溝通教練詳解高質(zhì)量視頻會(huì)議的訣竅，確保與會(huì)人員理解你要表達(dá)的內(nèi)容，就算是他們邊聽(tīng)邊看手機(jī)也無(wú)妨。

　　電話會(huì)議、Skype在線視頻通話以及全球視頻會(huì)議等技術(shù)不斷涌現(xiàn)，極大地改變了人們舉行會(huì)議的方式。這是件好事，因?yàn)樗辽倜磕昴転榇蠊臼∠麓蠊P的差旅費(fèi)。但它也有軟肋：在視頻會(huì)議中，要實(shí)現(xiàn)有效交流實(shí)非易事。

　　通訊咨詢公司Speakeasy的首席執(zhí)行官斯科特.維斯稱：“現(xiàn)在絕大多數(shù)管理人員都是在現(xiàn)場(chǎng)會(huì)議的環(huán)境中成長(zhǎng)起來(lái)的，即大家坐在同一個(gè)會(huì)議室里圍著一張圓桌開(kāi)會(huì)。因此，視頻會(huì)議的環(huán)境會(huì)讓他們覺(jué)得頗為陌生。部分原因在于，在這種會(huì)上，與會(huì)者通常無(wú)法獲得即時(shí)反饋，對(duì)自己表現(xiàn)如何心里沒(méi)底。”

　　因此，在Speakeasy最新開(kāi)展的一項(xiàng)調(diào)查中，盡管高達(dá)67%的受訪高級(jí)經(jīng)理稱，2012年預(yù)計(jì)將舉行更多的視頻會(huì)議，但毫不奇怪，也有62%的人稱，他們對(duì)自己是否具備充分利用這種會(huì)議的技巧感到擔(dān)心。

　　維斯稱，搞砸視頻會(huì)議的風(fēng)險(xiǎn)確實(shí)存在。他說(shuō)：“比如要和派駐在不同地點(diǎn)的高級(jí)管理人員召開(kāi)一場(chǎng)常規(guī)的季度戰(zhàn)略會(huì)議，而且決定采用視頻會(huì)議的形式。如果與會(huì)的每個(gè)人并未完全理解會(huì)議上所說(shuō)的內(nèi)容，或者有人沒(méi)機(jī)會(huì)發(fā)表一些至關(guān)重要的信息，你可能要等到會(huì)議結(jié)束很久以后才會(huì)意識(shí)到這一點(diǎn)——而此時(shí)經(jīng)營(yíng)上可能已經(jīng)蒙受了重大損失。”這時(shí)就該你張口結(jié)舌了。

　　就如何避免這種情況，維斯及其團(tuán)隊(duì)已向眾多“財(cái)富500強(qiáng)”企業(yè)的管理人員提供了相應(yīng)的學(xué)習(xí) 。這些企業(yè)包括：可口可樂(lè)公司（Coca-Cola），微軟公司（Microsoft），家得寶公司（Home Depot），UPS公司以及通用汽車(chē)公司（General Motors）。這一學(xué)習(xí) 的要點(diǎn)如下：

　　盡可能減少視覺(jué)干擾

　　顯然，在電話會(huì)議中這不是問(wèn)題，但在視頻會(huì)議上，與會(huì)者能相互看見(jiàn)，這就不是小事了。因此維斯的建議是：“請(qǐng)按照電視出鏡的標(biāo)準(zhǔn)著裝。”這意味著，要穿的保守而簡(jiǎn)單，比如一套深色西裝，純色襯衫或女式襯衫。不要穿白色服裝，因?yàn)樵跓艄庀滤鼤?huì)產(chǎn)生眩光，也不要穿圖案復(fù)雜的服裝，比如犬牙花紋。

　　眼睛直視攝像頭

　　攝像頭通常就是個(gè)小黑點(diǎn)，所以，當(dāng)你潛意識(shí)里可能更想看著顯示屏?xí)r，要你看著攝像頭會(huì)有些不舒服。不過(guò)，維斯稱：“攝像頭就是進(jìn)行眼神交流的手段。如果看著別處，就會(huì)讓人覺(jué)得你在有意躲避，或是心不在焉。同樣的道理，當(dāng)你在會(huì)上與對(duì)方交談，視線卻越過(guò)對(duì)方的肩膀，也會(huì)顯得失禮。”

　　維斯稱：“就算視頻會(huì)議要開(kāi)兩個(gè)小時(shí)，你也必須專注地看著攝像頭。舉個(gè)例子，你肯定不希望攝像頭拍到你時(shí)，你正低著頭看手機(jī)。人們常常跟我說(shuō)，一場(chǎng)耗時(shí)很長(zhǎng)的視頻會(huì)議開(kāi)完后，他們會(huì)因?yàn)槿潭急仨氉龅饺褙炞⒍械浇钇ＡΡM。”

　發(fā)言時(shí)請(qǐng)站起來(lái)

　　如果必須坐著，那么請(qǐng)挺直身體，以彌補(bǔ)坐姿對(duì)嗓音的削弱效果，同時(shí)請(qǐng)把雙腳平放在地板上，保持呼吸的深度。

　　維斯補(bǔ)充道：“攝像頭和耳麥會(huì)放大一切。”因此，請(qǐng)保持比平時(shí)當(dāng)面溝通更正式的姿勢(shì)， “不要顯得無(wú)精打采”。

