Earlier quoted context omitted.
My approach to this -- and I get that it comes from a position of privilege -- is that I encourage (well, almost enforce, or insist on) a bit of small-talk and socialization at the beginnings of all my meetings. I can do this because I'm almost always leading or facilitating, and quite often I meet with the same set of people several times a week for several weeks, so I get some sense of their personal lives. "How wa…
> I encourage (well, almost enforce, or insist on) a bit of small-talk and socialization at the beginnings of all my meetings. We have an executive who insists on doing this, too, and it's universally hated. You can't force small talk, and when he does, it just makes things awkward for everyone. It's even worse when he tries to force the issue by singling someone out with a small-talky question like your example "How…
Client workshops are usually relatively small -- say, 4 to 8 people. Training classes are bigger, but usually no more than a dozen or so because it gets unwieldy.
I make sure I open the meeting a little early, and as people trickle in I make small talk. As more people join, this grows organically. I'm typically going to be working with a given set of people for weeks or months, so it's not at all weird to have these conversations, and we absolutely would be having them if we were in person.
>It's even worse when he tries to force the issue
I am not a moron, nor am I interested in making anyone uncomfortable, so the idea that I would use this approach to try and force someone to answer a given question when they're not interested in interacting is ludicrous. This isn't how normal humans operate.