Ideas Worth Sharing Archives

Greg Elam
Principal
Solution House - Consultants
SolutionHouse@swbell.net

Thinking Beyond Your Self-Imposed Limitations

Fall 2011

The Meeting Planners Treasure Chest

None of these ideas being offered would actually apply to a normal, simple meeting. 

Some of these concepts apply to contests – which many readers will not have to handle. 

    * But every example here is an amazing discovery in “thinking-out-of-the-box.”   

    * Every example takes:

        1) An existing plan,

        2) Discovers a way to improve the plan,

        3) Achieves the improvement at no additional cost, and

        4) The change is awesomely better!

A Detail Change to Overcome a Problem

(This is a great example of bailing yourself out of a problem you helped create.)

The Situation: An Honor Awards trip for sales representatives.  It was a trip to Switzerland in the Alps and Monaco on the Mediterranean Sea. … and it was in big trouble. 

It was the first European trip ever offered, and, because of cost, required 18 months of sales to qualify instead of the normal 12 months.  Well, by 12 months the excitement had slowed down, and the 50% longer time seemed not worth the effort to the sales people!

The Solution: The announced plan included the transfer from one country to the other by flying from Switzerland to Monaco, a normal thing to do.  And, the cost of those airline tickets offered the solution the planner needed.  For an equal cost we could put two couples into a one-way Mercedes-Benz rental car, give them special maps and envelops with local coins to pay tolls -- have everyone rendezvous for lunch in France -- and let them drive down through the country side in deluxe style.  This was in the 1970s when Mercedes were much more rare than now.  We went to a car local dealer and borrowed an Owner’s Manual and copied the pages about the dashboard and printed and sent out a sample to all agents as enticement,

The Result: Stunning.  Much more glamor.  A real boost in excitement.  New sales records were actually set … and all of this at no budget increase what-so-ever!  

The Secret: Looking for a way to change/improve your own project without added costs.  

Riding the Coattails of a Royal Wedding

Make things special whenever you can.

As the time for your meeting approaches, you may suddenly realize there is some “special event” about to occur during your event.  Consider “marrying” (there is a hidden pun there somewhere) your event to this “famous” occurrence.

The Situation: Recently there was a mega-highlighted royal wedding in Great Britain.  It was to be before dawn in the US.  Yet it was of wide interest.

The Solution: Why not do something special for your meeting attendees?  Why not set-up a special room with extra TVs or a projection TV?  And offer coffee, tea or other breakfast items.  Make it a social event … with robes invited.  Make it a fun circumstance!

The Results: Sure, everyone had their own TV in their own room, but you were offering a mixing, visiting, eating highlight long to be remembered.  Add a British flag or some copies of a special publications.

The Secret: Meetings are intended to offer value, plus enlarge the base of corporate appreciation.  Doing things that make your events special and unique, that is your assignment.  I actually know someone that did just this when the groom’s mother was wed a generation ago … and some of those attendees still talk about it.  

Discovering the Hot Spots

(If you ever have to plan a Contest, there is a clever way to always increase results.)

The Situation: If you ever have to set some goals for a contest with multiple levels of rewards, there are some things of value for you to realize:

*First, your levels of rewards do not need to be equally spaced.  (If your goal is to reward at low, middle, top and super-top, there is no real reason to set the reward levels at 2,500, 5,000, 7,500 and 10,000.  Even spacing does not make sense.)  What you want, and need to do, is set goals offering a bit of stretch for each of your sales people.  Plot-out current production and you’ll see where folks are, and then you can plan to “move them up.”  The key is in knowing what the results are from the current pattern of production.

*Second, once you have some information as mentioned in the previous paragraph, then you can become a magician.  A guaranteed way to increase results by 10% is plot-out the sales results of the last contest.  You will discover that your sales-folks have created “clusters” of results.  Those “clusters” will be located where the last rewards levels were located – no surprise there because you set those levels yourself.  To increase sales results, study those “clusters” and decide what would happen if you moved each cluster by 10%.  Some of those groups will be sort of tight together – and those you can easily set the goal just a bit higher.  Some past results may be more spread-out as a “cluster” and you’ll want to ponder where to set the next increase.

*The purpose of finding your “Clusters” is that those are “Hot Spots” within your own unit and you can move them if it does not seem to be a major boost

in requirement.

The Solution: Arm yourself with information, not guessing.  The steps above give you information so that your review and plan is based on real facts. 

The Results: Everyone will have what they feel is a reasonable goal, and strive to reach it.

The Secret:  Looking for a way to change/improve your own project without special added costs.  

Cost Versus Practical Needs – Pre-Banquet Bar Service

Why do you do what you do?

The Situation: There are companies that offer a full-hour of free cocktail service plus deluxe food before a scheduled banquet or major pre-paid meal.  In truth, that pattern is normal with some organizations.

But there are two opportunities to save money while also doing a wise thing.

Consider, first, that a full hour of alcohol service has no value to the company, or the attendees.  That is too much drinking time.  It does cause some people to say the wrong thing or do the wrong thing.  Thirty minutes permits a “gathering and visiting” time … and that is the purpose when also spending big money on a major meal.

Secondly, consider that if there will be a big meal, why spend up-charged money on food for the reception.  There are many substitutes that will not appear cheap – nuts or a variety of selected items that cost less – that should let you appear “in good style” while not spoiling everyone’s appetite with pre-meal snacks. 

The Solution: Thus the opportunity is to contain some costs while being practical: the banquet is the big deal and greatest expense, the reception is the gathering/visiting time with no reason to fill folks up before going into the banquet.  Whether you have strolling musicians, hand carried snacks, or many of your available executives moving among the attendees, all can “feel good” while saving cost and also avoiding the problem that comes with too much drinking.

The Results: You have saved appetites for the big meal, saves a reputation or two, offered the gathering/visiting event, and actually enhanced the big meal by having everybody hungry enough to appreciate the expensive menu

The Secret:  Looking for a way to change/improve your own project without added costs.  Don’t tell everybody, but your cost will have gone down nicely.  

Borrow Prestige to Your Advantage

There are lots of times when you can borrow prestige. 

A rather dramatic example helps prove the point. Again, this story is an extreme, but it is the thought that should matter to you.

The Situation: An Insurance company wanted to emphasis a particular line of products and decided to offer a contest with only one winner.  Now how appealing is that?  None. But if you glamorized the process and the reward, suddenly you can re-set the game.

