Leading Meeting Professionals

Professional Convention Management Association

June 2013

You Will Take on New Roles

By the Editors of Convene

You Will Be a Strategic Thought Leader


Leslie Thornton
President, Courtesy Associates

Time is of the essence It really comes down to competing for time, so figure out how to maximize that time. In our industry you hear, “Oh, face-to-face meetings will never be replaced, because the networking that occurs and the ideas that are exchanged can't be done other ways.” Then we better make sure we're doing it the right way. It comes down to how you utilize the time to provide the most value at the end of the day for your attendees. Does it take technology? If it enhances, it might; if not, then it might not.

Keep your toolkit stocked I see meeting planners as being general contractors. What I always tell my team is, “Find out everything out there that's available.” You have to understand the bigger picture, and understand how the event plays into the larger role of the mission and the goals of the organization. You come in, you hear what our clients want to do and where they want to go, and then you have this toolkit of resources you slap down: “You want to do this? Here's what you need in order to do this.”

Not for everyone Don't force things down clients’ pipes just because it's out there and it's the newest, prettiest, fastest thing. You really have to think about the demographic and how it will translate. We often have clients who want all the bells and whistles, and they may not have the money for it or it may not be the right direction to achieve what they're trying to achieve. I will go to my grave saying, “If we cannot be strategic thought leaders and strategic managers on behalf of our clients, then we shouldn't be in this business.”

How to develop new skills Peer-to-peer sharing is key. A lot of people refer to outside classes through our industry organizations. Vendors and partners are important. Just as we love it when we have a client who allows us to be a meeting planner, we like to allow our vendors to bring their expertise. Reading the newspaper, just knowing what's going on in the world and then finding places where it might be effective, I think, is a huge help as well. This should not be about how many chairs you need to put around that table, this should be about what do you want to achieve at the end of the day.

You Will Be an Event Designer


Jackie Richards
Vice President, HR & Development, Experient

What every professional should know The basic [skill] is communication, as I see it, and it's really broad. Whether it's written, verbal, or interacting in teams, general communication skills are going to continue to be critical. But what I also see as critical is managing and working within virtual teams. We really need employees that can flourish in that environment, where they're working on project teams and they can't walk to the cube or office next door to get the answer. They need to find other avenues to communicate.

Job 1 for planners: creating experiences We're going to continue to see hybrid meetings; they're going to evolve. But what's not going to change is the need for that transfer of learning or emotion — really, the experience. It's about creating that experience, so that, whether it's the learning, the networking, whatever it is, can then be sustainable when the person leaves or the event is over. That person or organization can take that learning, emotion, [or] knowledge back with them and sustain that in their home or work world once they're back in the office.

Your new skill set Our client organizations are asking us to now link the event design to their organizational strategy, which is so neat. Our planners are having to get into the organization, understand how they're functioning, understand where they're going as an organization — and then create that event design around those strategies. It's been a really impactful change for our teams. Everything they do needs to be — whether the strategy is membership growth, revenue, whatever it may be — making sure that event design and everything that they do links to that experience.

Your old skill set, v2.0 There is so much more than logistics for today's events. When looking beyond logistics and into event design, planners need to rely on strong project-management skills to pull together all the clients’ needs that translated into the components of the events, to create the targeted attendee experience.

How to develop those skills We are doing a good job internally just sharing experiences, which I think is huge: “This is what worked on this event,” brainstorming different ideas. We're also going externally to our vendors and partners; we're working with some partners to see how they are incorporating the organization's strategy into what they're doing. We are learning from not only ourselves internally, but we're going outside.

You Will Become Your Own Brand

Dorie Clark 
Management Consultant &
Branding Expert

What every professional should know There are two pieces that will become really important over the next few years. The first is ensuring that every professional has a basic familiarity with social media and some of the technology that is coming out. It's become so easy for literally anyone to make a video or to record podcasts or things like that; it's become the equivalent of using Microsoft Word. The other piece, on a broader scale, is that professionals will need to develop a sense of their personal brand. And what I mean by that is that, increasingly, we're reaching a place where jobs are scarce, competition is fierce. And you need to be able to articulate what the unique value is that only you can bring.

Developing your brand It's knowing what your skills are and what's different about you, whether it's a skill set you're really good at or experiences that you've had. Maybe you worked in a different industry and bring that knowledge to bear. Maybe you had specialized training in some way. Or it could even just be a question of temperament — that you're extremely even-keeled in times of crisis. But if you're aware of what you can do that other people may not be able to do as well as you can, that's your competitive advantage.

Communicating your brand You need to ensure that the people who need to know — your employer or, if you're job hunting, your prospective employers — know what it is that you're capable of. And you can do that in a couple of ways. One is by building a robust social-media presence, so maybe you have an industry blog that shows that you're up on what's going on in the field and have a lot of good ideas about it. It could be taking leadership roles in the profession. Maybe you're chairing committees or organizing specific events, or things like that. And yet another is to build a fan base in some ways. You can reach out to like-minded friends and colleagues and essentially turn them into wingmen for you. You can make an agreement that you will talk each other up and try informally to promote each other where possible.

The meeting planner of the future In many ways, the skill set of the future is actually about broadening yourself. Every meeting planner, of course, needs to have a basic understanding of the trends in their industry; that goes without saying. But the real value-add is for professionals who have a great breadth of knowledge and expertise. It's not just about grasping your industry, but broader trends in society, because the future is about making connections across industries. It's about innovating and discovering what is useful in one context that may become useful in a new context. And if you can bring people together and if you can highlight those ideas, then that's something that people will clamor for. In a lot of ways, creating this successful, diverse event that really sparks the kind of connections that people are hungry for these days is analogous to being a really smart

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