Despite our best efforts at multi-tasking, and despite the fact it’s right there as a bullet point under “Skills” on our resume’ or listed on our LinkedIn profile, we have no more mastered multi-tasking than we’ve found a cure for the common cold, figured out exactly why yawns are contagious, or why it is that we sometimes have odd dreams involving people or things we haven’t thought about in years. A friend of mine’s sister said she once dreamed she’d fallen in love with, and was blissfully married to, a strip of  … bacon. Go figure!

Sure, we’re able to juggle multiple tasks in a set period of time, pinballing from one to the other then back again. But at what cost? In recent years, researchers have concluded multi-tasking is a misconception, not a reality. A Stanford University study states there are very real cognitive costs when we attempt to multi-task:

“ … research has shown that when people switch between tasks, there’s often a ‘Cognitive Penalty’ in terms of time and mental energy. This is called the ‘Switch Cost’, as the brain needs time to refocus on the new task, which results in slower performance and decreased accuracy. When switching tasks, part of our attention remains on the previous task. This concept, known as ‘Attention Residue’, reduces efficiency, especially when frequent task-switching occurs.”

Another study [University of London] found that multitasking could temporarily lower our IQ by 10 points, similar to the effects of sleep deprivation or marijuana use. And a more recent study specifically calls out diminished productivity when multi-tasking involves computers and smart devices which certainly applies to all of us in 2024.

So where am I going with this …?

Success Routines

Now that we know multi-tasking isn’t really a thing, it becomes very important to create our own “Success Routines”, habitual behaviors that yield greater focus, as well as higher levels of productivity and excellence. Discipline is the foundation of all success routines. It helps us build consistency, improve efficiency, and reduce the stress we may feel when there is much to be done and little time to do it.

Routines also help us establish a rhythm that leads to consistent progress. Success doesn’t typically occur overnight, so routines provide the structure necessary to steadily work towards established goals. We’re not just doing the same thing each day over and over, we’re doing it at increasing levels of excellence.  Repetition, repetition, repetition … success! [Rinse and repeat.]

When repetitive tasks evolve into comfortable established routines, we conserve time and mental energy since we have eliminated the need to rethink every step. We act more instinctively and intentionally which leads to achievement.

And knowing what to expect each day also helps reduce decision fatigue and stress. Routines are like guardrails or lane stripes on our own personal highway. They’re familiar and they guide us forward, ensuring we’re always headed in the right direction. When we follow a set routine, we spend less time worrying about what needs to be done next.

Each New Day

For years, I have put my daily workout routine on my calendar. It’s a regular reminder that my day is not a success without carving out time for my physical health. The very act of entering something on a calendar, written or digital, that I already know I will do reinforces my commitment. It’s an acknowledgement that working out is a priority and it reminds me to honor that priority.

Silly as it may sound, I also assign a specific time for daily lunch. When we work from home, as most of us do at least part of the time these days, we have a tendency to work through lunch, save it for later then suddenly it’s late afternoon. And if I’ve scheduled lunch with a friend or business colleague, I abide by a strict, pre-set time frame [i.e., 60 minutes max] then it’s on to the next priority. We also often forget to build in time for a quick break, to simply get up from time-to-time, stretch, walk outdoors and breathe some fresh air which rejuvenates us, etc.

Another thing I like to do is block out time to read each day, whether it’s an online blog or article, a business book, or a novel. Reading stimulates my brain while relaxing my body, and I’d like to believe reading each day makes me a smidge smarter or more knowledgeable than I was yesterday.

We’re on the cusp of that time of year when everything gets a little busier. OK, a lot busier. We may think work slows as the year winds down but the reality is, work continues and there’s also year-end close-out activity if you’re on a standard fiscal calendar. Plus, we will soon have myriad family and social obligations, personal travel, shopping and cooking and wrapping that all come with the holidays. In November and December and then at the onset of the New Year, we’re busier and more distracted than ever. More reason to follow a success routine!

Routines can sometimes feel mundane and perhaps a bit monotonous, but they help us move towards a predictable outcome. Doing the right things the right way at the right time, over and over again, keeps us on track to achieve our goals – personally and professionally. The key thing is to simply get started. Just Do It as our friends in Beaverton have told us since 1988, or like the ancient proverb states: The journey of 1,000 miles begins with a single step. That first step and the second and the third and the final one are equally important but none more important than setting a goal, getting started, and sticking with it.

What are some of your success routines? I’d love to hear your thoughts!

Cheers!

Kenneth Jones

The post Routinely Succeeding Requires Succeeding at Routines appeared first on dynami.

True confessions, I sorta made up the phrase “pro-planning”. It’s a shortened version of “pro-active planning” which to me is the difference between thinking you might do something and knowing you will do something.

The cornerstone of “pro-planning” is deliberate intentionality, but not deliberate intentionality existing in a vacuum. Pro-planning is successful when it’s done on purpose with an established goal in mind, all based on the gathering of empirical data, F2F conversations, sharing perspectives and experiences with colleagues and attendees and, above all, having an open mind when it comes to candid feedback [whether it’s gushing and glowing, or it stings and hurts].

So where am I going with this?

Those of us who toil in the corporate meetings and events space – whether on the client side or vendor side – are well aware of the importance of collecting feedback from a program for the purpose of making the next program even more successful. But how many of us go to the seashore and collect seashells with all good intentions of doing amazing and creative things with them when we get home, only to discover a year later those same seashells in the same grocery store bag you brought home from the shore a year earlier.

That’s where the word “deliberate” enters the picture. [FYI: The word comes from the Latin deliberare which means “considered carefully”.] Are we truly doing something amazing and creative with the input/feedback we gather – considering it carefully when beginning the planning/design/budgeting phase of a meeting or event? Or do we discover this input and feedback in a well-intended but unused file somewhere a year later when it’s too late?

Anticipating and fully understanding your audience’s specific event expectations is crucial for ensuring a successful and engaging experience. Some of the tips below will be reminders, some you’ll be familiar with but haven’t yet acted upon, and others will be all-new, fresh ideas that can turbo-charge your upcoming meeting and event experience.

PRO-PLANNING Phase 1 [Pre-Event]

• Anticipate Questions and Concerns – Begin by putting yourself in the seat of an audience member and think about the questions and/or concerns they might have. Gather and notate these. But that’s not enough. Read on …

• For goodness sakes, do the obvious! – Carefully research and understand your audience by reaching out to them in advance, being mindful of the fact that, yes, there are common, overlapping expectations and learning priorities but each attendee also brings with them their own needs. Do everything you can to incorporate their input and stated desires into content, sessions, activities, etc. Know your audience’s age range and experience, including median age and years in the industry; gender breakdown; learning styles, etc. Be thorough in your research because the time and effort you put in up-front will make a world of difference on the back-end. Added bonus: Providing them the opportunity to offer you their personal perspectives will make invitees feel invested in the success of the upcoming program.

