Category: Best Practices

man presenting during a meeting

What Makes a Good President’s Report at a Condo AGM?

Posted on by Matt McEwan

What Makes a Good President’s Report at a Condo AGM?

Posted on by Matt McEwan

A well-prepared President’s Report provides owners with a clear, high-level overview of the condominium corporation’s progress, challenges, and priorities while helping build trust in the board’s leadership.

At a condominium Annual General Meeting (AGM), owners are looking for reassurance, transparency, and signs that the board understands the community’s needs. A strong report helps translate a year of board work into an update owners can actually follow. It should inform, educate, and reinforce confidence without becoming too technical or too long.

Who Is the President’s Report For?

The President’s Report is prepared primarily for unit owners, though it may also be reviewed by property managers, board members, auditors, and other stakeholders involved in the corporation’s operations.

Because condominium communities often include owners with varying levels of familiarity with governance, financial reporting, and operational matters, the report should balance professionalism with accessibility. The goal is to communicate important information clearly without relying heavily on technical or legal terminology.

An effective report acknowledges that owners bring different levels of engagement and understanding to the AGM and aims to ensure all attendees leave with a clearer understanding of the corporation’s direction and priorities.

What Is the Purpose of a President’s Report?

The President’s Report functions as a high-level communication tool that helps owners understand what the board has done, what challenges it is managing, and what comes next.

At its best, the report serves three core purposes:

  • Inform owners: Summarize major projects, decisions, and results from the past year
  • Educate the community: Explain key issues, responsibilities, or decisions in plain language
  • Build trust: Show owners that the board is transparent, prepared, and focused on the community’s interests

The AGM is often one of the few times the board communicates directly with the ownership as a whole, so a well-prepared report can shape how owners view the board’s competence and credibility.

What Should a President’s Report Include?

A strong President’s Report usually includes a small number of clear, high-value sections rather than a long list of disconnected updates.

Common elements include:

  • Opening remarks: A brief welcome and acknowledgment of key contributors
  • Year in review: A summary of important accomplishments, improvements, or completed projects
  • Challenges and resolutions: Honest discussion of ongoing issues and how the board is responding
  • Financial and operational context: High-level explanation of major financial or operational developments
  • Future priorities: A look at what the board is focusing on next
  • Recognition: Appreciation for staff, volunteers, managers, or fellow board members where appropriate

The most effective reports do not try to replace the financial statements, manager’s report, or meeting minutes. Instead, they connect the most important information into a clear narrative that owners can follow.

How Can You Make a President’s Report Easier for Owners to Follow?

To make a President’s Report easier to follow, keep it clear, focused, and designed for a mixed audience.

Best practices typically include:

  • Simplifying complex concepts
  • Using plain language instead of industry jargon
  • Giving enough context without overwhelming the audience
  • Focusing on key takeaways rather than every detail
  • Using visuals selectively when they improve understanding

For example, if the board wants to explain a major repair project, reserve fund issue, or bylaw-related decision, it helps to explain what changed, why the board acted, and what owners should understand going forward. This is where thoughtful structure matters as much as the information itself.

What Can Weaken a President’s Report?

A President’s Report becomes less effective when it is vague, overly long, too technical, or too one-sided.

Common problems include:

  • Glossing over challenges and making the report sound incomplete
  • Overloading owners with detail that is better suited to another document
  • Relying on jargon or unexplained legal and financial terms
  • Presenting updates without enough context to make them meaningful
  • Sounding defensive, informal, or poorly prepared

These issues can make owners feel excluded rather than informed. In some cases, they can also create the impression that the board is not fully in control of the issues affecting the community.

How Should the President Deliver the Report?

The strongest President’s Reports are delivered with clarity, confidence, and a focus on owners’ concerns.

A few practical delivery tips include:

  • Start with a clear purpose
  • Keep the report concise
  • Use slides only when they support understanding
  • Be honest about unresolved issues
  • Explain complex decisions in simple terms
  • Rehearse aloud before the meeting

Delivery matters because even a well-written report can lose impact if it feels rushed, disorganized, or overly scripted. Owners should leave the AGM feeling informed and reassured, not overwhelmed.

