Chapter 1: Recognizing Unproductive Habits

During my two years of full-time remote work, I've developed various habits—some beneficial, others not so much. One particular phrase I consciously avoid when initiating conversations in meetings is, "Can you hear me?" This expression irks me. It may sound odd, but when someone is about to address a group, I simply wish they would begin their remarks.

You might wonder, "What if they can't be heard? Shouldn't they check?" My answer is no! If I can't hear them, I'll let them know.

This scenario serves as a litmus test for your audience. If they are engaged and invested in what you are about to present, they will communicate any audio issues. If they respond with, "I can't hear you," or "You're muted," it indicates they care about your content. We want to cultivate interest in our presentations. If attendees are distracted or multitasking, their feedback is less relevant. Those who point out audio problems are allies; they will help enhance your presentation. These are the individuals you want to engage with—your target audience.

While it might seem trivial, this habit is crucial, especially as many of us return to the office. Virtual gatherings, presentations, and meetings are here to stay. Practicing good virtual etiquette means eliminating the question, "Can you hear me?" from your repertoire.

Possessing confidence in your material is essential. If you lack faith in your presentation, why should anyone else? Ultimately, this is about believing in the value you provide to your team and organization.

Your task moving forward is simple: refrain from asking if your audience can hear you. Trust that, as long as your equipment is functioning correctly, there's no need for that phrase. By eliminating it, you'll find greater satisfaction and effectiveness in every setting.

Give it a shot—you have everything to gain!

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Chapter 2: The Importance of Virtual Etiquette

Section 2.1: Engaging Your Audience

Content text about engaging your audience in virtual meetings...

Subsection 2.1.1: The Value of Feedback