V I R T U A L P L A Y B O O KA G A M E P L A N F O R A C T I V A T I N G V I R T U A L

S T R A T E G I E S T H R O U G H P E O P L E

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2I N T R O D U C T I O N

The current decision to be made is where to go from here. How do we make the most of current change and transformation, while also optimizing processes and culture for continued virtual success? How do we build the next wave of innovation when it comes to virtual working, learning, and gathering?

That’s why we’ve designed this playbook. It’s a curation of our most useful tools and frameworks to help you:

• Assess your organization’s readiness to adapt.

• Understand factors that support a brain-based approach.

• Design meaningful virtual experiences.

• Choose the right technologies for your desired virtual path.

We hope this guide provides tools and perspectives that help you intentionally design and enhance your long-term virtual strategy by focusing on the people side of the equation.

Jack Nilles proposes a sophisticated telecommunications system, coining the terms “teleworking” and “telecommuting.”

1 9 7 0

1 9 7 3 1 9 7 9 2 0 1 9

1 9 8 0 1 9 9 0 2 0 0 0 2 0 1 0 2 0 2 0

The Clean Air Act is passed to mitigate human impact

on the environment.

The COVID-19 pandemic results in entire organizations moving

to virtual work overnight.

The Washington Post publishes that growth of information-based jobs has

enabled home-based methods of work.

Leaders still struggle with the same work-from-home concerns cited by the Washington Post in 1979:

How do we know whether remote workers are doing well (or working at all)?

Are remote employees cut off from needed contact with coworkers and others?

Are there too many distractions for virtual work to be practical?

Approximately 1.5 million employees work entirely from home or remotely.

The acronym WFH (working from home) builds momentum among

employee communications.

Approximately 4.5 million employees work entirely from home or remotely.

The OPEC Oil Embargo triggers a global oil crisis.

Use the tabs to jump to specific sections, or keep scrolling to start with the Virtual Readiness Assessment!

At TiER1, we believe that taking a long-term, human-centered approach to virtual strategy has the potential to create substantial positive impact. This includes improved productivity, reduced costs, and increased growth and innovation. The timeline below represents the evolution of virtual and remote ways of working among organizations over the past 50 years:

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3A S S E S S I N G Y O U R V I R T U A L R E A D I N E S S

The first step in any transformation is recognizing where you are in the present. The following Virtual Readiness Assessment is designed to help you determine your organization’s preparedness for long-term virtual work by focusing on five areas of influence:

Where is your organization?

C U L T U R E L E A D E R S H I P S U P P O R T

W A Y S O F W O R K I N G C H A N G E C A P A C I T Y

T E C H N O L O G YCulture is a collection of mindsets and behaviors that both leaders and employees demonstrate. This collection supports the way work is done and reflects company values. How does your

culture show up in a virtual environment?

Leadership Support is the way leaders influence their team, create space for learning,

and lead by example. How do your leaders’ actions demonstrate adaptability in a virtual environment? Do their actions inspire and

empower innovation and high performance?

Ways of Working are organizational norms that emerge through patterns of routine, ritual, and rhythm. Consider how ways of

working govern presentations, discussions, and other activities. What are the spoken and unspoken rules about roles, pace of work, and decision-making in your virtual environment?

Change Capacity is your organization’s ability to see the need for change and readily

embrace the transformation process. How willing are you to adopt something new to

support employees in a virtual environment?

Technology includes employees’ access to and comfort with using virtual tools. What kinds of

devices, software, bandwidth, and system access do workers need? How confident do employees feel using these tools? How are you prioritizing technology investments to support virtual work?

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4

By gauging your organization’s readiness for a long-term virtual strategy, you will be able to:

• Identify cultural elements that need attention.

• Align leadership to effectively support your workforce.

• Prioritize technology investments to empower your teams.

• Make necessary adjustments to enable new ways of working.

• Ultimately lead your organization on a successful journey.

U S I N G T H E V I R T U A L R E A D I N E S S A S S E S S M E N T :• These prompts are designed to help identify potential obstacles for a virtual environment and areas of non-readiness.

• This assessment assumes the same weight for each area of influence.

• There are two steps to completing this assessment. First, determine which segment of the enterprise will be the focus of your assessment—organization, department, or team. Second, read each statement and rank your response as high (5), medium (3), or low (1).

