dialling in.
