Meeting in These Tough Times

Virtual Meetings have become common place over the past year. They include everything from very basic meetings to working with technology professions to create an interactive and informative event. Trade shows, too, have gone virtual with success in many cases. The technology is one thing, creating the ability to produce the interactive experience but as a planner, you still have to create a format and content that is beneficial for the potential attendees. I will talk about that another time but I am curious about your thoughts on where the virtual or hybrid meeting is going. Once we are able to meet in person again, and I do believe that day will come, although I can’t say when, will you continue with the virtual or hybrid meeting format? Here are some questions I would love to hear your thoughts on.

1. Do you believe your organization will continue to hold virtual or hybrid meeting? If yes, which type and why?

2. What do you see as benefits of the virtual or hybrid meeting - for the organization - for the attendee?

3. What do you feel are the drawback to the virtual or hybrid meeting?

4. Do you feel there are different pros and cons between the two (virtual and hybrid)?

5. Alternatively, do you believe your organization or company will return to in person format? If so, again, why?

6. What are the pros and cons between strictly in person meeting and the virtual/hybrid ones?

7. What do you think is the future for event facilities? And how can they maximize their options and services to maximize usability and revenue?

That is enough for now. Please respond and we can go from there based on your thoughts.

Have a good day and stay safe!

Dealing With Data

“Big Data” !  I agree it is imperative that a meeting planner know who his/her potential attendees are so they can craft a meeting or event to hopefully exceed their expectations.

Data collection is not new.  We have been doing it for years… from mailed evaluations of an event, back in the dinosaur age, to emailed evaluations, to survey monkey, polls and surveys on your conference/event app, information from membership forms, member surveys, to name but a few.  But as more and more information is gathered, what you do with the collected date now becomes the issue.  What is relevant and beneficial and what is just unused data?  What data will help the planner create a better meeting, better engage the audience and attract more participation? 

In this time of instant communication, the demand for instant gratification and simply being just too darn busy, one can’t get bogged down in data analysis to the point where other deadlines slip.  On the other hand, you can’t disregard the attendees psychographic profile” without potentially hurting your event’s success.

How do you handle the data you collect?

Timelines Are Important

Communications is the core purpose of all meeting and this must be kept in mind when developing the meeting or event.  Whether the meeting is set up for interaction and networking or involves a lot of lectures by an industry expert, a schedule to accomplish the various components of the conference is critical for all involved.

The meeting plan, also called the critical path or timelines, is in fact, the to do list for everyone involved in the development of the meeting.  It outlines roles and each person's responsibilities, and how they affect other duties involved in the planning process.  The critical path/meeting plan is crucial to the success of the meeting.

You, as the meeting planner may be very aware of all that is involved and needs to be done but others involved with program components may not.  Does the individual handling the awards program know when the winners need to be provided to ensure their plaques are ready, or to ensure you have time to obtain a video, a picture or a quote that must be provided to your technical crew?   Does your CEO know when you need to have your Chair or President’s speech so it can be incorporated into the visuals for presentation at the AGM or Opening of your conference?  It is a group effort and while you may be intuitively aware of deadlines, but others are not. 

In short, the critical path is a flow chart that outlines:

What need to be done  =  the task:     When it will happen  =  start date (not always included):   When it must be completed  =  completion date: and,     Who will do it=  person, department or group responsible

Where does the information come from?

Some is based in meeting history.  Much comes from the meeting objectives – especially the lower level or sub objectives.  The critical path coordinates and puts into practice all the logistics identified in objective development.  

A good meeting plan or critical path has 4 components:   Date path – start and end dates;  who will handle this, who's responsibility to ensure this activity is completed;  A description of the activity to be done; and a cross reference for concurrent and interrelated activities when possible.

The path can be set up in a couple of different ways.  It can be set up strictly on chronological order.  It can also be set up by functional areas and then ordered chronologically within the various functions.  These functions might include:  Program details;  Financial;  Facilities;  Marketing;  Registration;  Contracts;  Print; Promotions  and many more as well.

Personally, I think if you chunk it into functional areas, it is easier to follow, but this is an individual preference. 

Regardless of how you develop your critical path,  it is a crucial part of the planning process to be shared with everyone involved and reviewed on a regular basis.  This ensures everyone knows the expectations for the meeting.