This story was a long time ago, but hang-in a minute and see what this planner did to make everything a remarkable success.

The Solution: First step was to find a very tempting award.  Ironically that very moment it was announced that the famous, old, original, ocean-liner The Queen Elizabeth (I told you this is an told story from the 1960’s) was going to be withdrawn from service: the end of an era!  The planner was able to buy a pair of tickets for the last voyage of this historic ship from NYC to England – First Class (and a few days in London and a flight back home).

Yes, it sounds expensive, but the whole contest had only one prize, only the one expense.  But it was fancy, historic, rare and tempting. 

But now for the rest of the story.  To add romance, and to overcome the fear that only the “big-hitter” sales representatives could win, this planner set out to help everybody believe they should produce and could win.  So, for the first time ever, every sale of this particular product was given several points.  The sales guy’s name was put into a pot for each point.  Then, at the end of the contest, every one of those award name sheets were drawn and assigned an exact minute of time over a 36 hour of time.

You see, The Queen Elizabeth ocean-liner was going to dock in NYC within a 36 hour window of time, and the Captain was to wire to this planner the official anchor-down time (which could be affected by Atlantic Ocean storms, fog, harbor cluttering and a variety of events). 

The Results: The planner published the results of the drawings with every minute having a name (everybody had more than one minute, and none were next to each other).  And the planner never announced the winner, but instead sent everybody a copy of the Telegram (this was before e-mail) and everybody everywhere had to look to see who had won.  (It was a Hawaiian man and his wife that won … so they went from the Island of Oahu to the Island of Great Britain!)

The Secret: Only one award was offered to one couple, thus a much smaller-than-normal expense.  This was a way to focus attention on a new product.  But there was a tremendous excitement, genuine interest, and a feeling of great fairness to everyone.  And all this linked to a major news story that added glamour to the concept. This planner intentionally looked out-side of the “box” and found a way to please the boss and the sales folks!   

Ever Consider Charging Meeting Attendees For An Extra Cost – and Being a Hero!?!

There is always a value in having your attendees feel special – of having them becoming extra pleased with their affiliation with your company/association. 

This example also does not fit into any normal situation for a meeting planner – but read this example because it breaks a logical rule, and yet pleases even those that were not attending the meeting were pleased because it caused a “glow” that this company was doing something with their attendees uniquely in mind.

The Situation: Again, this was an honor-trip for leading producers, and it was to be held in Hong Kong.  It was a popular contest but, as always, the closing months of qualifications began to lose energy and excitement.

But the meeting planner recognized the meeting included a round-trip air-fare from home to Hong Kong and back home again.  This planner pondered the thought: “If we are going to be about half-way around the world, how far would we get if we flew the rest of the way around the world for the price of our budgeted ticket?” 

The Solution: The answer was that for no more cost you could get everyone to Frankford, Germany.  (From USA home, to Hong Kong, to Germany was with-in the budget.)  OK, so what would be the cost of staying two nights in Bangkok, Thailand and touring, and then two nights in Frankford with tours, and then the cost of group flight from Frankfort to home, plus a few meals?

Because of Group Rates, the added cost was remarkably low as an add-on to the pre-paid part of the trip.  So, suddenly, the company was able to offer a special privilege of a genuine, deluxe, mind-boggling “Trip-Around-the-World” for very little money or the free round-trip home for those that did not want to pay anything extra.

The Results: Can you imagine the excitement of fulfilling every traveler’s dream of going all the way around our world in real style, for a few hundred dollars!?!  Only one couple did not choose to go all the way!  It was a big deal, it reached beyond everyone’s dreams and was instantly seen as super special and a privileged offer.

The Secret: But the vital lesson here is that this company made an offer that would cost attendees cash … and they were thrilled, excited and so very pleased that the organization they work with had made a once-in-a-lifetime experience at so little cost.  Everything about this idea came about because of taking an existing program and improving it at no added cost to the company’s budget.  

Living on a Two-Way Street

Summer 2011

YOU CERTAINLY REALIZE that your job, career, and future opportunities are influenced by your own actions. But do you recognize that there is a simple way to improve yourself and your career?

In your professional life, there are three areas on which you should focus your attention: your company’s needs, your boss’ needs, and your own needs. Either you are of value to your employer or at risk of being let go; either your boss is pleased with your work or you have a potential problem; or, either you are pleased with your current situation or unhappy with that part of your life.

Is there a magical answer to doing better in each area? Perhaps not, but there is a secret to improving in each of these three possibilities.

You will serve all three better when you become adept at living on a “two-way street.” Every negotiated contract must have two winners -- both sides are better for it. Your meetings can be more productive if planned with the feeling that the attendees and the sponsor are both being better served. Do you realize that your suppliers will help you, will support you, and will share their skills with you if you simply give back?

And bosses like positive results, positive feedback, and the sense of satisfaction that comes from you having done your best.

So how do you do more than you are doing now on this two-way street? First, you back away from your project and ponder what you might do differently. Ask your professional friends and suppliers what others are doing that is different from your current plans. Listen quietly. Then think about its value to your needs. And, along the way, be sure to offer suggestions (and even praise) to those same friends and suppliers.

To be trusted, you must show trust. To be worthy of their interest in you, you must show an interest in them. Share and seek, seek and share. It doubles your resources.

All this is easy to you once you decide it’s worth your time to move to a two-way street. 

Are You a Source of Support to Others?

Spring 2011

THE MOST VALUABLE ASSET you need to develop to look good and to provide yourself with the confidence you need to make good decisions is to build a core of trade friendships who have shared their information and experiences with you.  This you may already know, and the topic has been part of several of my previous articles (see articles below). 

But please allow me tiptoe into the other side of this discussion.  Are you available, even eager, to be of help to others?  Can you remember a supplier telling you information that was pricelessly valuable to you?  Do you recall a hotel staff member mentioning something especially helpful?  And what about the other meeting planners that took the time to give you some wonderful advice that you used … and took credit for it with your pleased boss!?!

You’ll have heard the old cliché that “What goes around, comes around?”  Believe it!  Life is a daily adventure.  It is not always predictable.  And it certainly is not always kind.  But there are many things that can and have affected you and your job in important ways.  Help and support from others has always been important to you, whether you recall it or not.