• Pre-Program Surveys and Polls – Send surveys or polls to invitees in advance of your event, and early enough in the planning cycle to be able to utilize the best-of-the-best input. Ask invitees about their personal expectations of the event, topics of interest, preferred session formats [i.e., large group, breakout, interactive, etc.], and encourage them to ask any questions – then follow up ASAP with responses. Use this feedback to design and shape your event content accordingly.

• Interactive Event Apps – Yes, they’ve been around for 15-20 years but have you checked out the robust features of today’s customized event apps versus the clunky earlier versions we thought at the time were revolutionary? Today’s event apps allow attendees to create highly detailed profiles, detail their personal interests and expectations of the program, and the ability to personalize their schedules. Other app features include live audience polling, interactive and live Q&A sessions, and networking opportunities based on attendee profiles. You can leverage these feature before, during, and after the event.

• “Just for Me” Content Tracks – When designing your program, seek to minimize your cattle-herding general sessions and spend only as much time in the Grand Ballroom as you truly need. Attendees tend to engage more [and glean more from] sessions that are less formal, include back-and-forth exchanges, the ability to collaborate in teams, and the chance to learn in hands-on fashion. A variety of pick-and-choose content tracks or sessions that cater to specific interests or knowledge needs [identified through pre-event attendee profiles or registration data] ensures each attendee is exposed to personally relevant content throughout the event.

• Build in Outta-Nowhere WOW! Moments – Incorporate unexpected elements or bring surprise guests onstage who are relevant and appeal to your audience. This will help to create memorable experiences and exceed attendee expectations.

PRO-PLANNING Phase 2 [Event / Post-Event]

• AI, VR, AR … Alphabet Soup! – To the extent you can since it’s still a new frontier we’re all exploring, incorporate Artificial Intelligence, as well as Virtual Reality and/or Augmented Reality. VR or AR experiences can simulate real-life scenarios related to your event theme. This tends to enhance engagement and provide attendees with immersive learning opportunities aligned with their specific interests. Also, leveraging AI can help you save time on some of the more mundane tasks but always be sure to double- and triple-check accuracy, balance and completeness of any content sourced from AI.

• Further, in Keeping with Today’s Technology … – Encourage attendees to participate actively on social media platforms using event-specific hashtags. Display live social media feeds or host real-time Q&A sessions where speakers or panelists address questions directly from social media. Also, incorporate gamification elements such as challenges, quizzes, or scavenger hunts related to event content. Offer rewards or recognition for participation and achievements, which motivates attendees to engage more actively and deeply with the event.

• Adapt Presenters’ Communication Style – Encourage your presenters to adapt and align their communication style/delivery to match the stated learning preferences and personality makeup of your audience. This includes tone, level of formality, use of technical jargon or simplified language, attire, etc.

• “Just the facts, please, just the facts.” – Curate and organize your content in a logical fashion and present it clearly and succinctly. Avoid unnecessary details and focus on delivering key messages effectively. Prioritize the have-to-know messaging and leave the nice-to-know stuff for another occasion. Encourage your presenters to engage with the audience and to ask for on-the-fly feedback with on-the-spot responses.

• Extend the Memorable Event Experience – After the event, send timely personalized follow-up emails or communications based on attendee interactions and preferences during the event. Provide additional resources, recordings of sessions, or exclusive content that aligns with their interests. Also, provide requested follow-up and support. This demonstrates your commitment to their satisfaction and success.

• Post-Event Data-Gathering – Implement a structured feedback mechanism immediately after the event to gather fresh and specific insights as to what worked well and areas for improvement in the future. Then remember to break out this treasure trove of information on Day 1 of the planning cycle for next year’s event. Be a pro-planner!

By being deliberate and intentional, you will have anticipated, researched and designed your meeting or event to best meet the general and specific needs of your audience members. This enhances the meeting and event experience, builds credibility, increases the effective ROI of your program, and helps positively impact your bottom-line.

Cheers,

Kenneth Jones

The post Do Your Event Outcomes Align with Your “Pro-Planning”? appeared first on dynami.

The oft-covered song Everybody’s Talking begins, “Everybody’s talkin’ at me. I don’t hear a word they’re saying … “

Sound familiar?

Or were you not completely tuned in to what was being said?

In a recent lengthy article in Harvard Business Review, co-authors Robin Abrahams, Research Associate at Harvard Business School, and Boris Groysberg, a professor of Business Administration in the university’s Organizational Behavior unit, write:

“Listening is a skill that’s vitally important, sadly undertaught, and physically and mentally taxing. In the aftermath of Covid-19, particularly with the shift to remote work and the red-hot job market, it’s never been more important — or more difficult — for leaders to be good listeners.”

So, here are nine things to keep in mind if you desire to become a more active listener …

REPEAT THE OTHER PERSON’S LAST FEW WORDS BACK TO THEM.

Doing this helps the other person feel they’re being listened to and believe what they have to say matters to you. It also helps keep both of you on track in the discourse while providing a momentary pause for each participant to gather thoughts or bounce back from an emotional reaction to something said or expressed.

RESIST THE TEMPTATION TO INSERT YOUR OWN WORDS … UNLESS NECESSARY.

Direct repetition works, even though it may feel unnatural. Rephrasing what the other person has said, however, can increase tension and mental load on both parties. No need to add your own “spin” to what was just shared with you [and we all do it]. Having said that, if clarity is lacking, it’s okay to say, “Just to be sure I fully understand what you said, I’m going to put this in my own words. Let me know if I’ve missed anything or if I misunderstood you.”

OFFER NONVERBAL CUES THAT SHOW YOU’RE LISTENING … IF IT COMES NATURALLY TO YOU.

Unspoken communication such as eye contact, attentive posture, nodding and other nonverbal cues are important. But paying attention to someone’s words is hard if you’re too busy reminding yourself to make regular eye contact. If these listening signals don’t come naturally to you, simply let the other party know at the outset of the conversation that you tend to be on the non-reactive side, ask for their patience and understanding, assure them you are indeed listening  … and advise them to never sit across from you at a poker table!

TUNE IN TO NONVERBAL CUES.

Truly active listening means paying attention to both the explicit and implicit info being expressed by the speaker. Nonverbal cues such as tone, facial expressions and body language are typically where the motivation and emotion behind the words is emphasized – basically, it’s the added “oomph” to the words spoken. Which means it’s important to the person speaking. Take note!

ASK, ASK … AND ASK AGAIN.

