Archive for the 'Meetings' Category

01
Apr
13

Enhance your online education strategy in 90 days

By Aaron Wolowiec 2 Comments
Categories: Marketing, Meetings and Professional Development
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Webinar Poll Questions

Webinar Poll Questions

It’s no surprise to discover that most associations are guided by a strategic plan carefully crafted by key leaders and stakeholders. This plan often does not drill down, however, into the specifics of education strategy (and the chances it extends to digital learning are equally shaky). This is despite the prominence of professional development in both the organization’s mission statement and annual budget projections.

On Feb. 28, I had the opportunity to deliver a Wit and Wisdom webinar for my friends at CommPartners. During this session, I shared a more intentional approach to meeting the unique needs of association constituents. We discussed simple, but effective tactics for evaluating and developing relevant content, effectively marketing programs, and leveraging innovative instructional strategies to pique member interest.

At right, you’ll find the results to two different poll questions on the topic of education strategy. The first queried participants about “a separate strategic education plan.” Those answering “yes” have a strategic education blueprint separate from the organization’s comprehensive strategic plan. The second question asked participants about “a separate online education strategy.” Not surprisingly, the breakdown of responses was similar.

Should you be interested, the webinar is available on-demand. Likewise, the worksheets and presentation slides are also available for download. I’ve also curated the stream of participant comments shared in this program’s chat feature. Organized by topic, following are the lightly edited participant insights I think you’ll find invaluable:

Identifying relevant content

  • We use an advisory committee of member experts to help identify topics and speakers.
  • I do an annual education survey via email. The subject line reads “15 second education survey” and I ask for their top three education topics. Our response rate is overwhelming.

Effectively marketing programs

  • I gather emails for all education attendees and do a lot of contact via email.
  • We have done a member email swap with other associations for one-time use to advertise. We don’t do it consistently, but strategically.
  • We offer team discounts for groups of five or more.
  • We ask attendees for referrals (e.g., names, emails and phone numbers) for those in their company or other peers who might be interested in the course they just completed.
  • We actively engage our speakers and have them leverage their relationships in trade magazines to announce their presence on a webcast.
  • We offer snippet previews of past webinars. We also select older recordings that have broad appeal and offer them as a free benefit to show the target audience what we offer.
  • We have the luxury of on-air talent for our radio webcasts, so we aim to get one popular on-air personality per webcast to address the topic in a five minute promotional video.
  • Find the stars in your industry and try to feature them in a way that’s easy for them, good content and easily promoted.
  • Marketing and education departments should work hand-in-hand because the marketing department is the one responsible for getting the event or education offerings out there. The main goal should be the bottom line.

Competition

  • Our association has to compete with companies in our industry that offer free CE. This makes it more difficult to offer quality at low rates.
  • It’s hard to beat free. Try stressing that the CE you offer is a true *investment*, where free CE might lack quality.
  • Try to ensure your program is a lot more robust than what your competitors offer for free.
  • We had to stop trying to compete with others and simply offer the best education out there in our industry. People return to our programs because of the background and expertise of the instructors/speakers, as well as the ability to interact with the other attendees. Interaction matters.
  • We don’t address the “free” aspect because it puts us on the defensive. Offer a quality product and those that are looking for “real” professional development from quality speakers are your target audience.
  • Make your program more interactive, and provide tools and resources your competitors cannot provide with free CE programs.
  • A quality product is the key. There are members willing to pay for quality. It’s also important to know who’s doing the speaking or the teaching.
  • Both collaboration and communication are necessary to ensure you’re not competing with other departments within your own association in promoting events.

Innovative instructional strategies

  • Providing a constant stream of content outside of the webcasts helps.
  • We encourage live tweeting during our conferences, and are evaluating the live tweeting during our education courses. However, social learning is difficult to explain up the chain.
  • Our association offers live tweeting, but it is still not completely catching on. We are engaging content experts to do the tweeting.
  • We’re exploring gamification, such as offering “badges.”
  • We do promote live tweeting during our live annual meeting; however, not many members participate yet.