Just remember that you always need to be useful, valuable and helpful to others in need.  Every bit of helpfulness you share will cascade back to you.  There is literally no end to the stream of appreciation and willingness to help you that will follow from your doing favors for others.  Helping someone else will enrich your life.  It always has, and always will.

Do not expect to see immediate, measurable results from your sharing.  In fact, do not expect any direct positive feedback from your actions.  But you’ll soon realize that, by golly, you have done some really good things for someone else … at no cost to you, but to your deep personal satisfaction. 

Appreciating Your Attendees

Winter 2010-11

IT IS EASY TO SEE your attendees as a collection of impersonal people.  Yet you’ll also know that within that group are some tales to be told, and appreciation to be shared.

While the situation may not apply to every reader, the drama behind the event is worth enjoying.

A friend of mine tells a story of a group returning from an awards trip on the French Riviera that had one stop before their final flight to the United States. The commercial flight landed at a small Spanish airport near where a grand new airport was being built. There was no sky-bridge connector to the main building so passengers were required to walk down the airplane’s stairs and across the tarmac to the small building … because they wanted to buy some Spanish souvenirs.  This event occurred before the age of modern security electronics.

It didn’t take long for these couples to realize that there was a crying young wife and children within the room.  It appeared that while her military husband had left with his unit, she and her children were flying home.  While she was standing in line holding one child and trying to contain the other, someone had reached into her purse and taken her airline tickets and her passports.  The airline had permitted her to go into the small “main building” because there was no other space while the staff sought action approval from their headquarters.

Realizing that suddenly this little family had no money for food or toys, the meeting travelers bought the family food and gifts, and comforted them with hugs and smiles.  When boarding was announced, all walked outside to return to the plane.  They had to pass through a gate in a wire fence.  The meeting planner chose to stay near the gate as the group passed by and waited to see if the family would be permitted to board.

Indeed, the airline staff had received permission for them to board so the planner passed through the gate and looked up to realize that there was a long line of his friends staring back to see if all was well, and ready to return if needed.  It was a “thrilling moment” for my friend.

Within any meeting there are people willing to be of support … if they become aware of some vital need.  Even when we sometime get annoyed, we always need to appreciate those whom we host at our events.  

Whoops! Almost Missed This Opportunity

Fall 2010

CONSIDER THIS BRIEF thought herein, said so well by someone else:

   Yesterday is history,

   Tomorrow is a mystery,

   Today is a gift.

   That’s why it’s called the Present.

In your hurly-burly daily life, consider that each day does represent a gift – a present – to you.  I guess my point is for you to recognize and celebrate each day as being special to and for you. 

A friend was amazed last month and still smiles about it.  He had concluded some brief business and, in a hurry, entered a parking garage elevator from the underground level.  To leave he had been required to use a vending machine and pre-pay and validate his exit card.  It had only cost him a dollar for less than an hour.

The elevator next stopped at the ground level, which also had a vending machine.  When the door opened, as some people got on, he noticed a lady, babe in arms and another child holding onto her skirt, frantically searching inside her purse.  On impulse, he was moved to hold the door and ask if she needed help.

Somewhat frazzled, she replied she was looking for a dollar bill.  He instantly said “I have one for you.”  She responded that she could not take his money.  Being an alert meeting-planner-type-of-person he held the dollar out and said “I’m not giving it to you.  I am sharing it so that you can then pass one on to someone else that could use it.”  Her face lit up when she understood that he did not feel she had begged for the dollar, but was sharing a gift that she could then pass along to someone else.

When the door closed and the elevator moved upward, he was amazed at how good he felt himself, and noticed that everyone that stepped off that elevator at their own floor was also smiling.

Whoops.  Almost missed was this special feeling he had about the whole world.  And, he had done something helpful to someone else.  It took less than a minute but touched a number of lives in a delightful way.

Claim each of your days by touching someone else’s day in an improved way.  I believe those who are involved in meetings have more opportunities than many others.  Enjoy your job by sharing yourself with others.  

Problems = Improvements

Summer 2010

EVERYBODY ENDS UP with a surprise problem at some point.  Either a boss, a vendor, a facility, a speaker … or even a storm can and will present to you a really significant challenge.  The next time that happens, consider that you have at least two choices:  either fight the situation, or accept it as real and put your mind to not only solving the circumstance, but to using it as an opportunity to improve on your planned program.

Does that sound “Pollyanna” to you?  Not so, dear reader.  I have heard many delightful stories … and have lived through a number of my own.  Your process for solving your dilemma could include:

Rule # 1 is to define what the problem represents to you - Site change?  Program change?  Concept change?  Pattern change?  Content change?

Rule # 2 is to set out to take advantage of the challenge and do something better or differently or more cleverly.  You will always be graded on results, not problems.  Just remember that you are alert and you can get help that you’ve probably overlooked. 

But do believe this:  an unexpected problem offers to you the chance to show your value by finding a way to not just “solve” the situation, but to also make the program actually better, or more interesting, or more exciting, or more valuable to attendees and your company.  It can and it will work to your advantage if you choose to see the situation as offering an opportunity.

Have faith in yourself and your resources.  

Getting Things Done Through Other People

Spring 2010

AS YOU CONSIDER your next meeting, do you aspire to improve it against the last one?  Would you like to please the attendees more?  Or impress your boss?  Or even just know deep-down inside that because of you it is better than before?

 Hello - who wouldn’t want to do all of the above?  Well, consider that you should begin by looking beyond yourself.  Yep, believe it or not, there are others who also plan meetings or supply support to meetings or offer courses or there are coffee groups that desire to share their experiences and want to hear your story as well. 

This isn’t about money, although we’ll touch on that in a moment.  It begins with you deciding to get your things done by listening to what others have to say, or what other services could be available to you.  Are you fearful of help -- I doubt it.

So how do you begin? 

First, do realize that most people are pleased with how they do things and would like to tell about their work.  Secondly, they are not about to tell you how to do anything … until you ask them, because when you ask, it is a compliment to them and a signal that you would like to hear more. 

Who to ask?  Talk to the hotel or meeting facility about what some other customers did (and don’t forget to talk to the place you used last time and ask them also).  Consider those service providers that call upon you.  Ask them for the best ideas they’ve seen.  Or think about the local businesses that you know hold meetings.  Find out who plans their meetings and call them up. 