• We encourage you to compare results with colleagues in your organization. You may choose the same or different segment within the enterprise.

A R E A O F I N F L U E N C E : C U LT U R E Ranking:

Total:

1(LOW)

3(MEDIUM)

5(HIGH)

We view accountability as more than “people at desks.” It is evident by quality of relationships and work outcomes.

Our culture is built on trust; therefore, we are vulnerable and transparent with each other.

We value diverse opinions and employees are encouraged to speak freely, yet respectfully.

I often use the terms progressive, flexible, and forward-thinking to describe my company.

We see information as a source of power. Those with information hold the power.

We see mishaps as learning opportunities and sometimes a source of humor.

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5

A R E A O F I N F L U E N C E : T E C H N O L O G Y Ranking:

Total:

1(LOW)

3(MEDIUM)

5(HIGH)

Employees have computers and any hardware they need to perform their roles effectively when working remotely, especially from home.

Employees have access to an Internet provider that offers appropriate connection, upload, and download speeds without significant delays when working from home.

Employees have appropriate, speedy, and secure access to assets, corporate systems, and company resources 24/7/365 when connecting remotely.

Employees have access to and sufficient licensing for software and subscriptions to cloud-based applications that support virtual collaboration, team meetings, and working remotely.

Employees are provided with access to learning systems, assets, job aids, and other performance support when they are remote, and specifically when they are learning from home.

Employees have well-defined policies and procedures for using technology, as well as access to technical support systems and professionals.

A R E A O F I N F L U E N C E : L E A D E R S H I P S U P P O R T Ranking:

Total:

1(LOW)

3(MEDIUM)

5(HIGH)

Our leaders are influential and model the right way to have collaborative conversations.

Our leaders are supportive of a virtual work environment and encourage a “tailored-to-fit” approach.

Our leaders believe virtual methods of engagement may be as effective as face-to-face interactions to maximize performance.

Our leaders are also coaches, providing us space to learn from challenges throughout our projects.

Our leaders are aligned to a common objective and “will make it happen” if we need their support with technology challenges.

Our leaders champion the flexibility and autonomy required to get the work done.

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A R E A O F I N F L U E N C E : C H A N G E C A PA C I T Y Ranking:

Total:

1(LOW)

3(MEDIUM)

5(HIGH)

We are currently experiencing or recently experienced significant change to our organizational structure, work processes, or information systems.

We have an urgent need for a virtual solution to improve performance, collaboration, and efficiency throughout the organization.

I would use the term “adaptive” to describe our workforce. We are receptive to new ways of working and communicating that increase engagement and build community.

Past change projects that impacted our ways of working were successful and well managed.

We have dedicated communications and training teams to support and enable change initiatives.

We understand the benefits of virtual solutions and are willing to adopt new technology, mindsets, and ways of working to achieve success.

A R E A O F I N F L U E N C E : W AY S O F W O R K I N G Ranking:

Total:

1(LOW)

3(MEDIUM)

5(HIGH)

We have various effective communication channels that serve specific purposes and are leveraged within the flow of work (and do not rely on a water cooler).

We have defined work processes, activities that support those processes, and defined roles for who are responsible to perform these tasks.

We respect the rhythms and routines of the individual, teams, and how they support the organization.

We are comfortable with working independently, working collaboratively, and working “individually together” to support activities.

We have clear visibility into our teams’ calendars, meeting notes, and how to quickly get up to speed on any project team asynchronously.

We are an open book. We have information easily accessible and the architecture in place to keep information current.

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6–10

You appear to be at the beginning of the journey. Stay the course by

continuing to monitor and gather data.

A R E A S O F I N F L U E N C E :

21–30

You appear to be in the home stretch. Continue to reinforce your foundation

in all areas of influence.

Work actively with your team to fine-tune work habits (spoken and unspoken) and build new

rhythms and routines.

Champion new ways of working by aligning leaders and redefining leadership routines and rhythms

to achieve success.

Support ongoing efforts to boost desired virtual mindsets and

behaviors across the organization.

Listen and empower your user community to “try new features” within purpose-driven guardrails

to build confidence.