Economies of scale

  • One association I’m aware of gets the top people to do live webinars in one room over the course of a day, such as at their annual meetings where the speakers are already onsite. This is a great way to capitalize on having people accessible and to record the webinars for later delivery.
  • We actually do webcasts with multiple people live in a studio at once. And taking advantage of travel schedules is paramount to maintaining a shoestring budget.

So, my question to you is this: Does your organization have a separate strategic education plan? What about a separate online education strategy? How have these documents elevated the quality and sophistication of your programs, built the reputation of your meetings department and/or improved your organization’s bottom line? Likewise, how did you convince your organization’s leadership (staff and board) to expend more resources/time on creating these documents?

22
Feb
13

The key to successful CSM/planner collaboration is communication

By Aaron Wolowiec 3 Comments
Categories: Best Practices, Exhibitions and Meetings
Tags: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,
Kelly Van Dyke, CMP

Kelly Van Dyke, CMP

This post is authored by guest blogger Kelly Van Dyke, CMP. Kelly is a convention service manager at the Amway Grand Plaza Hotel. Email: kvandyke@amwaygrand.com

Your venue CSM should be your number one go-to person, your number one collaborator, your biggest fan, maybe even your best friend (even if only for a short period of time). This person wants a successful conference just as much as you do. His or her primary role is to assist you in planning a conference within your means. Likewise, he or she is charged with maintaining the venue’s profitability, as well as delivering a pleasant and memorable experience for your attendees. Ultimately, the key to a successful relationship with your CSM is communication. Following are a couple of tried and true tips guaranteed to help you communicate more effectively with your convention services manager.

First, share information – and share it early and often. Tell your CSM everything you can about your organization, its conference and all the quirks that come with it. Don’t hold back. Include historical figures, past experiences and even those elements of your conference that remain a work in progress. In return, your CSM will offer ideas and suggestions to be sure your conference runs as smoothly as possible (given both the strengths and the limitations of the property). Likewise, if you are not experienced in a particular area, be sure to speak up. For example, I once worked with a planner who had very little experience in exhibition services. Ultimately, in an effort to break even, he was seeking new ways to lower event costs. When we started discussing exhibitor needs, including power and Internet access, I recommended these services be offered to exhibitors as add-ons. In turn, this saved his organization more than $4,200 per day. In the end, he looked like the hero. By sharing with me his goals, objectives and concerns, we were able to identify and implement a thoughtful solution.

Just remember that CSMs work equally hard for you as they do for their own company. Case in point: We ask a million questions in advance of your event to avoid those awkward onsite moments (if you’ve never before experienced one, consider yourself lucky). For example, if you have plans to place 300 stick-on footprints throughout the hotel as directional signage, your CSM would need the proper approval (in advance of your arrival) to do so. Although it’s a great idea – especially in light of the sheer number of blank stares I see on the faces of lost people each day as I walk the floors of my property – there are many considerations that must be factored into this type of way-finding strategy. For starters, there’s the venue’s approval process. This type of signage may or may not be permitted by your property’s management team. Can you imagine what a bummer it would be if you began strategically placing these footprints onsite and midway through the installation your CSM asked you to remove them? Or, better yet, if someone removed them all for you without your knowledge? That’s why communication with your CSM prior to your function is the single most important resource you can leverage as a planner.

Through thick and thin, your CSM should be a trusted friend and advisor. This person is your liaison to the venue staff, a key factor in the success of your conference and, ultimately, the person you’re most likely to work with on future events. The more they know the better. And, over time, the better you get to know one another, the more your CSM can anticipate your needs and requests. Share with them your plans, your expectations, your dreams and your wonders; they will breathe life into your vision the best way they know how. (Editor’s note: And if they don’t, kindly address this concern with your sales manager or the venue’s general manager.)

So, my question to you is this: What other recommendations do you have for enhancing the CSM/planner relationship? What’s worked well for you in the past? What “best practices” have you picked up and implemented over the years? Consider sharing with us an example of CSM/planner collaboration at its best.

