Question 1 of 5
How do you choose your meeting format – in person, digital, or hybrid?
Practical considerations matter, but the format should ideally be driven by the purpose of the meeting. (2 p)
Good. When possible, form should follow function. In-person meetings work best for building team cohesion, resolving conflicts and making complex decisions. Digital meetings suit short check-ins and simpler decisions. Hybrid is useful when broad participation is the priority. (3 p)
Hybrid is the most demanding meeting format. Power tends to concentrate in the physical room, and remote participants risk becoming passive listeners. Choose hybrid only when there is a good reason – not as a default convenience – and make sure the meeting leader actively includes everyone on equal terms. (1 p)
Question 2 of 5
How do you function as a meeting leader – or in the role of chair?
Structure matters, but the meeting leader’s role also includes driving toward clear decisions and stating them explicitly. Otherwise groups tend to leave meetings with different understandings of what was decided. (2 p)
That is the essence of good meeting leadership. Making the unclear clear prevents drift in interpretation and gives the meeting real impact. (3 p)
Everyone in a meeting influences its quality – not just the person holding the agenda. But if you never lead meetings, there is a development area here. Perhaps time to try? It tends to make us better participants too. (1 p)
Question 3 of 5
How do you handle participants from different cultural backgrounds and expectations?
This is a common but costly approach. Assuming everyone knows how meetings work is one of the most frequent causes of misunderstanding in multicultural settings. What feels natural – how to take the floor, how much silence is acceptable, how to give feedback – varies significantly across cultures. (1 p)
Awareness is an important first step. The next is to use concrete tools and establish meeting norms so that everyone can and wants to participate. (2 p)
That is the core of good meeting leadership in global and culturally diverse settings. One useful approach is to set a formality level – a kind of dress code for the meeting – and communicate it before the session. (3 p)
Question 4 of 5
How do you involve participants who are quiet or passive during the meeting?
This approach favours those who already take up space. Silence in a meeting can stem from hierarchy, group loyalty, language barriers or simply not having been invited to contribute. The meeting leader has an active responsibility to create conditions for everyone to participate. (1 p)
This is an effective and inclusive approach. Structured methods are especially important in groups with strong hierarchy or group loyalty, where spontaneous participation is uncommon. Actively inviting input – rather than waiting for it – produces better and more representative results. (3 p)
This can work well in groups with low hierarchy. In other settings it can be counterproductive – directing a question at a junior person in front of their manager may create discomfort rather than inclusion. You need to know your group. (2 p)
Question 5 of 5
You are leading a meeting and realise you will not get through all the agenda items. What do you do?
Pushing through the agenda at the expense of quality rarely leads to good decisions. Rushed discussions tend to produce unclear outcomes that no one truly owns afterwards. (2 p)
Open conversation can be valuable, but as meeting leader you are responsible for delivering an outcome. Without active steering, the meeting risks feeling productive in the moment but leading nowhere. (1 p)
That is the essence of good meeting leadership. Making the prioritisation visible – rather than silently rushing or following the agenda blindly – shows that you own the meeting rather than the meeting owning you. (3 p)
Your result
5 p15 p
