Zoom’s founder and chief executive, Eric Yuan, has drawn attention to two essential principles that he believes can dramatically improve the productivity and overall value of virtual meetings held on the platform. In a recent conversation with *The New York Times*, Yuan emphasized that success in a digital gathering does not emerge spontaneously; rather, it relies heavily on thoughtful preparation and the creation of an atmosphere that allows genuine human interaction to flourish.
According to Yuan, the first foundational step is meticulous preparation well before the actual call begins. This involves carefully determining which individuals should participate, while equally important is deciding who does not need to be included. A smaller, more intentional group typically fosters sharper discussions and prevents the inefficiency that often arises in overcrowded virtual rooms. Beyond curating the list of attendees, Yuan underscored the importance of providing a clear and detailed agenda. Without such a roadmap, conversations can meander aimlessly, leaving participants unsure of priorities or outcomes. A precise agenda, by contrast, sets expectations and promotes a more disciplined, goal-oriented meeting structure.
The second major principle identified by Yuan is somewhat less tangible but arguably even more vital: the need for authenticity and the freedom to be oneself. He cautioned against the tendency for participants to become excessively restrained, overly formal, or cautiously polite in a virtual setting. While professionalism is important, he explained that meetings can lose their spark when everyone is busy adhering to rigid conventions of nicety. Yuan suggested that a vibrant meeting allows room for constructive interruptions, spontaneous dialogue, and a willingness to speak candidly. In his view, some degree of informality often opens the door to more honest collaboration, leading to insights that otherwise might remain unexpressed.
Yuan further emphasized that follow-up after a meeting is a non-negotiable component of effectiveness. Even the most engaging conversations will have little long-term impact unless they give rise to concrete actions, accountability, and continuity. Moreover, he warned against excessively long virtual gatherings. A Zoom call, he noted, should rarely exceed three hours, because extended sessions inevitably tax participants’ attention spans and decrease overall engagement. The dividing line between a successful meeting and a poor one is almost always the degree to which participants remain actively engaged from start to finish.
Offering a glimpse into his own habits, Yuan revealed a shift in his approach to meeting aesthetics. In the past, he frequently alternated between various virtual backgrounds, a popular feature among Zoom users seeking to inject personality or privacy into calls. Today, however, he prefers the straightforward transparency of using his real office environment as his backdrop. This subtle choice reflects his larger philosophy that authenticity in communication often resonates more strongly than carefully curated appearances.
When it comes to concluding meetings, Yuan tends to employ understated transitions rather than grand formalities. Frequently, he leaves with a succinct chat message such as, “Sorry, I’ve got to do something,” and then departs discreetly. He referenced how much he relies on the chat function both for these quick exits and as a tool for ongoing communication. To ensure accessibility, he even includes a direct Zoom meeting link in his email signature, making it simple for colleagues or partners to arrange conversations with him without unnecessary friction.
Interestingly, Yuan’s belief in the value of free-flowing, less scripted meetings aligns with a perspective shared by other high-profile business leaders. For instance, Amazon founder Jeff Bezos, speaking at The New York Times DealBook Summit, expressed his preference for what he called “messy” discussions. In his view, overly polished and fully predetermined meetings deprive leaders of the opportunity to witness the real, sometimes chaotic, process of problem-solving. Bezos argued that true collaboration often lies in exposing the rough, unrefined stages—the so-called “ugly bits”—and he actively invites dissenting opinions to surface during conversations. His approach, much like Yuan’s, highlights the transformative potential of an environment where authenticity and spontaneous debate are encouraged over contrived orderliness.
Taken together, Yuan’s guidance, complemented by comparable insights from leaders like Bezos, presents a consistent message: the most meaningful meetings are rarely those that appear flawless or hyper-structured. Instead, they are the conversations where participants feel free to contribute authentically, challenge assumptions, and leave with a tangible sense of direction. In an era where virtual communication dominates, Yuan’s counsel reminds us that the art of a good meeting depends not on digital polish, but on human engagement and the courage to keep things real.
Sourse: https://www.businessinsider.com/how-zoom-ceo-eric-yuan-runs-calls-meetings-time-background-2025-9