Establish communications, training, resources, and programs to sustain adoption and realization

of perceived benefits and value.

A N A L Y Z I N G Y O U R R E S U L T S :

Now that you have a better understanding of where your virtual readiness stands today, let’s apply this information to your future plans to ensure a human-centered approach to virtual working, learning, and gathering.

C U LT U R E

L E A D E R S H I P S U P P O R T

T E C H N O L O G Y

W AY S O F W O R K I N G

C H A N G E C A PA C I T Y

Interpreting Your Score

Conduct an organization-wide cultural analysis to understand how behaviors

exhibited in your organization are aligned to business objectives.

Spend time talking to leaders to understand their mindsets toward

fostering connection, exploration, and autonomy in a virtual environment.

Get off to a good start with the right technology by conducting a

technology ecosystem analysis to prioritize your starting point.

Look for ways to foster transparency in work, activities, routines,

collaboration, calendars, and information among your team.

Conduct an analysis to understand your organization’s change capacity

and the impact of new ways of working on core business scenarios.

11–20

You appear to be well on your way. Keep it up by developing alliances

and communicating frequently.

Reinvigorate those cultural attributes that support a virtual workplace by

mobilizing culture ambassadors.

Celebrate successful work-from- home routines to demonstrate trust, recognize creativity, and foster learning among teams.

Go slow with the rollout of new features and be willing to reassess

if a feature is not effective or is simply not used.

Be willing to let go of “how we always worked” to reimagine how

collaboration and asynchronous work can create similar or better outputs.

Develop alliances and solicit their input to understand internal and external factors that may impact

absorption of key messaging.

Want more insights for interpreting your results?

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8D E S I G N I N G F O R T H E W H O L E B R A I N

F O C U S E D A T T E N T I O NSince our brain can’t pay attention to every piece of sensory information it receives, it focuses on what is most relevant—even in the virtual world. This phenomenon is called the cocktail party effect—our ability to focus on one thing in a noisy environment.

Ways of promoting focused attention in a virtual setting:

• Begin and end virtual experiences with the “why” (such as why you’re connecting, or why this topic matters). Context is king, and clarity is key.

• Use participant video wisely and make it optional when it doesn’t add a lot of value. Being on camera can simulate connection and engagement, but it can also create stress—many of us are hyper-aware of physical appearance, camera presence, and background environment.

• Encourage team members to turn off other devices and avoid multitasking. Dividing attention across tasks may feel more productive in the moment, but we’ve found that giving full focus is ultimately more productive for all involved.

• Integrate alternate environments in the overall experience, if possible (such as allowing participants to sit outside or get a change of scenery). Research shows that being in nature can improve cognitive functioning and overall mental well-being, and a change of pace to our normal work environment can spark new energy and ideas.

• Incorporate transition time between meetings and break times for larger sessions.

» Consider scheduling meetings for 25 minutes instead of 30 to allow for a pause or preparation before the next conversation.

» Incorporate breaks to re-focus or refresh for meetings longer than 90 minutes.

Neuroscience FactorsWorking in a virtual environment can place new neurological demands on employees. Thankfully, the brain is a muscle with an amazing ability to adapt. That’s why we recommend designing with the brain in mind when planning virtual experiences. You can do this by promoting focused attention, emotional resilience, and social connection. This approach will help employees connect, engage, and thrive. Let’s look at some ways to set up those neurons for success.

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9E M O T I O N A L R E S I L I E N C EVirtual work can be draining physically and emotionally, especially for those who are accustomed to being on site. Many employees are adjusting to new technology tools, process and policy shifts, and camera-based interaction. Recognizing the emotional well-being of our employees—and ourselves—can improve virtual meetings and ultimately boost productivity.

Ways of building emotional resilience:

• Start meetings with expressions of gratitude, personal reflections, or other thoughtful moments. It sets a positive tone for the rest of the experience.

• Pause for reflection or slow the pace. It will allow you to be mindful, increase your awareness of how the meeting is going, and adjust if needed.

• Be aware of your thought patterns and how they manifest in a virtual setting. Is frustration, exhaustion, or negativity coming through? Make time for self-care and encourage teammates to do the same.