Asking questions [even if you sense you’re asking too many] sends a signal to the other person that you’re engaged, and you’re truly listening to them. Doing this improves the other person’s experience of feeling heard and having their perspective validated; ensures you fully comprehend  their message; and can ensure no important details have been overlooked.

CLEAR YOUR MIND … AND YOUR DEVICES.

Take steps to minimize or eliminate potential noise, interruptions, and other external distractions, as well as any internal distractions such as a wandering mind, the urge to check your watch or gaze out a window, etc. If you find yourself preoccupied with something other than the conversation you’re having, do what’s necessary to reel it in and refocus. If you anticipate a conversation will be challenging, upsetting, or potentially confrontational, calm yourself as much as possible before going in.

OWN YOUR SHORTCOMINGS.

If you know before a conversation you may be a subpar listener — whether due to being fatigued by other intense conversations that day, being unfamiliar with the topic to be addressed, or some other reason — let the other person know right away. [i.e., “Bear with me, it’s been a challenging day today …” or “Help me better understand what we’re discussing. You know more about this than I do …”, etc.] If you drift off and believe you’ve missed something, apologize and ask the person to repeat themselves.

THE BIGGIE: NEVER REHEARSE YOUR RESPONSE WHILE THE OTHER PERSON IS TALKING!

Briefly pause after a person finishes speaking to send the signal you’ve been listening, you understand what they said, and you’re now beginning the process of formulating your response. This requires intentional effort.  Human brains think four times faster than people talk, so you may feel you’re ahead of them but resist the urge to respond too soon. It’s OK to pause, reflect and react … but only after they finish speaking.

KEEP YOUR PERSONAL EMOTIONS IN CHECK.

If you feel yourself reacting emotionally – strongly disagreeing, taking offense, or feeling the need to defend somebody or something – breathe. Slow the discussion down a bit, especially your end of things. Do more repetition and pay attention to your breathing. At all costs, avoid responding in a manner that will cause the other person to withdraw or disengage entirely. Having said that, this doesn’t give you permission to automatically [and self-righteously] tune out what you don’t want to hear, or rush to discount it or argue it away.

I quoted the co-authors of the study at the head of this post and I believe it’s worth restating: “Listening is a skill that’s vitally important, sadly undertaught, and physically and mentally taxing. … It’s never been more important — or more difficult — for leaders to be good listeners.” While many, if not all, of these tips may not come across as blockbuster insights for some of you, I’d be willing to bet 100% of us could use them as great reminders.

Cheers,

Kenneth Jones

The post 9 Ways to Use Active Listening to Become a Better Leader appeared first on dynami.

But what does that even mean …?

Each day, we hear of more and more organizations deciding now is the time for re-entry into the live-event world, but not in an “everything’s back to normal” kind of way. While some people are comfortable resuming typical day-to-day activities, others remain reticent about air travel and gathering face-to-face [F2F]. That is where hybrid meetings can be the universal fit.

But only if done correctly.

Let’s start by explaining what hybrid meetings really are. Think of a box of assorted Lego® pieces. You have bricks of varying lengths, flat tiles, plates, slopes and other specialty shapes. What should you build? Well, the possibilities are virtually unlimited. In fact, according to Wikipedia, six 2×4-configured bricks can be combined an astounding 915,103,765 ways! Hybrid meetings are the same.

Do I have your attention yet?

What is a hybrid meeting?

In general, hybrid meetings consist of a traditional F2F audience and a remote audience. Those are the basics. Sounds simple but it’s not. How you bring those audiences together and how you simultaneously engage them is where the magic – and the hard work – comes into play.

Should you gather all your execs in one location to present and livestream to the rest of the audience remotely?

Do you give attendees the option to attend in-person or view online?  This is, by definition, the core of hybrid meetings.

Do you gather regionally in multiple, smaller groups and have in-person segments plus some virtual streamed from other locales or a “headquarters” location where much of the content is presented?

Or do you configure your hybrid event some other way?

Yes, no and maybe to all of the above.  Your choice. [And don’t forget the CDC-recommended safety protocols for the in-person portions.]

The style of hybrid meeting and the manner in which you assemble the various components [the Lego® bricks] to achieve the outcome you desire should be based on why you need to hold this meeting in the first place, who needs to be present [and who doesn’t need to be present], what you need to say [and what you don’t need to say], amount of calendar time available for pre-planning, how long you can realistically keep your audience[s] engaged, and, of course, cost.

Comfort Levels and Firepower

When building a hybrid event, you must factor in the needs of four elements: Presenters, audience[s], program components, and technical [platform, internet capabilities, production, etc.].

One critical consideration is the comfort level of attendees and the risk/perceived risk the company is willing to take while forging ahead and returning to where we once were with meetings and events. Until things normalize, anticipate some degree of apprehension among attendees and take steps to address it. Ensure social distancing, include sanitation stations, masks when you can’t socially distance… the new norm.  You’ve heard it a zillion times, just be sure to do it to help put your participants – hosts, attendees and crew – at ease.

The next challenge: Making sure you have enough firepower and bandwidth to actually deliver the hybrid event you envision. Is it even technically executable within your stated budget and timeline? Hybrid demands a level of robustness beyond what a traditional F2F event requires.

You can’t hop aboard a scooter and expect to travel 100mph. [Please forgive me for trying to manage expectations.]

Rece, Desmond, Kirk and Coach

A great example of a hybrid model is ESPN’s College GameDay in the fall. It’s a three-hour football show broadcast on Saturday mornings, a time when people have a lot on their minds and even more on their “To Do” lists — household chores, yardwork, maybe there’s a family breakfast gathering, an early Little League game to be played, catch-up work to be done before Monday, yada, yada, yada.

In spite of this, College GameDay makes it work. It’s been on the air for 34 years and draws an audience of more than two million viewers who choose to watch the show and who talk about it afterward with friends and colleagues.

How do they do it?

Quite simply, by keeping the show fresh from week-to-week, season-to-season and by constantly adding a little of this, a little of that to keep people engaged. Aside from the onsite hosts – Rece, Desmond, Kirk and Coach – they’ve got a beautiful studio set, a dynamic backdrop of in-person, clever-sign-carrying fans [my personal favorite as there’s always a Clemson flag flying high], highlight videos, story-telling segments, ever-changing graphic boxes in the corner of the screen, and the omnipresent ticker in the lower-third.

Toss in polished hosts with great insight, humor and back-and-forth, friendly banter and you’ve got the magic you need to keep your on- and off-premise viewers engaged, entertained and informed when they might otherwise be easily distracted.  This not only feeds the need of those with ADD, it’s a necessary evil when trying to keep all eyes on the screen. 

Sound familiar?