Join any local or regional professional meetings group and listen to their programs or just ask for their best ideas.  Ah, but there is also another option: hire some supplier, who is a really experienced professional, to help with your meeting.  There are transportation companies, catering companies, decorations companies, travel coordinator companies, feature speaker companies, meeting assistance companies – all of them make a living making people like you look good.

My point is that you deserve to do your best and benefit from doing well.  But no one ever said that you must stand alone and re-create all the good that is readily available to you.  Take down your shield and open your ears.  And enjoy your job even more.  

A Professional Secret - Owning "The List"

Fall 2009

IN THIS COLUMN WE’VE SHARED ideas intended for active event planners and organizers.  This one will save you grief far beyond your expectation.

Let us start at the beginning.  Many of your events occur out-of-town or in the evening or over a weekend.  Right?!?  Have you recognized that those are inconvenient times for most people?

Consider that if any problem begins developing – it quickly becomes your problem!  You are seen as the magician that causes things to operate smoothly – let us not deny it.

Because you are alert and clever, you have built a world-class list of trusted sources and resources to back you up … and who have helped you look good and perform so very well.  Because of computers, smart phones, Web sites and small storage flash-drives, you have the information to solve most situational needs.  Yes, you do – it is the mark of a wise person.

Ah, but where is all that information?  Office desktop, laptop, smart phone?  What is your situation if there is suddenly no Internet service, or no phone connection or the power is lost?  Is all that priceless data in one place or a variety of places?

The sleep-well-at-night solution is to take the time to gather all that good stuff in one place and then have several copies: print-out the list and always have it when operating an event: or have it on a small flash drive; or have it on a desktop at the office that has back-up power, or whatever.  The point is that your emergency contact information must be available to you in any emergency.  Not later, not by calling assistants to try and find it, not “hoping” you can find the contact for that person that you know can help you.

Create and take control of your most special of career-saving resources by bring it all together … and make it your business to be able to access it where-so-ever-the-problem may be.  And do it now before you need it. 

A Fading Opportunity

Summer 2009

POSSIBLY POWERPOINT may be diminishing your capability to enhance your meetings.  Let us pause and consider the parts of a meeting.  Basically there are two kinds of planning responsibilities that run parallel.  You may do all of it or a mixture of some of all of it.  But let’s build a common arrangement.

One part consists of the Event’s Management:  This includes Location, Facility, Transportation, Logistics for the meeting, meals and lodging, and all sorts of pieces that make an event run well.

The other part of any meeting is the Content Development:  This covers the Purpose, the intended Message, the Presenters who will tell the message, the Reinforcement of that message, the related Materials to be supplied … all relating to the need for the meeting, but none of the Event’s Management.

A necessary part is the presenting of an overall theme, coordinated supplies and presenter’s support to give power to the message and value to the meeting.  This is where PowerPoint comes into play.  This software is a blessing because it is easy to use and can be an important professional support vehicle throughout the sessions.  But it is the “easiness” of the software that is fading some important opportunities.

Graphics, drama, and professional appearance may be fading within your meetings if PowerPoint has become the “List Builder” used within a talk or the “Displayed Script” some presenters use as a prop.  Any meeting is expensive and can also be a time-waster if it does not bring value to the attendees and to the company.  Presenters must provide a powerful message to fulfill their purpose, of course.  But are you, as planner, interested in helping enhance the purpose of the meeting?  What will the Printed Program look like?  What will the Theme Slides (the opening visuals) look like?  Will there be any Entertainment Value when coffee breaks are announced or when the most important points of the meeting are announced?

PowerPoint has many remarkable attributes if wisely developed and used.  There are all sorts of local talent to help you use it wisely, handsomely, and attractively.  Fight against “just doing it easily,” and intend to help build a better meeting by offering “remarkable, impressive, prideful professional” theme support.  

Daily Opportunities for Kindness

Spring 2009

A COUPLE WAS DRIVING, cutting across the territory on a less-used four-lane road, when the traffic light in front of them turned red.  There were no other cars clustered around them so the driver moved over from the right lane into the left lane before stopping.  The rider asked the driver why that had been done and the reply was that the road crossing ahead was a major street and to the right was a community that most folks would turn right to go there.  The driver was simply clearing the right lane so others could turn right if any cars actually came up from behind.

 For fun they both watched (it was one of those long traffic lights because it was not a heavily traveled road they were on), and sure enough about four cars were able to turn right because of the “opened” lane available to them.  The rider was surprised and sort of pleased to see all of this painlessly happen.

Is this kind of situation a new discovery to you?  Perhaps you have taken such a convenience as accidental, not realizing the benefit you received was intended and initiated by someone else!?! 

One of our great challenges as a skilled human being is to tune our alertness so that we can recognize some opportunity that would please someone else… even when they do not know it. At your office, at your meetings, all day long you may be able to share a smile, relieve a concern, simplify someone’s task, give a pat-on-the-back of appreciation … or simply stop at a traffic light in such a way that someone else could do as they need to do.  And, if you realize that someone has just shared an act of thoughtfulness with you, you need to be sure to acknowledge it if you can.

Perhaps you’ll have noticed that people involved in the hospitality and meetings business seem unusually alert, extra thoughtful, and especially supportive.  Be sure to do your own part in continuing that tradition.  Everyone will benefit. 

Winter 2009

Wecome to Tight Times

WE ARE LIVING IN TIGHT financial times -- possibly as spooky as you have ever experienced.  So let us take a tiny bit of time to visit about your job, your employer, you, and what you can do to help each of those responsibilities.

Often we find ourselves so trapped in a cycle of deadline-focused panic that we don’t find time to consider what we could be doing to help our situation.  Thus, I invite you to ponder just the length of this page and discover a new thought pattern.  In no special order, and certainly this is not a complete list, “Have you thought about…”

Greener Meetings, Greener Employer  -  Some alertness could help your image and a contrast against competitors.

Innovative Budget Savings  -  Now is the time to show “cost” sensitivity.

Better Utilization of Internet  -  A repository of lists, a custom-to-your-company reference resource, a past meetings’ data collection.

More Effective Meetings  -  How to cause more immediate results, how to expand useful content.

Reduced Costs  -  Suddenly rate and location costs are negotiable, again.  Many costs are down, not up. Is that an advantage?

Shorter Meetings  -  One nighters?  Electronic support or enhancements?  More closer-in regional meetings?

Take Care of Your Boss  -  Have you yet recognized that your career is related to your bosses’ success or survival?  Provide support.