29
Jan
13

Hiring an event management partner

By Aaron Wolowiec Leave a Comment
Categories: Best Practices and Meetings
Tags: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,
Heidi Brumbach, CMP, CTA

Heidi Brumbach, CMP, CTA

This post is authored by guest blogger Heidi Brumbach, CMP, CTA. Heidi is the general manager of Technisch Creative. Email: heidi@technischcreative.com

So you’ve decided to have an event, and you’re not sure whether or not you need professional assistance. A good event management company should be an asset to your event, not a liability. They will bring knowledge and experience to the table which can help you save time and money. But not all event managers are created equal. Here are a few tips to help you find the right professional.

Ask about their experience. Event planning sounds like a glamorous job, which is one reason why event planning and management companies are popping up all over the world. However, there is no licensing or education required for one to call themselves an event planner, so ask to see examples of past jobs. And if they have beautiful pictures to show you, make sure they explain what their involvement was in the event pictured. Did they actually manage the event, or were they a volunteer helping with a small portion of the event?

Ask for references and follow-up with them. It’s invaluable to find out what a past client’s experience was like. Make sure that you get a list of past client references and not personal references. Also, does the company have a list of repeat clientele? Consider checking with these clients, because repeat business is a testament to the quality of their work.

Ask about the company’s relationship with venues that you are considering for your event. An experienced professional should be able to work in most environments, but it can be an added bonus if they are experienced working with a particular venue. This can help save you a lot of time and expense with labor scheduling, site visits, and any union issues that could arise.

Ask how the company will charge for their service. Is it an hourly charge or is it a percentage of the event? Are they contracting and paying the vendors or will you be responsible for payments? If the company is responsible for paying the vendors, do they have good credit terms? If they are not responsible for contracting and paying the vendors, you will need to make sure that each vendor is properly licensed and insured.

Ask if the company owns/operates their own equipment. Some event management companies are able to provide services such as audio/visual production, decor, rentals, etc. in-house, which may help reduce the end price. If they do not own or operate the equipment themselves, find out who are their partners in service.

Ask about the company’s network. Do they have access to unique ideas and services for your event? Are they current on industry trends?

Ask the name of the individual on staff who will be in charge of your event. After the contract is signed, will you work with an event coordinator throughout the process? Will that individual be on site for the event? If there is an intern or assistant coordinating the details during the planning phase, how are they being supervised?

Ask if they will be responsible for assuring the load out and clean up will be completed according to the facility’s requirements. Every event has an ending, and the clean up is an important part of the production. There may be fees involved if anything is left behind, so someone needs to be in charge to be sure the job is complete.

Ask for an example of how they’ve handled an emergency. If there’s one thing all experienced event managers will agree on, it’s that things never go exactly as planned. A good event manager will be able to analyze the situation and make quick, informed decisions to keep the event on track. The ability to make good decisions is what makes a good event manager great.

02
Jan
13

The Meetings Report: Five game-changing tactics redefining education strategy and success

By Aaron Wolowiec Leave a Comment
Categories: Best Practices, Meetings and Professional Development
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MeetingsIn December 2012, I was pleased to finally release Event Garde’s first research project. In a nutshell, The Meetings Report strives to describe the state of the Michigan association meetings industry.

Alex Kontras, a data manager for the City of Grand Rapids, and I were delighted to author this report. Likewise, it was edited by Kristen Parker, a media communications manager for Michigan State University. Finally, the finished product was jointly published by the Michigan Society of Association Executives (MSAE) and my Grand Rapids-based consulting firm Event Garde.

The 16-page research report represents the first-ever Michigan association meetings industry survey and key recommendations examining the characteristics of senior education/professional development staff, characteristics of association meetings, professional speaker hiring practices, industry speaker preparation and compensation, and meeting evaluation practices.