Hybrid meetings really are, in many ways, like doing a live television broadcast. No successful on-air program comes together without the requisite amount of pre-planning, message development, consideration of audience needs, creativity, hitting agreed-upon deadlines, rehearsals and technical execution. Allow me to comment further on the importance of pre-planning …

Hybrid demands meticulous pre-planning and forethought. Did I say “meticulous? Oh yes, I did … and I meant it. Hybrid also requires a healthy dose of creativity, tailoring your agenda and messaging to a platform significantly different from the world of F2F meetings, and rehearsing, rehearsing, rehearsing.

It also means more stringent pre-event deadlines and understanding budgetary complexities. Hybrid meetings can be done cost-efficiently but seldom can they be done on the cheap. And when they’re not done cost effectively, they can quickly become whatever the polar opposite is of cheap. Just keep in mind, with hybrid, you have multiple audiences to make happy, and that’s no small feat. 

My final point, and quite a simple one if I may say so, is to take that first step to transform your vision and make it a reality.  If you’ve decided it’s time for re-entry and you want to hold a hybrid event, call dynami for a free consultation.  We can help you devise the best way to configure those metaphorical Lego® pieces [remember that 915,103,765 number] to achieve the hybrid meeting you envision, desire, and need.

Best Regards,

Julie Thompson-Whelan

The post You’ve Decided To Host A Hybrid Meeting … What’s Next? appeared first on dynami.

“Well, it’s probably time to start working on the annual meeting.”

“OK, what’s our theme?”

Which is akin to …

“I need to bake a cake.”

“What color icing?”

Landing on the right and perfect theme for your corporate meeting or event is much more than pretty ribbons and bows and eye-catching graphics and sugary icing. It takes thought, assessment, input from key stakeholders, and insightful brainstorming so your theme not only brands your event but establishes a meaningful connection that’s equal parts memorable and motivating.

Here are 10 considerations for the next time you hear someone say, “Well, it’s probably time to start working on the annual meeting.”

Start by closely examining where you’ve been, where you are, and where you’re headed.

If your organization is still trying to recover from a less-than-stellar annual performance, a theme along the lines of Simply the Best is probably going to ring rather hollow, if not downright silly. On the other hand, if you’ve made progress and are close to pulling out of a challenging period, kick around theme ideas that speak to progress and continued success. Be sure your chosen theme reflects who you are and where you’re headed; always forward-looking.

Use active, not passive, voice.

By and large, themes are rallying cries or calls-to-action. As such, direct, pithy statements using active voice are more powerful and have more impact than the same message delivered passively. For instance, Turn the Tide! has more chops than We’re Turning the Tide Together. The latter may be exactly what you’re doing but that message is better delivered as part of a speech.

Keep it brief and make it memorable.

As humans, our brains can store just so much “stuff” like a hard drive that’s about maxed out, memory-wise. Cut out “fat words”, those that may be grammatically correct but dilute the message via verbosity. Some years back, Auburn University football coach Gus Malzahn needed to restore team unity that had been damaged by a coaching change. He chose All In. as his rallying cry and theme for the season. Two words, one powerful message … and obviously memorable since a number of years have passed since that season and I still remember it.

Run away from trite and overused themes.

Chances are, you’ve been hit over the head too many times with Above & Beyond, Simply the Best, Unleash the Power, In It to Win It, Plan Your Work + Work Your Plan and so many other themes that have been warmed over and repurposed to the point they’re borderline laughable now. If you’ve seen the same theme used more than once, its shelf-life has probably expired. Burn a few brain cells and seek something new and refreshing.

Bring in a fresh perspective.

When brainstorming, invite someone from outside your group’s area of expertise [i.e., sales, marketing, operations, etc.]. Give them a layman’s overview of the been-there/here now/headed there background and encourage them to help you think not just outta the box but outta the closet that holds said box. You might be amazed at what your receptionist or warehouse manager is able to contribute. You might also bring someone in who works outside your company and your industry for a fresh, unbiased perspective.

Look to social trends, pop culture, entertainment and sports for theme ideas.

Slangy, memorable phrases abound in society, pop culture, entertainment and sports. Listen closely to song lyrics or lines from popular movies or television programming that might just fit the dynamics of what your organization is trying to achieve right now. Scan online lifestyle and sports sites to see if something triggers a fresh new idea. All it takes is a little extra time and a keen eye for the right words.

Select a guest speaker who can bring your theme to life.

Say your selected theme is Build a Legacy! Find a guest speaker who started with next-to-nothing and became a self-made person and is now wildly successful and widely respected. If your selected theme speaks to the concept of teamwork and collaboration, find a speaker noted for creating great teams whether it’s in sports, business, non-profit, etc. Link your speaker directly to your theme. She or he should reinforce your theme and be a key part of its activation.

Remember who your audience is.

If you’re considering themes for a group of financiers or IT professionals, your theme will likely need to be less rah-rah and more logically reasoned than your typical sales or marketing meeting or event. Ask: “What makes this group tick?” If they’re IT-types, there’s a good chance they’re drawn to gaming so Level Up! might work perfectly for them while it would be “blah” to your sales organization.

Activate your theme … before, during and after!

Sometimes a theme revealed on Day 1 of a program is appropriate but, in most cases, a theme can be rolled out in advance communication, as well as reinforced in follow-up communiques. A theme trotted out with pre-program planning materials or info briefs will help seed a mindset and create an air of curiosity and intrigue that can be paid off from the stage onsite. You might also consider a theme that can be woven throughout the year, or one that can be modified slightly for a year or two by adding a fresh tagline.

Speaking of taglines …

Earlier, I suggested pithiness and an economy of words when choosing a theme but there are often times when an overarching theme can be paid off powerfully with an accompanying tagline. For instance, the All In. theme previously mentioned might be brought to life by adding a tagline – ALL IN! $100 Million in 2020. Those six words say a whole lot to a sales-focused audience.

In conclusion …

Themes are much more than mere icing on the cake. Take the time to closely examine your business, your goals, your organization’s culture, and your audience. Treat the theme as you would your brand because it is a brand of sorts. Activate it. Bring it to life in apps, collateral, signage, video/animation, speaker messaging, PowerPoint, amenities, stage-set design, décor, at social events and perhaps even in your free-time activities.

Above all, avoid Above & Beyond. Happy theming, everyone!

Cheers,

Kenneth Jones

The post To Select The Right Event Theme, Go Above And Beyond … Above & Beyond appeared first on dynami.