Make Your AGM Easier With Professional Minute Taking

Preparing the President’s Report is just one of many responsibilities your board manages before the AGM. While you’re focused on communicating the corporation’s progress, priorities, and plans for the future, Minutes Solutions can take minute taking off your plate.

Our professional condominium and HOA minute takers attend your AGM and prepare clear, accurate minutes that capture the decisions and discussions from the meeting. With one critical administrative task handled by experienced professionals, your board can stay focused on engaging with owners and delivering an effective Annual General Meeting.

Contact Minutes Solutions to learn how our AGM minute-taking services can help your board save time and ensure your meeting records are complete, professional, and reliable.

Frequently Asked Questions

What is a President’s Report at a condo AGM?

A President’s Report is a high-level presentation delivered at the AGM that summarizes the corporation’s progress, challenges, and priorities for owners.

What should be included in a President’s Report?

It should typically include a year-in-review summary, major accomplishments, key challenges, future goals, and recognition of important contributors.

Why is the President’s Report important?

It helps owners understand the board’s work, builds trust through transparency, and gives the community a clearer picture of the corporation’s direction.

How long should a President’s Report be?

It should be long enough to cover key updates clearly, but concise enough to hold attention and leave detailed discussion to the rest of the AGM or Q&A.

How Often Should Community Association Boards Meet?

Posted on by Matt McEwan

How Often Should Community Association Boards Meet?

Posted on by Matt McEwan

Community association boards serve the community by maintaining the quality of life in condominiums, homeowners associations, and cooperatives. They are responsible for the governance and management of the community, ensuring that residents’ needs are met and community standards are upheld. To achieve this, a board must meet regularly to conduct business and make decisions essential for fostering a successful and thriving community. But how often should community association boards meet to fulfill their role? Here are some factors to consider.

Local Laws and Bylaws:

Local laws rarely specify how often board meetings must occur, but it is worth checking the regulations that govern your community association. Some jurisdictions have sunshine laws requiring certain meetings to be open to community members. Additionally, your board’s governing documents, particularly the bylaws, usually outline the minimum number of required meetings. Adhering to these guidelines is essential, as failing to do so undermines the board’s responsibility to maintain proper governance practices. However, boards may need to meet more often based on the specific needs and circumstances of their community. 

Age and Size of the Community

The age and size of a community can greatly influence how often board meetings are needed. Newer communities may require more frequent meetings to address initial setup issues, such as establishing governance documents, creating budgets, and addressing new residents’ concerns. In contrast, older communities with established systems may not need to meet as often. Larger communities, with more residents and potentially more issues to manage, might benefit from more frequent board meetings, such as monthly or bi-monthly meetings to ensure all issues are addressed promptly. Smaller communities might find quarterly meetings sufficient to manage their affairs effectively.

Recent Events and Crisis Management

Recent events can significantly impact the need for more consistent board meetings. For instance, a community recovering from a natural disaster, like a hurricane, may require regular meetings to coordinate recovery efforts, manage insurance claims, and communicate with residents. Once the crisis has passed, the meeting schedule can return to normal. 

Similarly, when a new board replaces one found to be corrupt or neglectful, more regular meetings are likely necessary to resolve existing issues swiftly, communicate progress to residents, and rebuild community trust. This proactive approach is essential for stabilizing the community and laying the groundwork for long-term improvements.

Level of Community Engagement

In communities where board meetings are open to the public, regular meetings can enhance transparency and trust by providing a platform for residents to voice concerns, ask questions, and stay informed. However, while residents appreciate this opportunity, many do not consistently attend meetings. Therefore, to increase turnout and engagement, boards should maintain a fixed meeting schedule, include agenda items that interest residents, and ensure they follow through on approved decisions. 