While respondents primarily represented statewide trade associations (meaning the resultant benchmarking data is largely Michigan-specific), the five key recommendations precipitating from this 65-question survey and follow-on analysis are not only instructive and actionable, but remarkably universal across state lines. In fact, when applied to any association’s annual education strategy, these simple but effective tactics can substantively redefine how success is measured.

And the report is equally valuable to suppliers.

Whether you’re representing a CVB, a hotel, a consulting firm or a product/service provider, you’re bound to find the report – and its data, trends, tables and figures – incredibly helpful. Key findings and statistics include annual budgets, meeting revenue, fiscal year comparisons, meeting types, exhibits and cancellations, outsourcing, speaker bureaus, decision-making, contracting, room pick-up, funds/contracts, site selection and much more.

A copy of the report may be ordered via MSAE’s website. This invaluable resource is free to contributors, $59 for MSAE members and $99 for non-members.

Additionally, I’ll be speaking about the five key recommendations precipitating from this research throughout 2013. Following are select dates in February and March representing the launch of this series:

Feb. 13
The Meetings Report Seminar
9 a.m. – 12 p.m.
Okemos, MI

Become one of the first to hear the results from the first-ever meeting practices research conducted in Michigan. Core content with include report findings, organizational and meeting professional demographics, professional and industry speaker best practices, and evaluation trends. Expect a highly engaging and discussion-filled seminar that drills down into each key recommendation. Register here.

Feb. 20
The Meetings Report: Five Game-changing Tactics Redefining Education Strategy & Success
12 – 1:30 p.m.
Atlanta, GA

Join me as I reveal each of the five game-changing recommendations guaranteed to transform your organization’s programs and events into dynamic (and profitable) professional development experiences your members will value. Register here.

Feb. 20
From Theory to Practice: Applying Game-changing Tactics to Your Association’s Education Strategy
1:45 – 3:30 p.m.
Atlanta, GA

In this highly interactive follow-on session, evaluate your organization’s current education strategies and develop actionable next steps to operationalize The Meeting Report’s key recommendations. Focus on ways your association can elevate the quality and sophistication of its events, build the reputation of its meetings department and improve the association’s bottom line. Register here.

March 19
The Next Generation of Meetings
9:15 – 10:45 a.m.
Troy, NY

Learn about the five game-changing recommendations guaranteed to transform organization programs and events into dynamic (and profitable) professional development experiences. Likewise, evaluate current education strategies and develop actionable next steps designed to operationalize the report’s findings. Register here.

In the meantime, you’re ready for that list – aren’t you? Following are the five key recommendations discussed in this report:

  • Tactic 1: Diversify revenue
  • Tactic 2: Reward difference
  • Tactic 3: Value context
  • Tactic 4: Maximize opportunities
  • Tactic 5: Prioritize learning

Together, these key recommendations are intended to provide the executive summary for this study’s research findings. Should your organization wish to further explore the intricacies of this study’s data, including the application of these game-changing tactics to your organization’s current practices, I recommend purchasing the report, attending a program (or two) and exploring one-on-one consultation.

So, my question to you is this: Which of these five key recommendations represents the single-most important action your organization could take in 2013 to make your education department even more successful?

27
Nov
12

18 tips for negotiating with speakers

By Aaron Wolowiec Leave a Comment
Categories: Best Practices and Meetings
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It’s the age-old dilemma: You’re looking for a quality speaker with a good message and a dynamic stage presence who will be well-received by your members. And, by the way, could this person present for free – or, at the very least, for a significantly reduced honorarium?

In my experience, there are generally two types of speakers:

  1. Those who recycle the same three to five presentations from conference to conference with little (if any) customization; and
  2. Those who really learn about your members and their needs, facilitating an education experience unique to each audience.