Sweating the Details  -  In hard times and in panic times, alertness and effective performance matters more.  Pay extra attention to details.

ROI (Return on Investment)  -  If you have not been proving the benefit and results of your job, now is the time to share it.  It may indeed require some study but you’ll survive only if you are valuable, so prove it.

Because of You “Good Things” Can Happen  -  Prove the point, share the successes, volunteer to help solve problems, remind of positive results of the past.

Eliminate Annoying Problems  -  If you are good enough to organize valuable and productive meetings, then you are alert and perceptive.  Offer those skills.

Meetings Exist Because They Produce Important Results  -   Communications, reinforcement, trust building, inspiration, espirit de corps.  Only gatherings can provide all these things to a wide audience.   

Fall 2008

Your Daily Actions Affect Others

YOUR DAILY ACTIONS affect others, and you already know that.  But, I’d like to suggest that you intentionally intend to “Plant seeds of Benefits and Encouragement” as part of your routine.

My, my, such lofty thinking.  But let me share a story that was not planned, but ultimately had great and kind results.  One-upon-a-time a salesman called upon a young man at a medium-sized company whose products and personal style were genuinely admired by the young man.   But, at that particular time he had no budget, thus no need for those services.

He did ask for a chance to see an item and the salesman walked him out to his car and his “showroom” was his trunk.  After a long career this salesman had decided to go out on his own and this was one of his early “cold calls.”  The young man was not a prospect and was hardly even a suspect.  But, he was so impressed that he offered to call a friend in an adjacent city with a much larger company and recommend that the two meet.

Some 15 years later at an industry banquet this young man was presented with an overly generous, absolutely delightful gift as retiring president of a particular organization.  When it was all over, the young man sought-out the presenter and asked him how in the world he could justify the expense because there had been no such budget.

The presenter smiled and asked if the young man knew a certain person.  The response was that the name was familiar but that was all.  The presenter then explained that he had gone to a certain specialty store and was busy looking for an item for presentation when the owner asked him to describe the recipient so as to help with the selection.  As that conversation developed the owner realized the gift was for the young man from a nearby city of 15 years earlier who had been helpful to him.  He then said to the presenter that he could have anything in the store at no additional cost because this young man gave him the contact and recommendation that had helped him become a success.

Summer 2008

What you SAY really isn't important.

SURPRISED?  Forgive my semi-stupid statement.  To say it differently, “Are you listening to what they hear?”  This subtle warning may be one of the most vital communications concepts that you’ve yet to consider.

In your work, you must regularly communicate with your boss, your meeting attendees, your selected hotel staff and a wide variety of suppliers.  Allow me to share with you a potentially career-saving professional secret - What is heard is much more important than what is said.

In addition to a career of meeting planning, I’ve also had a parallel career in communications.  Last week I was hired to consult with a new company and was attending meetings at its headquarters.  While there I witnessed a heated disagreement between two very important people in the organization.  The whole place was on its ear about their verbal altercation.

The important message to learn is that it isn’t valuable what you say when you are trying to communicate an idea.  What does matter is what the other person hears.  Of course, your intention is to share information accurately.  Great.  But consider this - the only thing that really matters to you is that the person correctly understands what you intended to communicate.

Effective communication occurs only when the receiver hears the message exactly as you intended.  Many times they do not.

So what is the secret of successful verbal communications?  Dial your mind into the person with whom you’re communicating.

Sales people listen differently than accountants.  To get your intended message across to the other person (or group) you must aim for their interests, their knowledge level, and perhaps most importantly, their level of trust in you.  When you learn to shape your thoughts and ideas toward your listener, then magic happens.

Back to my story of the unfortunate disagreement.  Instantly I knew the problem, knew other issues that had everyone nervous, and overheard what each had said.  When the three of us visited I explained that each had spoken about their own feelings, in anger, faulting the other.  Both agreed and soon realized that if either had spoken of the actual situation rather than their own annoyance, they would not have said what they both deeply regretted.  Both were amazed at the simple concept of communication based on how and what the other person was going to hear.

The practice of listening to what others hear will be of great value. 

Spring 2008

Should You "Green" Your Meetings?

LET’S TALK.  There is a great deal being said about “Saving the Planet.”  Your company may or may not have taken on this calling in a serious way.  Are you open to a conversation about it?

Before we begin, there are two basic rules that we should all understand.  Rule #1:  Your responsibility is to create and manage effective meetings to the benefit of your employer. 

Rule #2:  Never do anything that does not support Rule #1.

With these guidelines in mind, let’s consider the topic of  “Greening.”  There are a whole bunch of things you can do painlessly to enhance your effective meeting management and sensitize your company.  Here’s a few simple ones to consider:  Print most hand-outs on both sides - that cuts some paper use in half!  Choose your badges or notebook binders because they will be bio-degradable or use less toxic materials.  If you offer bottled water, either select a brand that uses an eco-friendly bio-degradable design, or use glass tumblers rather than plastic. 

Is this a complication to your meeting?  Nope.  But it does require a bit of thought and possibly some Internet research for suggestions and advice.

There are several other notable observations to share:  Don’t get carried away as if you’re on a crusade.  Only a fool annoys the attendees or the boss.  Everyone will be pleased with clever solutions and positive actions so long as you are helping the company, the attendees as well as the environment.

If indeed you chose to “Green” your meeting, first get your boss’ permission.  Develop a cost measurement so you can report on the savings (or the expenses - not all changes will be cheaper), on the wisely chosen materials, or on the reduction in waste. 

You’ll want to tell all attendees what steps you have taken and why.  And you’ll want to have a complete summary to send to your boss.  The more you tune-in to this project, the more results you will discover.  Isn’t that what your job is all about!?!  

Winter 2008

Causing Highlights

AS THE EVENT’S COORDINATOR, you’ll have covered the facility, food, meeting room needs, registration, presenters, and all the myriad details that both justify your responsibilities and consume your time.

In truth, your badge of distinction comes from doing all of the above well and efficiently,  so let’s move beyond the necessary, the practical, and the obvious.  Let us ponder something else that can be a part of your “skills display.”