It doesn’t matter that you have the next great product, service or thing-a-ma-jig. If you don’t have strong leadership at the top and on down through the ranks, your organization’s success will be unlikely or short-lived. Let’s take a closer look …

I came across a fascinating article entitled Learning to Lead from the Best [Training magazine, May-June 2019] written by Michael Leimbach, Ph.D. In a very insightful summary of the magazine’s Annual Leadership Development Survey, Leimbach breaks down what high-performing organizations are doing with regard to leadership development that lesser-performing, or low-performing organizations, should be doing.

I won’t get into the survey methodology except to say the results were gleaned from responses provided by more than 700 Learning & Development professionals. Interestingly, more than 41% of all executives believe their current leadership development efforts were ineffective. That’s a whole lotta L&D dollars being spent with insufficient or no return.

In the interest of precious time, allow me to distill what I learned …

Learning Methods Used for Leadership Development

Results indicated the most-utilized approach to learning came from microlearning (quick, easy-to-absorb instructional units) and self-paced e-learning (learn at your convenience). More than 88% of all organizations – high-, medium- or low-performing — now take the self-paced approach. Microlearning also increased.[

All this suggests that more and more people are taking advantage of self-directed, electronically delivered leadership development education. But there’s a paradox here: While these were the most popular approaches, they ranked among the lowest in terms of effectiveness.

A Shift in Priority Skills

The specific skills organizations value the most when it comes to leadership development are: Coaching of others, effective communication, emotional intelligence (fancy term for not over-reacting or under-reacting emotionally in tense situations), and performance management (a formalized system of established goals and measurement against goals).

So, What Percentage of Budget Dollars Go Towards Leadership Development?

In the past year, there was a slight upward shift in organizations investing either 20-30% or 40-60% of their budget in leadership development. Among those steering 60-100% of their budgets towards leadership development, there was a slight downward trend.

OK Then, What Will I See as a Result of My Leadership Development Investment?

The study suggests that effective Leadership development investment, programs and results will yield six key positive outcomes for your organization:

1. Strong leadership throughout will prove to be a competitive advantage (Sort of a no-brainer, IMHO.)
2. Best-in-class leaders (If the recruiting sharks are circling your organization, you’re doing something right.)
3. Attracting high-potential employees (Everybody wants to be on a winning team.)
4. No leadership gaps (No weak links anywhere.)
5. Sufficient resources (Having what it takes to attract, develop and promote leaders with great coaching, mentoring, learning tools, processes, performance incentives, etc.)
6. Bench strength (Even the World Cup Champion U.S. Women’s soccer team had to rest its starters at some point in each match and rely on back-ups to keep the attack going.)

I Like It! What Skills Do I Need to Develop in My Organization to Get There?

In a head-to-head comparison of high-performing organizations and low-performing organizations (the medium-performing group yielded little insight), the study suggests developing the following specific skills will help you get to The Promised Land: Coaching and professional development of others, effective communication, emotional intelligence, strategy development and alignment, team leadership and performance management.

Identifying the Gaps

Far and away, organizations with buy-in, input and engagement of senior leaders are most likely to get leadership development right. Other ways to figure out what needs fixin’ include: Informal surveys of leaders throughout the organization, allowing leaders to list what they believe to be gaps, formal needs analyses, and assessment conducted by an independent third-party expert or vendor. High-performing organizations tend to take a more bottom-up approach while low-performers choose a more dictatorial, top-down approach and only those decisions come high atop the mountain.

How Do I Know the Best Approach(es) to Take?

High-performers are significantly more likely to utilize a wide variety of learning approaches. Let’s face it, we’re all different and we each have our own unique styles and preferences for how to learn. Low-performers tend to offer far fewer approaches.

Interestingly, many of these approaches don’t require a great investment of time or monetary resources; things like “stretch” assignments, action-learning projects, job rotation, and mentoring are highly effective, low-cost approaches. (So, why not incorporate these?)

Be “At One” with Your Organization …

One growing trend in leadership development is mindfulness training; basically being “present in the moment” and eminently tuned in to what’s going on right now. More than half of the high-performers place mindfulness as a priority and a key component of the organization’s culture.

Breaking in the New Guy (or Gal)

High-performers are far more likely to keep an eye on a newly hired leader in the early days to ensure he or she gets off on the right foot and can not only quickly and effectively assimilate but motivate the particular group they’re leading. This includes coaching and mentoring of the newly hired leader, advancing their leadership skills, monitoring their progress, helping them manage time and priorities, and assisting in the establishment of realistic goals and objectives.

Old Dogs Are Encouraged to Teach the Pups New Tricks … and Vice-Versa

High-performing organizations are more likely to value the depth and breadth of knowledge and experience among more tenured associates and create situations where legacy/institutional knowledge can be shared and transferred to younger, less-experienced associates. Conversely, the “old dogs” can simultaneously learn from the greener, more tech-savvy group. One hand feeds the other, right?

I’m Dizzy, Tell Me What All This Means and What I Should Be Doing …

So, the net-net of all this (and your organization’s Roadmap to Success when it comes to leadership development) is this:

1. Get your senior executives involved in leadership development (input, support and engagement.)
2. Take a bottom-up approach to identify the leadership skills that are needed.
3. Be willing to “pass the torch” by creating two-way learning opportunities that pair tenured associates with up-and-coming newbies.
4. Focus on structured, on-the-job learning.
5. Incorporate and honor mindfulness as a key part of your culture.

Clearly great organizations are the result of having and developing high-performing, top-to-bottom leaders. And clearly, high-performing, top-to-bottom leaders thrive in a great organization.

Cheers,

Kenneth Jones

The post What High-Performing Organizations Do That Low-Performers Should Do appeared first on dynami.

Of course, when there are 200-300 students present, you can’t simply strike up a  friendly chat with all but you absolutely can infuse elements of conversation and engagement that communicate more profoundly and are more likely to produce results. The same is true for corporate meetings and events.

Even the very word “lecture” is a bit off-putting as it takes you back to days of being disciplined by a parent after a childhood transgression, or of nodding off in school while the “talking head” professor drones on and the clock seems to tick at an extraordinarily slow rate. (“Beuller …? Bueller …? Bueller …?” comes to mind.)

All too often, the same “blah” dynamic is in place when there are large gatherings of corporate groups. We may call them “presenters” but who’s to say they’re not just more lecturers or droning professors? You can do something about that. Here are some tips that will help you create a more effective connection with your audience … and increase the chances of reaching goals and achieving desired successful outcomes.

Ditch the title “Speaker” … you’re so much better than that!

Think of yourself as equal parts Sherpa, Ringmaster, Interviewer, Storyteller and Motivator. Your role is to guide, coordinate, learn, entertain, and inspire. (All for the purpose of producing measurable results.) And you can’t do that by simply talking at people. Instead, find ways to talk with them; pausing to field questions or,Heaven forbid, reverse field and ask questions of the audience.