Benefits of More Regular Meetings

Regular meetings offer several key benefits, including timely decision-making, which prevents issues from escalating or being neglected, especially for maintenance requests, financial planning, and community disputes. They enhance communication among board members and between the board and the community, leading to better understanding and cooperation. Regular meetings also hold board members accountable for their tasks and responsibilities, building trust within the community and keeping members focused. Finally, more regular meetings allow the board to address issues proactively, saving time and resources in the long run. 

Balancing Frequency with Efficiency

While it’s important to meet frequently enough to address community needs, boards must also avoid meeting so often that it becomes inefficient. Meetings require time and resources, and overly frequent meetings can lead to burnout among both community managers and board members, reducing productivity. Finding the right balance is essential. Boards should establish a meeting schedule that allows for thorough discussion and decision-making without overwhelming the board members, management team, or the community. 

Ultimately, the frequency of meetings should balance the community’s needs and activity level, ensuring effective governance and timely decision-making without risking burnout.

How to Ratify Decisions Made Outside of Board Meetings

Posted on by Matt McEwan

How to Ratify Decisions Made Outside of Board Meetings

Posted on by Matt McEwan

Did you know that the decisions your board makes outside formal meetings are often not legally binding until they are ratified at the next properly constituted meeting?

In many jurisdictions, boards are required to conduct business in meetings where members can communicate live and in real time. Unless local legislation or your organization’s bylaws explicitly allow otherwise, decisions made between meetings, such as by email, must be formally ratified at the next board meeting to be valid.

An informal decision that is not ratified at a formal meeting can create legal and governance risks. A court or governing body may deem the decision unenforceable, which can lead to disputes, delays, or the reversal of previously approved actions. Clear, well-structured documentation, often supported by professional minute-taking services, helps ensure these decisions are properly recorded and defensible.

How Do You Ratify Decisions Made Outside a Board Meeting?

To ratify decisions made outside a meeting, boards must formally confirm those decisions at the next properly constituted meeting and document the approval in the minutes.

  • Reserve informal decision-making for routine or time-sensitive items only
  • Include ratification as a clear agenda item at the next board meeting
  • Ensure proper notice is given, and a quorum is met according to your bylaws or local legislation
  • Provide supporting materials, such as email threads or quotes, in the meeting package
  • Confirm the decision through a motion or documented consensus
  • Record the ratification clearly in the meeting minutes

Decisions can be ratified through a formal motion or, in smaller boards, by unanimous or general agreement. In all cases, the outcome must be clearly documented in the minutes as the official record. Many organizations rely on consistent processes, including virtual minute-taking, to ensure nothing is missed.

How to Document Ratification by Formal Motion

Boards typically ratify decisions through a formal motion passed during a meeting and recorded in the minutes.

For example, if multiple decisions were made between meetings, they can be grouped into a single motion:

On a motion made by John Smith, seconded by Jane Doe, it was resolved to ratify the email approvals of the following quotes:

  • JJN Renovations – $2,599 plus tax to supply and install 10 stainless steel corner guards
  • Pro-Tech Glass Windows and Doors Ltd. – $7,624.58 (tax included) to replace nine glass panels in various units
  • Signature Electric – $2,320 plus tax to repair deficiencies related to thermographic scanning

Motion carried.

Alternatively, each item can be recorded under its own heading to improve clarity and searchability in the minutes:

JJN Renovations

On a motion made by John Smith, seconded by Jane Doe, it was resolved to ratify the email approval for JJN Renovations to supply and install 10 stainless steel corner guards for $2,599 plus tax. Motion carried.

Pro-Tech Glass Windows and Doors Ltd.

On a motion made by John Smith, seconded by Jane Doe, it was resolved to ratify the email approval for Pro-Tech Glass Windows and Doors Ltd. to replace nine glass panels in various units for $7,624.58 (tax included). Motion carried.

Signature Electric

On a motion made by John Smith, seconded by Jane Doe, it was resolved to ratify the email approval for Signature Electric to repair the deficiencies related to thermographic scanning for $2,320 plus tax. Motion carried.