Consider how to make your events memorable in a pleasing, thoughtful way.  We are talking about moving from satisfying your boss - an important goal, to be sure - to delighting your attendees.  Everyone expects all the necessary things (appropriate food served on time, adequate facilities, etc.), but life is more than just the necessary.  You, more than most, can help create those touches of magic that can turn an ordinary event into a memorable one.  We are not talking about large amounts of money; we are talking about unique, thoughtful, special-to-that-attending-group actions to please the collection of people for which you have some responsibility.

Consider an event where a printed program is to be supplied with lists of recognized people and other important information.  We live in the digital age of instant printing, so why not have printed, full-color photographs in the program taken that very day?  Yes, it is a delight to have a slide show of highlights of the meeting where everyone sees others from that event; that is easily done with one roaming photographer.  In addition to that, or in lieu of it, a series of printed pictures in the program is both surprising and impressive.  Most of the program could be pre-printed except for the photo page.

What about a custom CD of a presentation, or presentations, of that day being distributed at the end!?!  Preprinting of the CD labels saves time and production of the CDs is inexpensive, quick … and very impressive.

As a demonstration of unique event highlights:  at a banquet for Mr. Stanley Marcus, creating a small pamphlet listing all the “His and Her Christmas Gifts” and “Fortnights” never before brought together is one memorable idea.  Have a Bowl Game banquet coming up?  How about creating a small deck of cards, each featuring the Game Day printed program cover on one side of the card and a summary of each game on the other?  Too complex?  OK, consider a Top Ten leaders booklet, or a list of enjoyable trivia of your company.  The point is to touch your attendees in a favorable way. 

It is your event – suggest how to make it special. 

Fall 2007

Details Matter

I'VE BEEN ASKED to share this story.  While most readers will never see such a situation, it is a reminder that meeting professionals should manage all parts of all events.

At an insurance company, we’d planned an honor trip to Hong Kong with the super stars going first to Beijing.  After all was set-up and organizing completed and the qualifiers had made their goal, new out-of-state owners decided to sell the company.  My department was eliminated and I was transferred to a subsidiary, which shouldn’t be important except… read on.

An executive decided to take the “planner’s” roll and precede the group to Beijing.  He required that one of the travel coordinators we hired to help us must travel with him and his wife.  Thus, when the group’s plane left Tokyo for Beijing, no professional was on the plane – after all, someone saw the 15 couples off – and the executive and professional would greet them in Beijing.

While over China the pilots began to exceed the international rule of number of hours in the air that day, so the plane was diverted to a Chinese military base rather than fly on to Beijing.   The plane landed and there was only one English speaker on board, a new bride with all her gifts.  She was ever so helpful, yet concerned.

Imagine the concern of “my” people when taken off the plane to a small hotel outside an isolated military base somewhere in China.  The men stayed up all night to “protect their wives and themselves.”

In Beijing it took a long time to determine why the plane had not arrived because it had left Tokyo.  The next morning the group re-boarded and found the bride had been beaten up and all her gifts stolen.  They were then asked to deplane again and refused.  They did ultimately arrive safely one day late.

Our plans had included having a professional on board that plane who would at least have been in contact and would have also had more “power” than those 30 non-native speakers who were simply seen as tourists.

As additional note:  After an enjoyable visit within Beijing and Hong Kong, all the group were several days home when Tiananmen Square occurred… so things could have been even worse.

Summer 2007

Are You Helping Yourself Help Yourself?

THE ART FORM OF COLLECTING IDEAS – and the value of doing so - would appear to be obvious, but somehow it does not seem to work out that way. Let’s face it; the planning that you do to produce a meeting (or any project for that matter) follows a certain pattern. You’ll have a checklist of things needed: accommodations, meeting space, room layout, supplies desired … and that list goes on.
 
 What you will next be doing is checking on the “flow” of things: subjects to cover, announcement, attendee list, speakers … and that list goes on.
 
 Each of the above will have been developed from experience, suggestions and making some improvements from a recent event. You are no doubt looked upon as a quasi-professional within your company. All this is good.
 
 But there is another step beyond being graded as “Good” – and that is in being graded as being “Great.” And the truth is that you already understand that the next step comes by improving your events in noticeable, satisfying ways.
 
 There are several secrets in becoming “Great.” The easiest one is in building an “Idea File.” Simple? Yep! But are you actually doing that? When you attended someone else’s meeting and admired the room layout, or registration, or handout materials – did you make a note to yourself about it and actually put it into a file? Or when you read of a clever concept in some industry publication, did you cut it out, or make yourself a note … and put it in your file? Every idea captured is a resource for you, and especially you. It represents a beginning thought that you may change or improve upon. It is like a garden – nothing will grow without some attention (water and nutrients).
 
 All this may sound so simple, even stupid, if you are not a believer. But I know no highly regarded meeting professional that does not improve themselves by building a resource file of neat ideas, concepts, solutions, actions or the avoidance of some problem you’ve once had. Torn-out paragraphs, cut-out articles or 3 x 5 cards dropped into a file or pasted into a book can become your “Improvement File.”
 
 There is even a delightful (free) software program that you ought to be using: www.EverNote.com. The basic program is free, and all you need. It provides a date, time, and easy search of your notes. See something, highlight it and “click” and you have captured it in your own computer. Now what is your excuse for not helping yourself help yourself?!?   

Enjoying the Journey

Spring 2007

IN THIS SPACE OVER THE YEARS we’ve shared “insider” stories, examples and solutions for the benefit of meeting planners. In thinking about what has been shared, and what ought to be told next, one thought kept coming to mind – “Enjoying the Journey.” It does not matter how you became involved in meetings - whether you asked for that responsibility or you were assigned that “opportunity”- it happened. Certainly that “duty” then became a part of your career path.

So let’s step back and look at this “duty:” what it means to you and what it means for you. The specialness of designing and developing a meeting is that you will directly impact a group of people. Most jobs don’t offer immediate results, or the opportunity to see your work in action. But you will know that you avoided certain problems, prevented some predictable situations, and that you have met the multifaceted goal assigned to you.

Yes, the requirements of the meetings kept being changed on you, and, yes, either the budget or your support staffing was less than you desired. But haven’t you found that to be true in other things in life also!?!

Let’s look at this situation from a different angle. (1) It became your responsibility to do these meetings. (2) You have the opportunity to do a superb job and even get recognition for doing well. (3) Well done work does not remain unnoticed. (4) Meetings have a dynamic of their own and your skill in making this event better, more valuable, and a pleasing event will matter to your boss.