Let’s take a closer look.

You as Sherpa …

You wouldn’t take on Everest or K2 without the expert guidance of a Sherpa. (No Sherpa, no chance of planting your flag at the summit or maybe even coming home alive.) Like mountain climbers, audiences desire and need to be led. They don’t want a simple “Follow me”, they are trusting you, as Sherpa, to explain the why and how of where you’re headed, what you’ll encounter along the way, and how you can deal with challenges. And most importantly, they want to clearly understand the ultimate destination, the end-prize, the benchmark of success … and the personal rewards that come with that.

Answer their questions, openly address their concerns, give them feedback along the way, and tell them exactly what success will look like. Finally, articulate the WIIFM (“What’s in it for me?”) and they’ll be happy to fall in step and allow you to guide them with 100% trust and confidence.

You as Ringmaster …

Effective learning and achieving desired outcomes (together) involves a lot of players and a lot of moving parts. There’s the rollout of information, training and practice, coaching sessions, periodic success measurement to determine progress against goals and objectives, and the need for recognition and reward. You, as Ringmaster, are there to ensure all three rings (or in this case, five) are humming and factored into your presentation(s). The world of business has always moved fast but today’s biz world only knows one formula: Lightspeed x Warp Speed = Success.

Time is money and money is the objective.

You can effectively orchestrate and coordinate the delivery of critical information and all other ancillary priorities by finding ways to engage and connect from the stage – whether it’s mini two-way Q&A sessions; putting mics on the floor; building in “timeouts” or doing periodic “temperature checks” for audience assessment; allowing time for reflection, clarification and processing of information; utilizing audience-response technology, etc. It’s critically important they get the comprehensive picture. You’re the Ringmaster and the show must go on!

You as Interviewer (and Interviewee, BTW)  …

Put your presentation in neutral at periodic intervals and say, “OK, I want to take four questions from the floor before I go on” then do it. This allows people to clarify what might be a bit fuzzy or to speak up about a legitimate concern that you may or may not have the answer to. It’s OK to show them you don’t have all the answers but you’ll get them – or invite them to help you get them.

And here’s where you flip the traditional Q&A model on its head.

Go beyond just opening the floor to questions by opening yourself up and being vulnerable, when appropriate. You ask the audience questions and invite them to answer. Then wait long enough for the answers to start. A study of academic presenters indicated teachers often ask students a question then give them the answer an average of 1.5 seconds later. Those who paused and waited 3-4 seconds were 300-600% more likely to not only receive responses but quality responses. Onstage pauses can feel like an eternity when you’re the presenter but the wait is worth it.

You can also mitigate the timid reluctance of shyer audience members. They often sit silently for fear of sounding foolish or somehow embarrassing themselves in front of their peers and leadership and allow others to ask questions or deliver feedback. Early in your presentation, pose a harmless “warm-up question”. If your group size is manageable, ask each audience member to stand and, in a sentence or two, reveal what they’re most passionate about at work and at home. If it’s a large group, you can call on a handful of individuals and ask them to stand and respond.

This accomplishes two things: 1) You learn a little bit more about each person, and 2) you create opportunities to make linkages to important points you’ll be making. “John, you mentioned earlier that you love to work on engines in your free time. You can understand the concept of many moving parts and how they have to work together, right?”

When theshy types see nobody gets hurt in this type of friendly exchange, they’re more likely to join in. And the audience, in general, is more engaged because they know they might be the next person mentioned from the stage.

Google is well-known for its be-productive-but-don’t-burn-yourself-out culture, as well as being an organization in which two-way interaction and shared viewpoints are not only requested, they’re encouraged and expected on a daily basis. This type of workplace provides personal validation that your perspective matters and your suggestions or concerns are being heard. It also fosters mutual respect and enhances collaboration. Be that kind of person onstage to your audience.

You as Storyteller …

Information is tiring, extremely tiring, for audiences. Simultaneously, they must sit and listen, work to understand, try to memorize critical data, and determine how to apply it to their role in the organization. That’s exhausting!

Structure your presentation into chunks of information followed by stories and examples that illustrate and illuminate your point(s). Even cavemen understood time around the campfire telling stories was the best way to share information. Nothing has changed. Relevant stories, anecdotes, memories and parables engage the mind’s eye and, suddenly, you’ve got whole-brain listening going on which is way more powerful than simple, left-brain-only intellectual interpretation.

Sean D’Souza, the author of The Brain Audit and founder of Psychotactics.com, recommends the PRO approach to storytelling – Pain, Response, Outcome. Pull from your bank of memories and experiences and articulate the challenge first, how it was handled, and how you found your way to “happily ever after”. Alternatively, you can reveal the “happily ever after” then backtrack through the story to help bring an important point to life. Just be sure the yarn you’re spinning is relevant (or you’ll leave the audience scratching their heads trying to make a connection).

You as Motivator

Effort without passion is a wasted exercise. And the best way to get people enthusiastic, inspired and personally invested is to tell them about the “goal(d)” at the end of the rainbow and how much is theirs if they get there. It may be monetary in nature, a President’s Club trip, or some other reward, it doesn’t matter. If there are career doors that will open within the organization by achieving stated goals and objectives, talk about those, too, and romance what future opportunities will look like. Many audiences, especially sales group, leave corporate meetings and events fired up but the enthusiasm quickly passes. If you’re able to dangle a truly alluring carrot before them, that enthusiasm and motivation will sustain itself well beyond the meeting’s adjournment.

The Good Lord may have only given you one head but he never said you couldn’t wear many hats. So take that stage and be the finest Sherpa, Ringmaster, Interviewer, Storyteller and Motivator your audience has ever known!

Ditch the word “speaker” … you’re so much better than that!

Cheers,

Kenneth Jones

The post Be A Sherpa, Ringmaster, Interviewer, Storyteller & Motivator Onstage! appeared first on dynami.

So, what can you do …?

It certainly helps to stay on top of industry trends and be aware of the latest “wowza” offerings; be they of the technological, culinary or experiential sort. But knowing kimchi is cool, chatbots and 5G internet speeds are rapidly emerging, and understanding “bleisure” (business + leisure) is now a thing isn’t enough. In fact, I’d say they only become important after you’ve completed Step 1 in program design … and that’s building the perfect meeting agenda.

Yeah, I know you’re thinking, “C’mon, Kenneth, this is Meeting Planning 101” but, hey, it’s always helpful to brush up on fundamentals when you find yourself not sleeping well at night because you’re worrying about what to do.

So, come along and let’s take a stroll down Agenda Lane and see if we can’t take that fresh canvas you have for this year’s program and produce a masterpiece. Here are seven things you might want to keep in mind when designing your perfect meeting agenda and flow …

“I know you!”