Can Boards Ratify Decisions Without a Formal Motion?

Yes, boards can ratify decisions by consensus when all members present agree during the meeting, and the approval is clearly recorded in the minutes.

This approach is more common in smaller boards or organizations with less formal procedures. The key requirement is that the agreement is explicit and documented.

For example:

“The Board ratified the email approval for JJN Renovations to supply and install 10 stainless steel corner guards for $2,599 plus tax.”

Even in less formal environments, consistency in documentation is essential. Many boards use standardized formats and processes taught in minute-taking training courses to maintain clarity across meetings.

What Are the Legal Requirements for Ratifying Board Decisions?

The rules around ratifying decisions made outside meetings depend on your jurisdiction and governing documents.

For example, legislation in some jurisdictions requires meetings to allow participants to communicate simultaneously and instantaneously, which generally excludes email-based decisions from being considered valid meetings. In these cases, ratification at a formal meeting is required.

Boards should always review applicable legislation and their bylaws to confirm:

  • Whether decisions can be made outside meetings
  • How those decisions must be ratified
  • What constitutes a valid meeting

When legislation and bylaws differ, legislation takes precedence. In governance-focused environments such as condo and HOA boards or local government meetings, these requirements are often more strictly defined.

Need a go-to reference for your board? Download our “How to Ratify Decisions Made Outside of Board Meetings” guide:

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Looking to strengthen your internal processes? Explore Minute Taking Fundamentals for practical training:

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Frequently Asked Questions

What does it mean to ratify a board decision?

Ratifying a board decision means formally approving and confirming a decision that was made outside a properly constituted meeting so that it becomes legally valid and part of the official record.

Are decisions made by email legally binding?

In many jurisdictions, decisions made by email are not legally binding unless they are later ratified at a formal meeting. Some legislation requires real-time communication for decisions to be valid, which email does not meet.

When should a board ratify decisions made outside a meeting?

Boards should ratify informal decisions at the next properly constituted meeting where a quorum is present, and proper notice has been given.

Do all board decisions need to be ratified?

Only decisions made outside formal meetings typically need ratification. Decisions made during a valid meeting with quorum and proper procedure are already binding.

How should ratified decisions be recorded in meeting minutes?

Ratified decisions should be clearly documented in the minutes, either as part of a formal motion with a mover, seconder, and outcome, or as a recorded consensus, depending on the board’s process.

If You’re on Time, You’re Already Late

Posted on by Matt McEwan

If You’re on Time, You’re Already Late

Posted on by Matt McEwan

Ever rushed into a meeting in the nick of time and pretended to have your bearings, even though your mind was racing to catch up? The meeting starts, but wait, you haven’t opened your template or pulled up your agenda! Your laptop isn’t plugged in and you didn’t have a moment to learn everyone’s names. You manage to focus after about 10 minutes, but by then you’ve likely missed a piece or two of critical information. Later, when you’re editing, you’re spending twice the time you normally would combing through the recording (if you had time to set up your recording device at all!)

Who hasn’t had a boss turn the phrase, “If you’re on time you’re already late”? In the world of minute taking, where motions can signify the movement of massive dollar amounts, this certainly holds true. Being late affects you in several ways:

You look unprofessional

Being on time “gives others insight into how you view them and yourself.” — cydcor.com

In the professional world, meetings begin at the proposed start time. Period. When building a professional relationship, employers may not want to work with you again if they think there is even a possibility you will be consistently late. Tardiness can make it seem like you don’t take yourself, or your profession, seriously.

There is no excuse

In the modern world, there are many technologies that help us to be on time. Between transit tracking apps and maps, we have several different ways to move through the city. If there is a personal or family emergency, be honest and communicative. Everyone knows you’ve got a cellphone, so use it.