For the purposes of this post, we’re talking about this second category of speakers (i.e., part speaker, part facilitator, part educator). First, a few thoughts about a speaker’s investment:

  • Time. Speakers invest a significant amount of time into developing presentations. Curriculum development and instructional design alone often require a minimum of seven hours for every one hour of course time. Included here may be research time to develop unique content, custom Prezi or PowerPoint presentations, innovative instructional strategies, interactive learning exercises, engaging discussion topics and supplementary handouts. Likewise, it may be necessary for the speaker to interface with association staff, volunteer leaders or subject matter experts (either for administration reasons or to learn more about the needs/intricacies of the organization’s industry). And, of course, we can’t forget the time it takes to not only facilitate the program, but to travel to and from the program.
  • Activities. More and more, speakers are being asked to participate in additional activities beyond the presentation itself. Following are some examples of activities an organization may request or require of its professional speakers: write a newsletter/magazine article or be interviewed; write a post for the organization’s or meeting’s blog; participate in other elements of the meeting; participate in a pre-meeting online conversation; record a promotional video; or present/facilitate a pre- or post-meeting webinar. Based on the specific request, a proportionate amount of time will be required by the speaker to meet the organization’s expectations.
  • Expenses. There are undoubtedly hard costs involved with traveling to a destination to deliver a face-to-face presentation. Some of these costs include ground transportation (mileage, parking or cab fare), airfare, lodging and meals. I’d also be remiss not to mention the opportunity costs involved in delivering a presentation with little to no compensation.

First and foremost, it’s important to be considerate of the speaker’s livelihood (particularly if speaking is the individual’s primary source of income). Therefore, it’s incumbent upon all associations to inventory their annual, signature meetings, determine their professional speaker needs, research reasonable compensation packages for these individuals and budget accordingly.

But as a seasoned meeting planner myself, I know one thing for certain: everything’s negotiable. Beyond monetary compensation, Michael L. Wyland of Sumption & Wyland has the following recommendations:

  • If the speaker is also an author, you might consider buying a copy of his/her book for each attendee
  • Receiving a vendor booth
  • Opportunity for “back of room” sales and limited promotion from the podium
  • Receiving contact information for all attendees
  • Receiving a letter of endorsement from leaders (assuming good service)
  • Receiving referrals for other speaking opportunities (assuming good service)
  • Opportunity to videotape his/her sessions for resale (this is a subject of its own and requires some processes to work well)
  • Opportunity for meaningful networking with organization volunteer leaders and senior management (this can also be a benefit for volunteer leaders)
  • Speaker receptions or meet-and-greets where books can be signed and introductions made (this works great when someone in authority actively hosts/escorts the speaker and guides this individual to the “right” people)

Likewise, I’ll add to this list the following:

  • Dissemination of speaker collateral (promotional materials)
  • Dissemination of speaker resources (e.g., original research, white papers)
  • One-on-one meetings with attendees interested in future speaking/consulting engagements
  • Complimentary conference registration
  • Promotion of speaker website, blog and other social media presence
  • Commitment by the association to future speaking engagements
  • Ongoing consulting agreement/retainer with the association
  • Association reproduces any/all training materials for the presentation
  • Association agrees to serve as the subject of future research/beta testing

So, my question to you is this: As a speaker, what entices you – other than money – to present at a conference? As a planner, what other strategies have you found effective for securing professional speakers at a reduced rate?

05
Nov
12

What is the key to a successful event? (Hint: Engagement.)

By Aaron Wolowiec Leave a Comment
Categories: Learning, Meetings and Professional Development
Tags: , , , , , , , , , ,

Jennifer Sweet, CMP

This post is authored by guest blogger Jennifer Sweet, CMP. Jennifer is owner and lead coordinator of JS Event Consulting. Email: jseventconsulting.com

Throughout my years of event coordinating, that is a question I have been asked time and time again: “What is the key to a successful event?” A successful event? How do you really know what ratio of components equals a success? Many obvious things come to mind, such as the facility, speakers and proper equipment. However, the one element that stands out, leaves participants satisfied and turns an event into a real success is (drum roll please) engagement!

A couple years back, I attended a conference where the following statistics were presented: Attendees remember 25 percent of what they hear, 50 percent of what they write down and 75 percent or more of what they actively participate in. Think of it in terms of trying to learn a card game. If someone tells you the rules, you may remember bits and pieces. If you write down the instructions, they will sink in a bit more. However, if you actually play the game, you become involved. This helps you to remember the rules the next time you pull out the deck!