From the point of arrival to the final departure, you should seek ways to streamline time and make the program flow seamless, efficient and easy. Facial Recognition (FR) is one way to move things along. Big players such as Apple, Facebook and Google have made huge investments in FR recently and it will soon become an integral part of daily life. Travelers are whisking (well, sort of) through security lines in airports utilizing FR technology. Now you can use FR to quickly move your attendees through meeting check-in lines. Save time and hassles with this cool, new technology. (We’ve only scratched the surface when it comes to FR’s role in meeting and events. FR’s future is promising.)

Think quality, not quantity … I mean it!

We all know TED Talks max out at 17 minutes which is an odd number but it works. Keep a laser focus on the reason(s) why your group is even meeting in the first place and use that to decide if suggested content makes the cut or not. When you stick to your guns about delivering only rich and relevant (I italicized that last word for a reason) content, you’ll likely find a lot of nice-to-know-but-don’t-have-to-know “stuff” falls to the wayside. As it should. And your typical 45-minute speaker slot can blessedly become 17 minutes of crisp, targeted, relevant information. (Your audience thanks you, BTW.)

Be Smart … Cell Your Messaging!

Cell phones, tablets and other smart devices are as ubiquitous as air, it seems. You know your audience’s eyes are going to be glued to the screen in your general session or breakout room – the screen in their hands, that is. Accept this and leverage it. Each year, smart devices, including wearables like Apple Watches, become more versatile. Keep this in mind as you build your agenda and your budget. Look for ways to incorporate smart tech.

Maybe you don’t need a main screen and two outriggers. Shave some of your A-V costs, project to a single screen and send speaker-support content directly (PPT, Keynote, video, animation, etc.) directly to smart devices; do on-the-fly audience polling; communicate real-time program changes; and send personalized follow-up messages or answer questions attendees are able to raise via text messages or emails.

Equal Parts Imagination, Accommodation and Organization

Let’s face it, we’ve all reached into our file, pulled out a project folder and started by updating last year’s agenda and program flow. Different venue and backdrop but, blah, the same litany of long-winded speakers and predictable PowerPoint from Sales, Marketing and a leadership message from a C-level suit.

Don’t do it!

Even a talented artist will tell you painting the same ol’ seascapes or western scenes gets really old really fast. If the genius behind the brushstrokes is bored, imagine what it’s like for people strolling through a gallery and seeing yet another version of the same scene.

Seasons of Change

Please, please, please … be extra mindful of peoples’ personal lives. Do your absolute best to plan a program that doesn’t require weekend travel (inbound or outbound) or away-from-home time that bumps up against holidays. In the past, time spent on the road was valuable time out of the office but, let’s face it, office time is becoming less and less important in an ever-connected world.

And it’s worth a reminder: Steer clear of the summer vacation season, if at all possible. Yes, you may save a few bucks on room block and meeting space by booking a South Florida program in mid-August but is it worth the cost of disgruntled attendees? If your program must take place during the typical summertime vacation season, you can always encourage attendees to tack on a family vacation before or after the event by negotiating pre- and post-extensions of your group room rates.

Pace Yourself

When building your perfect program agenda and flow, pay serious attention to pacing. Shorten General Sessions, lengthen breakout sessions where most of the learning and work gets done anyway, and build in longer breaks so people can catch up on phone messages and emails,  network more, and actually have a chance to step outside for a breath of fresh air. When you physically reconvene in your meeting space, their minds will be cleared, open and receptive to the next round of presentations.

Also, build in occasional “reflection periods” that allow people to slow down and actually absorb what they’ve just heard and seen. All brains need a rest, even yours. With a little extra time to actually process and distill information, issues that need to be clarified or questions answered can bubble up and be quickly addressed.

Avoid Moody Foodies

“Self-care” is a phrase heard more and more often these days and, as a result, planners should take a wellness tack at all stages of the program – meal times, breaks and after-hours gatherings that include food & beverage. Mindful and informed F&B planning is critical. Pay extra attention not only to trendy, tasty items that will be pleasing to attendees, consider the metabolic effect of each menu item. As meeting attendees have become more fitness-focused, they have also come to expect tasty options that are also healthy. Meet their expectations by putting the power foods – fresh fruit, crudité and proteins – in your daytime window and save the sleep-inducing pastas, carbs and such for evenings.

Before, During & After

Another great way to save onsite time is to create a pre-program info campaign that pushes out content that can be reviewed prior to arrival, tease to rich content to-come, and pique curiosity and interest. Then once you’ve waved goodbye to the last departing attendee, focus on follow-up messaging that builds on, or reinforces, the rich content they’ve just consumed. Reassigning appropriate content to the before- and after-periods allows you more flexibility to craft a well-thought-out, well-paced, creative and engaging onsite program.

In summary, commit to building “the perfect meeting agenda” by considering some (or all) of the above and you’ll increase the likelihood your program will be another outta-the-parker!

CALL-TO-ACTION / TAKEAWAY MESSAGE / CONCLUSION

Building the perfect meeting agenda takes time, imagination and creativity. Don’t fall into the same ol’, same ol’ trap. Your audience will love you for it!

Cheers,

The post A Great Meeting Begins With A Great Agenda — 7 Tips For You! appeared first on dynami.

If not, you should seriously consider taking a disciplined Strategic Meetings Management Program (SMMP) approach.

First labeled by the Global Business Travel Association, an SMMP factors in everything from spend, selection of vendors, purchasing of supplies, contract negotiation, alignment with your organization’s stated business objectives, critical timeline development, monitoring budget and activities at pre-determined intervals, etc. Aside from precise planning and (hopefully) flawless execution of an engaging, info-rich event, it also includes follow-up measurement to quantify success or, yikes!, non-success.

I once worked a program for a major manufacturer of outboard marine engines. The client planned to bring its 900+ independent dealer network to an expensive coastal resort, unveil a new product, and demo it on the water. All while wining, dining and enjoying social activities (including a spectacular fireworks display) over the course of 4-5 days. Needless to say, it was going to be a very pricey program.

Being extremely cost-conscious, the client wanted to know how he would determine, post-event, whether or not the program was a success. We worked with him and identified a benchmark of taking a minimum 900 onsite orders for the new outboard engine. That would be the break-even point. When all was said and done, there were more than 1,500 orders taken and the client could rest well at night because his multi-million-dollar program had produced many more millions in incremental revenue.

We helped him navigate his way to success by utilizing an SMMP approach. Speaking of navigating …

Imagine you’re a sailor with a faraway, beyond-the-horizon destination in mind. You don’t just motor safely out of the harbor (known as “flying the iron spinnaker”) then point your bow in the general direction of the port you need to reach before hoisting actual sails. There’s much more to it than that.