Thus you found yourself with a goal to achieve. A target was placed upon you. Since that is true, you need to recognize that there is a “Journey” along the way to reaching that goal.

Therefore, logic (and good sense) suggests that you learn to enjoy your journey. Begin by sub-dividing this task into pieces and parts. Of course, you’ll begin finding ways to satisfy those parts. Along the way you’ll begin to recognize subtle ways to either make the rhythm and flow of the meeting be smoother or more powerful. And you’ll improve the ease of registration, the usefulness of the handouts and other ways to assure that their value to the event is better. These steps are all parts of your journey toward a goal. If you begin to actually “enjoy” doing these steps, you’ll find your task much more satisfying. And folks, that step turns your task into a pleasant experience … and a finer result.  

Help, Support, & Guidance for You
Winter 2007

Let’s visit about an organization named “Meeting Professional International” (MPI). Perhaps you’ve heard about it, or possibly you are a member. That doesn’t matter – read on.

The organization known as MPI has become the world’s largest organization of meeting planners and meeting services suppliers. It has grown to have 45 individual chapters in the US, 8 in Canada and 14 in other countries. There are 20,000+ members now.

This is remarkable when its purpose is not some grand save-the-world crusade, but indeed is focused on the meetings industry. The only requirement is to answer one of two questions with a “Yes.” Are you involved in meeting planning at all? Are you involved in supplying services to meeting planners?

If not a member, why? All it can do is help you. There is a resource library with many special-to-your-needs publications. There are education programs entirely intended to help you do a better job for your boss … and you. And if there is a chapter near you, it represents the finest opportunity to seek other opinions, trusted suppliers, ideas you may use and the list of advantages to you and your boss is broad, long and especially helpful.

If you are already a member, are you serving on a committee? Have you volunteered for some task? Why bother? – Only because it will help you. Involvement will expose you to good people, impressive ideas, trusted confidants … or even help you find out who you don’t want to help you because you don’t like their advice or style. The more involved you become, the more valuable you become to your boss, and to your career.

Isn’t it delightful that such a large organization exists as a benefit to you!?! In addition to monthly chapter meetings, and a monthly magazine, there are two North American Conferences with displays of all kinds of neat and clever items you should know about, and there are several days full of classes on all kinds of subjects – all of them intended only for meeting planners or suppliers.

Expensive? Not really, but your employer ought to pay for MPI, its chapter luncheon meetings and at least one North American Conference. Without question you will be better experienced, wiser, more productive, more useful and even more effective.

Not a bad trade-off for a small bit of your time. 

Let Your Alertness Show
Fall 2006

When it comes to your planning “opportunity” to develop and “run” a meeting, you actually have the inside track on doing your best … and doing it well enough that others will notice. The eternal challenge for a meeting planner is that when things run so smoothly, your efforts may be overlooked because everything seems “normal,” “natural,” even “effortless.”

But there are things you can do to the event’s materials that add a subtle “Wow” feature. These are small things that can contribute to everyone convenience, or that are helpful to each attendee.

Let me name three that perhaps you already do – but let us consider whether you could do them better. The lowly Name Tag can now be an incredibly useful item because of personal computers and easily bought supplies. When you create a name tag, you can also easily create a Receipt that is part of the tag. Or you can print a brief Schedule of Events that folds over (or to the side) in the tag holder. Or you can print-out event tickets needed to attend certain events – and all can be individualized. All this from the lowly Name Tag.

Or perhaps your meeting would benefit from a different (or better) Quick Reference list of events, room location, subject, etc. You have control of the information. Take the challenge of making an especially useful summary sheet that fits in a pocket or becomes a book-mark.

And, have you considered a really useful, helpful list of attendees and speakers? Name, city (or mailing address), contact information (including e-mail address). Sure all this is available “somewhere” – but should not your supplied materials be the best of all, rather than just “stuff” provided by an impersonal don’t-care-much type individual?

It is so very satisfying when you realize the many little things you can do to enhance the things you manage. Give it your very best and others will begin to appreciate your professionally capabilities. 

Pleasing the Boss and Getting Credit, Too
Summer 2006

Most meeting planners suffer the disadvantage of doing good, smooth work … and your results sort of being taken for granted. There is a practical way to begin showing (proving) your worth and its value to the organization.

Do you write a summary report? Do you bother to provide information on changes and improvements made, or on problems that arose and were solved? If you don’t do this, then either someone else got credit, or it was presumed that there were no problems.

There is a smart way to receive some recognition. It begins with compiling a report that tells how many attended, a summary of the program … and anything else that is useful to the boss. Don’t forget that your boss also has a boss somewhere and can benefit from having useful information to share.

But the smart part is to have a series of "Footnotes" or "Action Notes" that you add that identifies a room change, a cost savings, an improvement, a smoothing-out of registration or some such detail. Never give too much information – it is boring and can sound boastful – but always use appropriate adverbs and adjectives: "successfully solved," "smoothed out," "relieved congestion," "eliminated surcharge," "assisted," etc.

I must caution that there is an art form to doing a good, productive report. Always remember that your boss (or whosoever had requested the meeting you supervised) had a reason and purpose for having the event. Your report needs to serve as being valuable to that person. But it is ever-so-important to you that you explain what you did that made everything work so well. Was there a successful price negotiation at the beginning? Was there a hotel or location choice that proved to have been beneficial? Is there a change you’d suggest for the next time? Have you been telling of such information all along (?) – if so, a summary reminds that you were indeed working hard and smartly for them!

Do not take for granted that your "stay-up-late-at-night" work is known or remembered. Always see yourself as a Professional, and professionals provide honest, straightforward information in some permanent report. But the key ingredient for you is to add the information that acknowledges your involvement and concern for a job well done. 

Your Legs, or the Tables?
Spring 2006

It sounds mundane, even trivial, but a meeting organizer’s special opportunities are often hidden in the small details that impact the style and comfort of a gathering. Recognizing a source of potential irritation and eliminating it in advance is a major victory.

Wisely-designed seating and table arrangements assist in making a better meeting. The smooth flow of sessions, announcements, coffee service, meals, check-in and check-outs are all important. Most are controllable, adjustable and can be altered.

Let’s talk about table legs.

There are two primary designs for the legs on rectangular hotel tables. One has the legs at the very end of the table. The other, and most common type, has the legs located about one foot in from the end of the table. When putting two of these tables together, end to end, four people are forced to straddle a leg. When putting two of the first type of tables together only one of your guests will be inconvenienced. The facility you are using may not offer the better choice but it’s important to know this in advance.