S O C I A L C O N N E C T I O NA healthy brain has a basic need to belong to a group and form relationships. Social connection motivates our thoughts, actions, and feelings, which in turn impact our mental wellness and ability to perform. We should be particularly aware of and promote meaningful connection when increasing our virtual working.

Ways of facilitating social connection:

• Leverage technology for virtual activities aligned with your organizational culture. Keep these activities going to help employees feel a sense of membership and belonging.

• Make time for small talk, whether at the start of meetings or through scheduled check-ins or chats.

• Don’t overload yourself with virtual happy hours—space out these interactions to avoid social exhaustion.

• Consider quality over quantity and seek interactions that will be meaningful to you.

Key Neuroscience Research Articles:

Cognitive Load, Memory, and Instruction – Rebecca JohnsonThe Reason Zoom Calls Drain Your Energy – Manyu JiangThe Cocktail Party Phenomenon – Adelbert W. BronkhorstSocial Connection Makes a Better Brain – Emily Esfahani Smith

As we engage in more virtual activities, our brains will continue to adjust. If you design an experience that promotes focused attention, emotional resilience, and social connection, you’re allowing the brain to be better equipped to engage. And your team will appreciate the thoughtful and people-centered approach.

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C R E A T I N G M E A N I N G F U L E X P E R I E N C E S

U S I N G T H E V I R T U A L E X P E R I E N C E D E S I G N C A N V A S :The canvas begins by prompting you to outline your audience, purpose, and desired outcomes. You’ll then focus on the 5 Es, each representing a phase of your virtual experience: Entice, Enter, Engage, Exit, and Extend.

• ENTICE: Attract participants to the experience through intentional invitation by building anticipation and designing pre-activities to make the most of the time together. It’s an opportunity to consider inclusion and create scheduling that accounts for various time zones.

• ENTER: Set the virtual stage. This includes considerations for the virtual environment, but also providing context, goals, and objectives ahead of time to set the tone for the gathering. In addition, ensure that trainers and facilitators are well versed in virtual facilitation.

• ENGAGE: Create an experience that energizes and inspires participation by thinking through the design of interactions and pacing of the schedule. This includes multiple voices and perspectives, surprise elements, and a mix of independent work and group conversations.

• EXIT: Use the conclusion of the gathering to create memories and momentum. Capture and celebrate shared achievements, and also create clarity on the way forward.

• EXTEND: Commemorate and activate the experience beyond the gathering date. Make the insights from the event actionable and encourage individual accountability into the future.

Virtual Experience Design CanvasNow that we know how to get the whole brain engaged, let’s talk about design. When you’re designing a virtual experience—whether a team meeting, collaborative workshop, or large conference—it’s important to center the lens on the performer. During each phase of the experience, consider what you want them to:

• Think (This will be the best conference yet! This will give me the training I need to use this tool.)

• Feel (Encouraged; excited; inspired)

• Do (Review pre-meeting materials; watch an informational video; collaborate with other participants)

You can then focus on designing moments to drive toward those mindsets, emotions, and actions. It will also help you manage the energy flow, attention, breaks, and space people need to internalize, connect, and engage in a way that leaves lasting memories and changes behavior. The following Virtual Experience Design Canvas will help you map out those moments from the initial invite to sustained momentum afterwards—with a goal of achieving optimal engagement.

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11

Start with the big picture. Then consider what you want your participants to think, feel, and do during each phase to maximize engagement. When you’re done, you’ll have a clear idea of your purpose and specific strategies to help you achieve it!

Define your audience:

State the purpose of this virtual experience:

Describe the desired outcomes:

C O N T I N U E O N T H E N E X T P A G E !

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12E N T I C E

Attract participants to the experienceE N T E RSet the stage for our time together

E N G A G ECreate an experience that energizes and inspires

During this phase, participants should… During this phase, participants should… During this phase, participants should…

Strategies for achievingConsider these options: Teaser videos, Gift/materials mailed in advance, Themed itinerary, Pre-meeting activities or assignments

Strategies for achievingConsider these options: Virtual lobby with music and animation, Greeters who send welcome messages, Fun polls or shout-outs

Strategies for achievingConsider these options: Themed language, Virtual breakout sessions, Gamification, Offline activities or breaks, Live Q&A

C O N T I N U E O N T H E N E X T P A G E !

