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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,?！币虼耍?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,?！倍谧约核硎龅挠^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)言的一種方式就是安排會(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,?！?/p>

????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)

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.