Lateness causes stress

Being late does not just stress out your employer, who is counting on you to deliver a professional document that begins with the start of the meeting, the call to order. A survey of 2,000 adults by natural health company A.Vogel found that 81% said “being late is the No. 1 cause of [my] stress.” We don’t like to be late, so why do we do it? It just might be that those habits seem impossible to break.

How to Break the Tardiness Cycle

Being late will continue to affect your job performance until you take steps to improve your habits. Here are some simple adjustments to get yourself on track:

  • Plan for trouble: Always add 25% to your estimated travel time.
  • Pack your bag well before you have to leave: God forbid you end up without the materials or technology you need when important information is at stake.
  • Use tech: There are several time-tracking apps you can download on your phone to log your actions and learn how long typical tasks take to complete.
  • Trick your calendar: Schedule events in your calendar for 10 minutes earlier than they actually take place so your reminder comes a little early.

 

It may feel hard to change when you’re used to relying on the fastest travel times or trying to squeeze in one more email before you head to work, but with persistence, your efforts will be noticed and appreciated by employers and colleagues alike.

 

The Importance of a Good Agenda

Posted on by Matt McEwan

The Importance of a Good Agenda

Posted on by Matt McEwan

Ever been in a meeting that was called about a certain topic, only to find that some completely irrelevant tangent ends up dominating the discussion?

A critical tool for keeping a meeting productive and on track is the often-underestimated agenda. Preparation is key to crafting a clear, defined road map that sets the framework for an efficient and functional meeting, even if the dynamic isn’t particularly harmonious.

If a board doesn’t use an agenda for its meeting, or relies on one that isn’t well thought out, it can end up having a wide-ranging, aimless discussion that achieves nothing.

The following steps show how to craft a good agenda that will mitigate redundant conversations and poor time management in meetings and ensure the group gets to the point quickly and stays focused.

1. Define the goal

Before putting down the first agenda item, answer this question: “What do we want to accomplish at this meeting?”

The person drafting the agenda should understand the priority of each topic to be discussed and develop a hierarchy of points that need to be covered to build a strong skeleton for the meeting. Reviewing the previous minutes in advance is a good practice as there may be subjects that are carried over from one meeting to the next. This gives the agenda a clear direction.

2. Everything has its time

In an ideal world, every topic can be discussed effectively during a meeting. The reality is: the longer the meeting, the greater the chance of attendees losing focus. Pick subjects for the agenda that require planning or action soon, not far down the road. For example, a discussion about snow removal next winter might not get on the agenda for a May meeting, whereas cleaning a parking garage or outdoor pool maintenance should make it on if decisions are required more imminently.

Suggesting a time limit beside each topic reminds participants they must keep their comments concise and relevant in order for the meeting to adjourn on time.

3. Drafting the agenda

When actually writing the agenda, topics should be outlined clearly and succinctly and can be listed in order of priority. Much like a concise resume, an agenda should be no more than one page. This sets the tone for the meeting — too many topics from the get-go can seem overwhelming.

Of course, there are standard items that should be on every agenda, such as:

  • Who the meeting is for (organization name)
  • Date/time/location
  • Call to order
  • Approval of agenda
  • Date/time of next meeting
  • Termination

The content between these headings is what is most important in creating an agenda that will deliver the desired outcome of a board meeting. For example, if one objective is to review the manager’s report, then “Management Report Review” should be one of the headings, with subtopics below. Subtopics act as an agenda within an agenda and add clarity and direction.

A good agenda is futile if nobody enforces it. The meeting chair should use the agenda as a roadmap and, if conversations stray off-topic, it is the chair’s duty to get everyone back on track. Long meetings can be costly and ineffective, and an agenda can act as the first checkpoint to ensure meetings stay on course.

The goal of a meeting is to reach outcomes and decide tasks or next steps. With a good agenda and someone to enforce it, the meeting has a much better chance of being efficient and successful.

 

Trouble with Board Meetings?

Posted on by Matt McEwan

Trouble with Board Meetings?