THINK:

FEEL:

DO:

THINK:

FEEL:

DO:

THINK:

FEEL:

DO:

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13E X I T

Create memories and momentumE X T E N DCommunicate and activate the experience

Strategies for achievingConsider these options: Voting or survey apps, Summary drawing exercise, Virtual board for posting follow-ups and thoughts, A virtual group “photo”

Strategies for achievingConsider these options: Peer pairings, 1:1 scheduled check-ins, Microsite with follow-up content

Now that you’ve designed an overall framework for your event, it’s time to pick your technology platform. Remember to let your desired outcomes guide you to the right choice!

During this phase, participants should… During this phase, participants should…

THINK:

FEEL:

DO:

THINK:

FEEL:

DO:

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C H O O S I N G T H E R I G H T T E C H

V I R T U A L W O R K I N G T O O L SConsiderations for team collaboration and productivity

Supports Small- to Medium-Size Team Meetings

Online Learning & vILT

Asynchronous Working

Audio

Chat – In Session

Chat – Outside of Session

Video

Filesharing – In Session

Filesharing – Outside of Session

FEATURES TO CONSIDER FEATURES TO CONSIDERNEED FOR VIRTUAL

EXPERIENCE?NEED FOR VIRTUAL

EXPERIENCE?

Features to ConsiderThere are countless online platforms that can support your virtual experience, but not all of them will be built to fulfill your organization’s objectives. As you consider your options, start with these high-level questions:

• What platforms do you have access to? Will you purchase a subscription, leverage a free service, or use what your organization already has available?

• How many people will be involved in your experience?

• What systems already have widespread adoption in the organization? (Employee familiarity might outweigh other considerations.)

• What technology elements are must-haves (video, screen-sharing) vs. nice-to-haves (breakout rooms, polls)?

After exploring these questions, consider which individual tech features would help you reach your virtual experience goals. Would a digital whiteboard increase engagement? Would filesharing facilitate group collaboration during an activity? Having clarity around your constraints, goals, and objectives will allow you to choose the platform best suited to your event. Use the charts below to explore potential features and determine which are most important.

Breakout Rooms

Screen-Sharing

Whiteboard

Recording

Polling

Deployment – Cloud

Deployment – On Premises

Meeting Setup Integration with Email

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15V I R T U A L L E A R N I N G T O O L S

Considerations for creating and delivering a live learning experience

V I R T U A L G A T H E R I N G T O O L SConsiderations for a large-scale virtual event

Online Learning & vILT

Audio

Chat – In Session

Chat – Outside of Session

Video

Filesharing – In Session

Filesharing – Outside of Session

Breakout Rooms

Screen-Sharing

Whiteboard

Recording

Polling

Deployment – Cloud

Deployment – On Premises

Meeting Setup Integration with Email

Virtual Lobby

Live Event Tech Support

Production Support

Marketing Campaign Features

Custom Branding

Virtual Labs

Hands-on Workshops

Virtual Auditorium

Breakout Rooms

Vendor Hall

Live Q&A

Group Chat

Live Broadcast Studio

Audience Insight

Announcements

Networking Lounge

Gamification

Surveys/Polls

Host Docs and Resources

Multilingual Support

On-Demand Access

Automated Reporting

Black & White Listing

Mobile-Friendly

FEATURES TO CONSIDER FEATURES TO CONSIDERNEED FOR VIRTUAL

EXPERIENCE?NEED FOR VIRTUAL

EXPERIENCE?

Now that you’ve identified the desired features for a technology tool, it’s time to pick your platform!

Luckily, we’ve done some comparisons for you. Check out this Technology Tools Blog Post to see our tech tool comparisons between some popular virtual working platforms. Don’t forget that choosing the platform is the first step. Build an intentional communications and training plan to ensure that your team is equipped to adopt the platform successfully and sustain the new ways of working.

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L E A D I N G A V I R T U A L E X P E R I E N C E

K E Y C O N S I D E R A T I O N S :• Keep things short and sweet. Shorter sessions can increase impact and reduce fatigue.

• Set an intentional schedule and purpose for your session. This will keep you focused on goals and action steps as you facilitate.

• Introduce participants to new tools prior to the session. This way, the focus stays on connecting and not troubleshooting!