　　放慢語(yǔ)速。在不同觀點(diǎn)間要有停頓

　　維斯寫(xiě)道：“當(dāng)面溝通時(shí)，許多管理人員傾向于語(yǔ)速很快地說(shuō)話。但是在電話會(huì)議或視頻會(huì)議上，給與會(huì)者更多時(shí)間，讓他們消化你所說(shuō)的內(nèi)容就至關(guān)重要了——更重要的原因是，如果無(wú)法看見(jiàn)對(duì)方，他們很可能正在一心二用。”而在自己所要表述的觀點(diǎn)中間略作停頓，可以讓聽(tīng)者有機(jī)會(huì)發(fā)表看法或發(fā)問(wèn)，這直接關(guān)系到下一個(gè)要點(diǎn)：

　　保持協(xié)作

　　維斯說(shuō)：“很多視頻會(huì)議由某一個(gè)人主導(dǎo)討論，通常是級(jí)別最高的人，結(jié)果會(huì)議變成了一個(gè)傾倒數(shù)據(jù)的過(guò)程。這對(duì)其他所有與會(huì)者來(lái)說(shuō)無(wú)疑令人沮喪。而且這么做很危險(xiǎn)，因?yàn)槿绻唤o人們機(jī)會(huì)發(fā)表看法，你就無(wú)法知道他們是否真正理解了你的意思。”

　　確保每個(gè)人都有機(jī)會(huì)發(fā)言的一種方式就是計(jì)劃 會(huì)議主持，他們能適時(shí)插話，詢問(wèn)與會(huì)者的看法（這還有另一個(gè)有益的效果，即避免與會(huì)者一心二用：沒(méi)人希望被點(diǎn)名要求發(fā)表看法時(shí)，讓人注意到他當(dāng)時(shí)正心不在焉。）

　　維斯表示，在會(huì)議上不要獨(dú)占風(fēng)頭的最大原因在于：“很多深思熟慮的人并不強(qiáng)勢(shì)，并不會(huì)貿(mào)貿(mào)然跳出來(lái)高談闊論。有些人可能對(duì)你試圖解決的問(wèn)題已有答案，但是，如果沒(méi)有足夠的停頓，也不詢問(wèn)大家的意見(jiàn)，就可能錯(cuò)過(guò)這些答案。”

　　至少在這方面，視頻會(huì)議與當(dāng)面溝通的會(huì)議并沒(méi)有多大區(qū)別。

　　譯者：清遠(yuǎn)

　　What with teleconferencing, Skype, and global conference calls, technology has wrought a sea change in the way people hold meetings. That can be great, not least because it saves some big companies millions annually in travel costs. The downside: Coming across effectively in a virtual gathering is tricky.

　　"Most executives today 'grew up' with in-person meetings where everyone was seated around a table in the same room," says Scott Weiss, CEO of communication consulting firm Speakeasy. "So a virtual meeting is a strange environment, partly because you usually don't get immediate feedback to let you know how you did."

　　Small wonder, then, that although 67% of senior managers in a new Speakeasy poll expect more virtual confabs in 2012, 62% say they're concerned about their own skill at making the most of these meetings.

　　The risks in blowing it are real, Weiss notes. "Let's say you have a regularly-scheduled quarterly strategy meeting with all of your senior people in various locations, and you decide to do it as a teleconference," he says. "If everyone doesn't get everything that's being said, or someone doesn't have a chance to contribute vital information, you might not realize it until much later -- after substantial damage has been done to the business." Gulp.

　　Weiss and his team have coached executives at Fortune 500 companies like Coca-Cola (KO), Microsoft (MSFT), Home Depot, UPS (UPS), and General Motors (GM) on how to avoid that. A few pointers:

　　Minimize visual distractions

　　Obviously, in a phone meeting this doesn't matter, but in a teleconference where your audience can see you, "dress as you would for a television appearance," Weiss suggests. That means conservative, simple clothing, like a dark suit and solid-color shirt or blouse. Avoid white, since it can create a glare under the lights, and busy patterns like houndstooth.

　　Keep your eyes on the camera lens

　　This is usually a small black dot, and it feels strange to stare at that when your impulse is probably to watch the monitor instead. "The lens is your means of eye contact. Looking anywhere else comes across as evasive or inattentive," Weiss says. "It also looks rude, like looking over someone's shoulder when you're talking to them at a party.

　　"Even in a two-hour teleconference, you have to stay focused on that lens. You don't want the camera to find you looking down at your cell phone, for example," Weiss says. "People often tell me they're exhausted at the end of a long virtual meeting from being 'on' the whole time."

　　Try to stand while you're speaking

　　If you must sit down, compensate for the dampening effect on your voice by sitting up straight, with your feet flat on the floor, and breathing deeply.

　　"The camera and microphones exaggerate everything," Weiss adds. So maintain a more formal posture than you would in person and "don't slouch."

　　Speak slowly. Pause between ideas

　　"In person, many executives tend to speak rapidly," Weiss notes. "But in a conference call or teleconference, it's crucial to give people time to absorb what you're saying -- especially since, if you can't see them, they may be multitasking while you're talking." Leaving a pause between the points you want to make gives listeners a chance to comment or ask a question, which leads to the next tip:

　　Keep it collaborative

　　"Too many virtual meetings are data dumps, where one person dominates the discussion -- usually the highest-ranking person," Weiss says. "It's frustrating for everyone else, and it's dangerous, because if you give people no opportunity to comment, you really have no idea whether they understand you or not."

　　One way to make sure everyone has a chance to speak up is to appoint a host or moderator who will chime in and ask attendees for their views. (This also has the salutary side effect of discouraging too much multitasking: No one wants to be noticeably not paying attention when called on for a comment.)

　　The biggest reason not to hog the limelight, Weiss says, is that "many deep thinkers are not assertive enough to just jump into the discussion. Someone may have the answer to a problem you're trying to solve but, by not pausing enough and not asking for input, you miss it."

　　In that respect, at least, virtual meetings are no different from the in-person kind.