Posted on by Matt McEwan

Formal meetings often bring together a myriad of personalities and personal agendas. Most board members have probably attended meetings slated to last one hour and have watched, with a sinking feeling, the clock tick past the three- or four-hour mark, with no decision or identified next steps in sight.

In the condominium world, meetings take place several times a year — often monthly, but sometimes more frequently if there are contentious or pressing items that require a decision.  Every now and then, a meeting needs a lot of time to lay out the topics and discuss each one prudently, ensuring that everyone can share their piece and hopefully come to an agreement.

However, some lengthy meetings are strictly the result of poor organization or an inattentive or inexperienced chair. The stark fact is that long meetings can often be inefficient and costly due to meeting rooms that are booked by the hour or a third-party minute taker who is paid hourly. On top of that, there is the opportunity cost of participants’ time. Most condo board members are volunteers and often busy people: the longer the meeting, the less time they can allocate to other matters, whether personal or professional.

Time and again, condo meetings, if only organized and orchestrated correctly, can be effectively conducted to achieve everything that is outlined. The issue often comes down to the conduct of the board, sheer disorganization and the inability to narrow down the salient topics. This is where guidelines on facilitating organized meetings can help tremendously. Here are a few things to consider:

Send the Meeting Package in Advance: The meeting package should include all documents that are to be reviewed, discussed or approved at the meeting, including the agenda and/or management report, financial statements, previous minutes and quotes from potential vendors. A well-outlined agenda will go a long way to cutting down your meeting time as it should clearly set out what is to be discussed and allows board members to prepare for anticipated discussions in advance. Reviewing the complete package, including previous minutes, prior to the meeting will allow conversations to take a more regimented course. Topics of discussion and amendments may arise from previous minutes, however, reviewing items in advance allows them to be approved promptly and potential changes can be discussed quickly.

Pre-Meeting Communication: Email communication prior to meetings is a great tool to save time when the board gathers. Before meetings, boards should send via email a list of approvals that will be needed. If everyone agrees to the approvals in advance, they can be confirmed via resolution at the meeting and adopted into the minutes. This will significantly limit conversation about motions and topics on which most board members already agree. Reconfirming the meeting with members and guests 24 hours prior to start time will also help eliminate the potential for a meeting to not make quorum. It is not uncommon for a board member’s availability to change right before a meeting and they may overlook the need to notify the rest of the board. A good practice is for boards to schedule their meetings at the start of the year, for the following 12 months, as this helps to reduce scrambling and rescheduling.

A Defined Start and End Time: Everybody’s time is valuable. Although discussions may go longer than anticipated, this puts a conscious timeline on the meeting, encouraging participants to respect the clock. Announcing when there are 30 minutes left in the scheduled meeting time reminds participants a limited amount of time remains to complete any outstanding agenda items.

Appoint a Strong Chair: The chairperson is essentially the quarterback of a meeting and should possess the ability to mediate conflict and prevent dialogue from getting out of control and off course. A good chair will effectively manage the agenda, take control when necessary and steer the meeting back on course from potential tangents. Sometimes subsidiary topics that are brought up are relevant; however, as opposed to a free-for-all on these new topics, it is up to the chair to allocate time to discuss these additional items.  Anything newly posited should be put on the agenda of a subsequent meeting so that new topics can be addressed in an organized manner. A good chair will also repeat and summarize motions for clarification. After motions are passed, sometimes there is still discussion due to a lack of clarity; repeating these items will clear up confusion and assist the minute taker in recording the motions accurately.

Avoid Table Talk: It is human nature for people to socialize and talk about everyday topics such as the weather, family, sports, etc. However, to run an efficient meeting, these conversations should be saved for before or after the meeting.

A Compliant Board: Yes, opinions and ambitions often differ in a meeting — that is the beauty of a democracy. However, board members should respect the time and opinions of others and acknowledge the current tasks at hand.