• Have you factored in weather conditions, including wind, rain, seas, and prevailing currents?
• How will you safely cross shipping lanes where huge, vortex-generating cargo ships are found?
• Are you operating from the most recent navigational charts?
• Have you provisioned adequately (food, supplies, water, etc.) with a bit extra in the event delays occur?
• Have you crewed appropriately; hiring only those hands that are skilled, experienced and up to the physical and mental demands of the passage?
• Have you done a thorough safety check before launching to ensure your vessel is truly ship-shape?
• Have you filed a “float plan” (sailor’s version of an aviator’s “flight plan” that identifies departure date/time, course to be taken, planned arrival dates/times at varying intervals, ETA at your final destination, etc.) with authorities in case of an emergency?

As with most things in life — homeownership, parenting, career management, relationships and, yes, even strategically managed meetings and events – there’s a romantic notion of things and then there’s that pesky reality. Oftentimes, they don’t overlap.

Point is, you must plan, and plan meticulously, if you’re going to execute the program with back-end precision and the greatest possible return on your meetings and event investment (“investment” being the key word).

If you do your due diligence, you will succeed in reaching that faraway port in the most time- and cost-efficient manner possible even though certain things will always be out of your control. But when they occur, you’ve already thought through matters and are able to navigate them expertly. If you’re lackluster in your planning and preparation, you will likely zig-zag your way towards your goal — maybe reaching it, maybe not.

Here’s a half-dozen tips for protecting your meeting and event investment and maximizing its return (some are “Duh!”-level obvious while others you may not have considered):

1. Befriend your procurement person. While some bristle at the seemingly confining nature of working with procurement experts, they may be the person who makes you look like a hero to your boss/client. Explain everything you know about your program to the procurement person – budget, goals, timing, preferred vendors, success metrics, etc. –because they’re your designated shopper and advisor. They can get you the best available talent, hard goods, venue, etc. at a price you might not otherwise have been able to negotiate. When you truly partner with procurement, you have the opportunity to co-author a great success story.
2. Get a handle on the facts – every last one of ‘em!  You wouldn’t walk into a potentially life-threatening situation – in this case, a potential career-threatening scenario – without knowing everything there is to know about circumstances. The devil is always in the details so be fully aware of everything related to the program. This enables you to make informed judgment calls and decisions and to help keep your program on time, on budget, and on strategy.
3. Build alliances. You need to get all key constituents onboard with your thinking and your plan, not to mention your budget. Make sure your executives know and understand the “why” behind what you’re planning to do and gain their buy-in. Demonstrate to them how your recommended approach will deliver directly to achieving stated business objectives.
4. Speak the right language. Every audience is different due to age, gender, mentality, attitude, setting, etc. You need to understand how they like to be communicated with and tailor your communication style, program elements, and messaging to have the greatest impact. All audiences want to leave a meeting or event knowing they are more knowledgeable, motivated, and equipped for having attended and taken part.
5. Implement processes, where necessary. This allows you stay on-track and to ensure policies and procedures are being followed. But don’t overdo it or you’ll spend the vast majority of your time tracking and monitoring, leaving little time or space for creative brainstorming and innovation.
6. Provide “weather updates”. Virtually all of us are weather-watchers, whether it’s checking smartphone apps, tuning in to radio and or TV, or simply looking to the skies for a reading. We must be equally diligent when designing and producing an SMMP. Circumstances and conditions change, and we must course-correct when and where necessary. If you’re not paying close attention, project/budget/timeline “creep” will occur and your likelihood of delivering a successful program on (or under) budget will be diminished. Make sure everyone knows exactly where things stand at all times.

In conclusion, if you have an upcoming meeting or event and like the idea of taking an SMMP approach, we would be happy to sit and consult with you at no cost. We’re only a phone call or email away and look forward to hearing from you.

TAKE AWAY

Implementing a Strategic Meetings Management Program approach to your meetings and events enhances the likelihood of achieving greater ROI on your meeting spend.

Happy New Year and May Success Be Yours in 2018 … and beyond!

Cheers,

The post Is 2018 the year you take an SMMP approach to your meetings and events? appeared first on dynami.

What makes a great events policy?  Simply put, it is ease of use.  Event policies fail when they are too complex to easily digest and follow.  I once worked for a Fortune 100 Technology company with an impressive event policy.  It took up an entire 3” binder and included every detail for any situation related to events.  People in every group and region of this company were planning events for employees and customers, signing contracts and hiring vendors without any knowledge of the policy.  The ones who were aware still didn’t necessarily comply, and the complexity merely discouraged use.  It was the right thing, done the wrong way, and useless to all.

Below are a few elements that will help you build the foundation (and most of the structure) for a policy done right.  One that protects you in every event.

1. Clearly define the parameters of an event. Is it determined by the budget, how many people attend or travel? No matter what your definition is, make sure it to state it clearly in common language.
2. Create a documentation process. Expensive technology isn’t always necessary in the beginning, but as your registered events increase, it can be a wise investment. Determine your organizational threshold for the hours spent on manual tracking, and do occasional pulse checks on the time spent monitoring events and approvals. This process will help you to define the best practices for your organization. At times, there may be more information than you can collect, but remember you don’t need to know everything in the first pass. Make it easy for the person submitting the request. Here are examples of the information you will want to document.
   1. Budget
   2. Total number of attendees
   3. Meeting owner and contact information
   4. Location
   5. Type of meeting – customer event, training, trade show, etc.

3. Create an approval process. Define; who can have a meeting, who can plan a meeting and who can sign contracts.  Keep it simple, clear and easy for your approvers to keep things moving.  Consider tying the approval process to budget levels and contracting parameters.
4. When should you use on-site event spaces or teleconferencing? Keeping smaller meetings on site, will reduce your risk and can make a significant impact on the budget.
5. What is included? Does your organization provide planning services, sourcing, approved vendors or technology?  Ensure employees can easily understand what is provided internally and how to access it.  All of these details provide a level of comfort for users that keep them compliant with the policy.

As you build or review your policy, ask for feedback from others.  People outside of the development process will give you a clear read on how the general audience will interpret it.

A good policy is created for the people who understand how the event process works. A great one is designed for the people who don’t. Keep it simple and you will find, not only will people follow your policy, but they will enjoy the process, and encourage others to do so too!

In future blog posts, I will share best practices for execution processes, savings tips, and insight into monetizing the non-revenue driving events for valuable ROI.

Related Article: Strategic Meetings Management

Until next time!

The post Keep it Simple – Strategic Meetings Management appeared first on dynami.