• Include plenty of transitions and brain breaks. Facilitators also should intentionally reset; take deep breaths during breaks to relax and focus.

• Double the fun with a co-facilitator to help you manage technology and audience questions.

• Embrace creativity and find new ways to create connection and achieve your goals.

Virtual Facilitation Tips and StrategiesEven with the right tools, technology, and program design, engaging a remote audience can be challenging. Regardless of the kind of session you’re facilitating—whether it’s a “sage on stage” lecture or a collaborative problem-solving meeting—taking an agile, human-centered approach will help you get the most out of your virtual gatherings.

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17E N G A G I N G P E O P L E V I R T U A L L Y

Facilitating a meaningful virtual experience requires thought and planning. Here are some strategies to consider when establishing your virtual presence.

Envision nonverbal cues.

You may not have visibility to participant reactions in real time. Try to imagine

or visualize the reactions of the people you’re interacting with.

Personalize moments when appropriate.

Consider starting meetings with a personal story or a poll question. If it’s a more

informal audience, show off your workspace or your pet to create a warm vibe.

Make peace with delayed feedback.

Put extra thought into the appropriate interactivity level for your virtual setting.

Anticipate not receiving feedback until after the event ends. If insecurity comes knocking, stay in the present and re-focus on your objectives.

Consider your camera position and lighting.

Adjust the angle of the camera so that the image of your face is at a comfortable viewing

level for others. Try not to “look down” on participants. If possible, find a spot where

the primary light source is in front of you (this prevents back-lighting, which makes it hard for participants to see your facial expressions.)

Don’t be afraid to tackle tough issues.

It may seem natural to wait to discuss tough issues until everyone is in person, but it may not be an option. Once your team reaches a

certain degree of comfort with virtual meetings, don’t be afraid to broach tricky topics.

Convey warmth and presence.

Create a positive, comfortable atmosphere for your participants by using a friendly tone, smiling when appropriate, and making eye contact with your webcam. In some cases, a professional, respectful tone is needed. Remember that expectations are different

everywhere. If possible, gain a sense of your audience’s cultural norms prior to the event.

Looking to train your leadership team on virtual facilitation?

We can help!

BBOOOOMM

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18M A K I N G T H E P I V O T

Most leaders have faced it at this point: the decision to move a planned in-person event to a virtual experience. Here are some digital alternatives to common in-person activities:

Warm-up exercise asking table groups to find three things they all have in common.

Objective: Learn something new about each other.

Brainstorming with sticky notes.

Objective: Externalize lots of ideas.

Voting with colored sticky dots to gather input.

Objective: Visualize group preferences.

Facilitate an open discussion about challenges or questions.

Objective: Create an artifact that distills your idea, value proposition, and action plan.

Have everyone describe themselves by sharing a picture in the chat or holding a

photo (or object) up to their webcam.

Advantage: These props make it easier for people to share something personal, which increases participant connection. (Be sure to include the

ask in the pre-meeting communication.)

Capture ideas in a shared Word doc, or have everyone type their ideas separately during

a break and then share out at the end.

Advantage: Working independently creates an opportunity for deep thinking. Having private time before sharing helps prevent groupthink.

Use a poll or the built-in voting functionality in your digital facilitation tool.

Advantage: This speeds up the process and allows for additional rounds of voting. If you’re working within a shared document and your voting features are

limited, you can have people type “+1” next to ideas.

Create small-group breakout rooms and have a virtual workspace or whiteboarding tool with templates.

Advantage: Digital whiteboarding tools make it easy to build compelling visuals; templates make it possible to guide cohesive and targeted interactivity.

TRADITIONAL FACILITATION ACTIVITY DIGITAL-FIRST ALTERNATIVE

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19S T E P S F O R S U C C E S S F U L F A C I L I T A T I O N :

1. Plan for hand-offs and interaction.

• Create a purposeful introduction.

• Determine how to address on-the-spot participant questions. (This is where a co-facilitator is helpful.)

• Consider how to manage your virtual presence. (You’ll find several options in the Engaging People Virtually section.)

2. Prepare your presentation spaces.

• In your digital space:

» Familiarize yourself with all the available features of your meeting platform so you can plan for how you’ll be using them.