Minutes and Action Items: A good set of minutes with clear action items will set you up for success at your next meeting. Clear action items will let people know what they are tasked with for the next meeting and will hold people accountable. If members forget what their tasks are for the next meeting, they can always consult the previous minutes to see what needs to be accomplished. Showing up to a meeting without having tasks completed, or even acknowledged, can cause the meeting to veer off course before it even begins.

If a board follows these steps, meetings will achieve a more professional discourse and debates can be controlled in a tactful and time-effective manner.

Minutes Solutions is a professional third-party minute taking company specializing in condo board meetings since 2008. Please don’t hesitate to contact us with any questions: marko@minutessolutions.com

Audio Solution: Creating the Best Audio for Hybrid Meetings

Posted on by Matt McEwan

Audio Solution: Creating the Best Audio for Hybrid Meetings

Posted on by Matt McEwan

Boards have adapted and migrated from in-person meetings to virtual meetings, to a blend of both, known as hybrid meetings. Virtual meetings require individual participants to log into the online meeting room remotely; hybrid meetings, on the other hand, involve both remote attendees and participants who gather physically (such as in a conference room) and who log into the online meeting room together.

While many participants are now familiar with common audio disruptions during virtual meetings from technological glitches, hybrid meetings present new challenges because multiple microphones and sound speakers are being used in a single room. This emits audio feedback (or screeching) and echoing that eat up precious meeting time, create distractions for attendees, and make it difficult to understand the discussion.

What Causes Audio Feedback or Echoing

Audio feedback or echoing during hybrid meetings occur when multiple active sound input and output devices are within proximity. If the sound speakers are loud enough to play into nearby microphones, the originating audio signal (i.e., the voice speaking) will be picked up by the nearest microphone, be played through the multiple speakers in the physical room, and then simultaneously be channelled back into the other active microphones nearby, resulting in an audio loop that causes the screeching.

To avoid audio feedback/echoing during hybrid meetings, some participants resort to using a single cell phone that is logged into the Zoom room. While the cell phone’s built-in, echo-cancellation function prevents audio loops, a single microphone is unable to record the participants’ voices with accuracy and clarity (especially if attendees are physically distanced in accordance with public-health protocols). This results in poor sound quality for all meeting participants and makes it difficult for remote attendees to hear and understand the discussion.

How to Fix It

During hybrid meetings on Zoom, in-person participants can minimize audio feedback/echoing while maintaining the audibility and clarity of the conference discussion by isolating active sound speakers and microphones within the physical room.

Step 1:

Only one person in the physical room, such as the chairperson or meeting organizer, logs into the Zoom meeting room and turns ON the speaker and microphone (Figure 1).

(Figure 1)

Step 2:

Everyone else in the physical room logs in using their device, turns OFF the sound speaker, turns ON the microphone (Figure 2), and lowers the device volume (Figure 3). This setup allows Zoom to pick up original audio signals (i.e., voices) throughout the room without emitting and channelling those signals back into nearby microphones and creating feedback/echoing.

Step 3:

Meeting attendees who participate remotely can use both their microphone and speaker on their single device (Figure 4). Using two active audio devices to log into the Zoom room, such as a computer and cell phone, can cause audio feedback/echoing.

(Figure 4)

Now enjoy clear and audible sound during your hybrid meetings and have a clear recording once the meeting is complete, whether attending in-person or remotely. If minutes are being created from a recording of your meeting, it is very important to provide the minute taker the best-quality audio from your meeting.

Cheat Sheet for the Best Audio Quality for Your Hybrid Meeting

  • Only one person in the physical room logs into the Zoom meeting room and turns ON their device’s speaker and microphone.
  • All other in-person attendees (or as many as possible) log in using their device, turn OFF the sound speaker, turn ON the microphone, and lower their device volume.
  • Remote meeting attendees turn ON the microphone and speaker on their single device, as they would for virtual meetings.

Enjoy clear and audible sound during your hybrid meetings, whether attending in-person or remotely.

Run hybrid meetings that everyone can hear clearly. Download our “How to Run Effective Hybrid Meetings” guide for setup tips and meeting management advice.

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