I once attended a presentation made by senior executives of a major hotel chain. The executives were at a “head” table and the collection of meeting planners were at tables in the audience. The hotel execs asked the planners for suggestions about how to improve stack chairs and other hotel banquet equipment. A veteran planner in the audience stood up and asked, “For those of you seated at the head table, if you are straddling a table leg, please raise your hand.” One-in-three raised their hand. The planner then asked the “leg straddlers” if they would be comfortable at an all day meeting. Their answer was, “of course not.” The triumphant planner-lady then quietly said, “Gentlemen, this is the choice you have given us.”

You may not always get the better tables. But, if you recognize the potential problem and adjust the seating, your solution will have eliminated a “leg straddling” irritation.

Isn’t that what a “planner” is anyway – a problem solver?!? If there were no problems, there would be no need for professional planners. Smoothness matters. Allow me to offer one small suggestion. Include all of the changes and improvements you made prior to the meeting plus the results of these changes in your meeting summary report to your management. 

Ten Tiny Words
Winter 2006

If it is to be, it is up to me. Those 10 tiny two-letter words can represent both sides of your coin of success. Those words describe a professional commitment on your part; a declared acceptance that you accept the responsibility for your job and its duties.

Yet those same words can also represent an opportunity to show your skills in a most dramatic way…if you define your job from a slightly different perspective.

Many of us find ourselves not making time for a private, critical review of the final plans of an upcoming event. You certainly will have automatically covered the basics, but frequently we feel too busy to consider the simple things that can improve the event. You should set aside some quiet time, begin at the beginning, and feel your way through the entire event. There may be exciting discoveries available. Here are two personal examples.

I once realized that by rearranging my program and several scheduled events, I could afford a special speaker who not only had a significant success story but, early in his career, had worked within the same industry as my employer. He could work his success story around what he had learned within my industry, just as my audience desired to do for themselves. It was a major improvement to the content of the program and could only have happened after I’d acquired some additional information. My boss also recognized that the speaker added a strong benefit to his desired purpose for the meeting.

The next example shows that alertness can improve your program at no additional cost.

For my employer I had developed a sales reward trip to Switzerland and Monaco. The budget allowed for an airline flight from Zurich to Monaco. After a short, critical review I realized that if I put two couples together, for the same money we could rent Mercedes Benzs’ for everyone plus provide a unique meal along the way. Instead of an unremarkable flight, we enjoyed a Mercedes caravan adventure from Switzerland, through France, to Monaco that fit within the budget and created a memorable experience for our guests.

Both stories point out that a careful review of your plan can provide an impressive improvement … without increasing your budget.

Bosses admire such valuable recommendations. 

Two Rules for Responding to a Crisis
Fall 2005

The New Orleans hurricane disaster will remain in everyone’s “Hall of Horrors,” especially meeting planners, for years to come. Fortunately, there are two rules that will help any planner make it through a difficult situation.

Rule #1: Start your recovery from where you are now. Don’t look back and second guess how you could have avoided the situation. Don’t build a “blame list” of who let you down. Don’t fret about why you are surrounded by the mess. Start your recovery with where you are now and aim for where you need to be. Whatever the problem, it is the now that’s critical. Sure it sounds simple, but most folks fret about the source of the problem instead of moving toward the solution. Make the decision that brings relief and then aim directly for it.

Rule #2: You are not alone. Recognize your assets and use them - teammates, other departments within the company, or others outside the organization who have the expertise you need. Most organizers regularly use the skills of others in some way. Let’s not believe that we stand alone without help or support. Of course, the help may require a financial investment, but your boss will be interested in your solutions, and the solution has value. A meeting planner’s goal is to be effective and create a smooth and focused result – right!?! Then do just that.

I’m aware of a planner who looked at a wrist watch and said, “The charter aircraft is now in the air coming our way.” Just then the teacup on the table on the hotel balcony in the foreign city rattled as an earthquake occurred. The quake severely damaged the hotel the group on the charter flight was planning to use. Oops!

Because of the coordinated efforts of local ground operators, bus companies, an incentive company and others, when the jet arrived, the guests boarded busses that ferried them to a brand-new, not yet opened hotel – undamaged by the earthquake. Yes, as the guests were checking in, they were given light bulbs and other supplies for their rooms, and yes, their new beds were still being prepared. But, they had a new, fancy, secure place to enjoy and the meeting, considered a big success, went on as scheduled. Isn’t that how meeting planners are ultimately measured?!?  

Trust Your Gut Feeling
Summer 2005

My favorite example of a meeting planner’s value will require the reader to read the whole story that I share. This event is more lavish than many will ever do, but the important thing is the conduct of the planner. It validates that instinct matters and concerns are signals. Pay attention to yourself.

Some years ago a U.S.-based company had a reward trip planned to Vienna, Austria. It had been a complicated year with several terrorist events, but the company and its planner felt comfortable. On the day that the meeting’s team had its final check-all-the-lists, sweat-all-the-details countdown meeting, another attack occurred in Europe. They still planned to mail the airline tickets that afternoon.

But when the planner returned to his office, saw calls of concern from several travelers, and thought about it objectively, he decided that their team would not be in control and could not assure the safety of the company’s employees. His gut feeling told him that the trip abroad must be called off and proceeded to inform the company’s president of that decision.

The president objected until the planner told him that he would no longer go because others saw the planner as their safety factor, and the situation was now beyond his control. The planner recommended that they still have the trip on the same dates, stateside. The president felt they need not do so much work for the meeting at a new place, on such short notice. But the planner knew that everyone had the dates set aside, spouses had arranged vacations, and kids’ plans made.

All of the military veterans became angry that the planner had “given in” to the terrorists. But the meeting was moved, and did occur less than two weeks later, at a deluxe resort in Tucson. On the second day, the planner stood before the full room and announced that last evening, while they all slept, there had been a nuclear explosion in Chernobyl, Russia. A dark cloud of nuclear radiation had moved across the continent and had reached Vienna. They all would have been there and exposed to the fallout if the original plan had been kept in place.

Everyone in the room realized they and their families had been spared from a disaster. There had been early criticism of the planner, yet he knew the correct thing was done, against considerable pressure, because of his gut feeling. I was that planner.