6 Steps to Read the Room and Boost Team Engagement
The competitive advantage in today’s business environment starts with this critical skill.
Humorist Dave Barry once remarked, “If you had to identify, in one word, the reason why the human race has not achieved, and never will achieve, its full potential, that word would be meetings.” Most people have experienced team meetings where nobody seems to be on the same page. With executives admitting 71 percent of meetings don’t work and 92 percent of employees multitasking during them, it’s clear a better approach to understanding group dynamics is necessary, especially in today’s hybrid work environment, which makes picking up on social cues even trickier.
Through my coaching work with leaders and facilitating various meeting formats, I’ve developed a practical six E’s framework that transforms “reading the room” from an elusive concept into a concrete leadership skill.
Eye contact
What to observe: Are people making eye contact with you and how? Where else are they looking and why? Eye patterns reveal interest level, potential distractions, and connection with your content. Studies show only 4 percent of employees multitask during video calls versus 57 percent during phone calls, making eye contact a critical engagement indicator. Research also indicates the longer a remote meeting runs, the more participants disengage visually.
What to do:
Position yourself strategically to make eye contact with as many people as possible.
Be inclusive rather than focusing only on favorites or authority figures.
Respect that neurodivergent colleagues or those from different cultural backgrounds may avoid direct eye contact.
Notice and name patterns neutrally: “I see several people checking watches, so I’ll pick up the pace.”
Energy
What to observe: Is the overall vibe in the room friendly? Tense? Distracted? Virtual meetings increased from 48 percent to 77 percent between 2020 and 2022, creating specific “distant” energy dynamics leaders must recognize. Learning to detect emotional atmosphere shifts requires listening to what’s being said and what remains unspoken.
What to do:
Conduct energy check-ins at the beginning and during meetings: “On a scale of 1 to 10, what’s your energy right now?” All answers are acceptable.
Pivot if energy is low by shifting to more engaging topics.
Amplify your own energy through varied pitch, pace, volume, and expressive gestures.
Invite others to speak to change the tone and energy dynamic.
Expectations
What to observe: How well are you delivering on what you promised? Is your content matching what the audience needs? With executives considering 67 percent of virtual meetings failures, there’s clearly an expectations gap that needs addressing. Regular alignment checks in all meeting formats prevent scope creep and maintain relevance.
What to do:
Address expectations early by starting with clear objectives and desired outcomes.
Check in throughout: “Am I addressing what you expected we’d cover?” and “What else would be valuable?”
Be willing to pivot if the content isn’t resonating.
Make progress visible by checking off agenda items as you address them.
Extraneous activities
What to observe: What are people doing besides paying attention? Side conversations? Phone use? Getting refreshments? Microsoft research has identified that meeting characteristics like size, length, and type significantly correlate with multitasking behaviors. Side conversations often indicate unaddressed concerns or confusion, while other activities may signal unmet needs.
What to do:
Give explicit permission for people to meet their needs: “Feel free to stand, grab food, or step out if needed.”
Observe and respond proactively: “I notice several people at the coffee pot—should we take a quick break?”
Get curious about side conversations without defensiveness: “I see some discussion happening. What questions can I address?”
Break up meetings with interactive activities like polls, small groups, or pair sharing.
Explicit feedback
What to observe: Look for moments when someone directly tells you, “We’re exhausted,” or “I don’t get it.” Direct statements often represent the unspoken feelings of multiple participants—not just the person speaking up.
What to do:
Thank people for honest feedback and acknowledge how it helps you understand group needs
Ask for input on next steps: “I hear several of you feel confused—what would make this clearer?”
Actively solicit feedback from quieter participants or those from underrepresented groups.
Follow up after meetings for deeper understanding of feedback.
Engagement
What to observe: Are people asking questions, volunteering information, or actively participating? Gallup’s 2023 State of the Global Workplace report found only 23 percent of employees are engaged at work, with meeting dynamics being a key factor. At least 75 percent of workers lose attention during meetings, according to recent research. Participation patterns reveal understanding, interest, and underlying power dynamics.
What to do:
Create multiple ways for people to engage through digital tools, group brainstorming, walk-and-talks, or silent reflection.
Proactively invite (but don’t force) participation from those less likely to speak up.
Use names thoughtfully: “We haven’t heard from you yet, Leora. What are your thoughts?”
Vary engagement methods to accommodate different preferences and communication styles.
Being able to read the room using these six elements can transform your meetings from frustrating time-wasters to productive, engaging sessions that build stronger relationships and deliver better outcomes. By systematically observing these cues and responding appropriately, authentic engagement will flourish and everyone’s contributions will be valued.
Deborah Grayson Riegel MSW, PCC
Deborah Grayson Riegel is a keynote speaker and consultant who teaches leadership communication for Wharton Business School and Columbia Business School. She is a regular contributor for Harvard Business Review, Inc., Psychology Today, Forbes, and Fast Company. The author of Overcoming Overthinking: 36 Ways to Tame Anxiety for Work, School, and Life, she consults and speaks for clients including Amazon, BlackRock, KraftHeinz, PepsiCo, and The United States Army. Her work has been featured in worldwide media, including Bloomberg Businessweek, Oprah Magazine, and The New York Times.
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