» Complete tasks that can be done in advance (such as poll set-up, uploading materials, or creating breakout room templates).

» De-clutter your computer environment and desktop; close unnecessary browser tabs or apps; turn off or silence devices and notifications.

» Have any needed files you’ll be screen-sharing, links, or text prompts lined up and ready to go.

• In your physical space:

» Gather any materials you’ll need to have on hand during the session.

» Minimize chances for distraction by ensuring a quiet space with little to no background noise or activity.

» Have water or a drink nearby.

» Consider posting visual cues around your monitor as a reminder to breathe, smile, check in with your audience, etc.

3. Do a walkthrough session with your team.

• Identify and assign potential tasks and roles needed (e.g., chat monitor, tech troubleshooter).

• Practice the intro, conclusion, and presenter transitions.

• Align on how you’ll each interact with the audience.

4. Shine when you go live!

• Start the meeting well rested and hydrated.

• Don’t forget to have your water on hand.

• Be flexible! Roll with the punches and stay focused on main goals.

The key to any well-facilitated experience, whether in person or virtual, is to create unique moments of connection. When you pair a brain-based approach with creativity, personality, and ingenuity, your virtual meeting will allow you to build relationships, spark thinking, and generate ideas for the future—all while creating momentum, action, and sustainability.

W E ’ R E H E R E T O H E L P

Building the next phase of virtual work in a way that helps people do their best work is exciting terrain. It’s not easy, but we’re encouraged by the innovation, creativity, and

people-centered approaches that leaders like you are bringing to life.

We hope this playbook provides clarity about where your organization is on the journey, as well as helpful considerations for your path forward.

The ideas in this guide are a collection of perspectives from client partnerships focused on virtual working, learning, and gathering. However, we know every organization faces unique

challenges. If you’d like to connect with a TiER1 consultant to discuss how to activate strategies for virtual success across work teams and regions, we’d love to chat.

Every day we partner with leaders to activate strategies through people. As the need to adapt and evolve strategies increases, people remain the greatest asset in activating them.

Want to learn more? Let’s talk!

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T H R O U G H people

C U S T O M S O L U T I O N S T H A T activate S T R A T E G Y

Strategy is only as valuable as the activation behind it: how it shows up, how work gets done,

how your employees own it, and how your customers experience it.

Every organization has different strategic priorities—and therefore different needs. We custom-craft the solution that is right for you.

ConsultIdentify and align on performance factors needed for activation.

In addition to driving clarity around the desired future state, we partner to understand how the unique dynamics of your organization (culture, leadership, roles, systems, etc.) intersect and in�uence each other to create opportunities and overcome barriers for successful strategy activation.

DesignCreate the performance experience and everything needed to sustain it.

We deliver the plan and detail needed for your people to be empowered and aligned around your strategy: outlining key training, communication, performance support tools, technology, and associated timelines in a clearly articulated blueprint, journey map, or experience design.

BuildActivate strategy through engaging, results-focused deliverables.

From custom technology to high-volume communication and training, our studio teams of instructional designers, software developers, designers, copywriters, and videographers create engaging deliverables that allow your people to have what they need when they need it—boom, strategy activated.

SYSTEMS ADOPTION • DIGITAL TRANSFORMATION • EXPERIENCE DESIGN • CHANGE STRATEGY • ONBOARDING • SALES ENABLEMENTPERFORMANCE MANAGEMENT • TALENT DEVELOPMENT • CUSTOM PORTALS • CULTURE • CORPORATE COMMUNICATIONS

H O W W E activate S T R A T E G Y

tier1performance.com

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C O N T R I B U T O R S

AUTHORS:

Jim Ruberg Managing Director, Vir tual Strategies

Andrew Stewart

Andy Erickson

Corey Leverette

Gina Bucalo

Grant Simmons

Heather Huber

Joe Jahnigen

Keera Godfrey

Noah Adler

Nick Pineda

Stephanie Roberto

TiER1 has a vast team of subject matter experts in virtual working, learning, and

gathering who have contributed to this work. Reach out if you’d like to connect!

WRITING & EDITING:

Carlina Scalf

Janaki Warner

Sarah Ehrnschwender

DESIGN:

Amanda Rapien

© 2020 T i ER1 PE RFORMA NCE .