This idea works very much the same for attendees, legislators and members. The more active of a role they have in your organization, the better they are able to remember who you are, what you do and why your work is so important.

While so many components make up a truly successful event, engagement is particularly effective in providing individuals with a worthwhile experience. There are many innovative ways in which to engage your audience to ensure an experience that propels one’s desire to be actively involved. Involvement turns to investment and investment leads to the support of the continuous efforts made within your organization. This is, indeed, a true success!

So, what are you doing to engage attendees, legislators and members during your events?

31
Oct
12

Nine tips to promote win-win negotiating (no matter the contract)

By Aaron Wolowiec Leave a Comment
Categories: Best Practices, Meetings and Young Professionals
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On Wednesday, Nov. 7, I’ll have the distinct pleasure of co-facilitating the final MSAE Emerging Professionals brown bag lunch of 2012 with Tammy Dankenbring, sales manager for the Amway Hotel Collection. Discussion will focus on successful negotiation techniques. If your schedule will allow, and you’re not yet registered, please consider attending.

Following is the abridged version of our presentation (and I promise I’ve saved our best examples and talking points for the program – so I hope to see you there):

  1. Contracts differ. Familiarize yourself with the differences among the various contracts your organization routinely executes (e.g., technology, entertainment, speakers, décor and hotels). Some contracts may appear to be substantially the same; however, focus on the nuances of the outlier clauses and be sure to understand how they could affect your organization.
  2. Trade shoes. Consider the other organization’s perspective during negotiations. You’ll note my intentional use of the word “organization” here. Negotiating should always promote the best interests of organizations (rather than the self-interests of individuals). Much like your circumstances, the other organization is affected by goals, expectations and limitations.
  3. Consider value. A correlation exists between the value of your business and the number of concessions or price breaks your organization can expect to receive during contract negotiations. Evaluate the relative value of your business and negotiate each contract based upon what you can offer the other organization. Focus less on what they can offer you.
  4. Avoid “never.” Refrain from using (or even thinking) blanket statements like “We never pay for….” or “We’ll never agree to an attrition clause.” Quite simply, it breaks down the negotiation process. In fact, it results in something more akin to bullying than it is does negotiating. Instead, carefully consider your organization’s needs and wants, and communicate them accordingly.
  5. Develop relationships. The personal and organizational benefits that result when you develop a meaningful relationship with those involved in the negotiating process are invaluable. Don’t underestimate the time it takes to develop these relationships; they do not blossom overnight. Likewise, care should be taken to nurture these relationships, especially between negotiation periods.

In anticipation of this session, I also posted a question to ASAE’s online Collaborate community some time ago seeking various negotiating best practices. Joan Eisenstodt, chief strategist of Eisenstodt Associates LLC and one of the most brilliant minds in the meetings and hospitality industry, was kind enough to reply with the following tips:

  1. Ask questions and listen to answers.
  2. Go in without a preset agenda – that is, don’t assume “no” or “yes” until you ask and listen.
  3. Educate yourself about the person/entity with whom you are negotiating – know their needs.
  4. Look beyond price to conditions.

So, my question to you is this: What would you add to this list? In your experience, what have you found to be the single most important lesson you’ve learned about negotiating?

17
Oct
12

25 instructional strategies guaranteed to refresh your signature programs

By Aaron Wolowiec 1 Comment
Categories: Learning, Meetings and Professional Development
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I’ve said it before and I’ll say it again: People are busy these days. They’re also moving at a faster pace and have limited dollars to spend on professional development. Period. Combine this competition for time and resources with the endless access to information and content available online and you have a long list of continuing education providers competing for market share. (Not to mention the countless organizations now offering education opportunities at competitive rates—even free!)

That’s why we – the collective association community – need to up our game when it comes to the instructional strategies we employ at each of our signature education programs. The number one question I’m asked by association staff, subject matter experts and the media has to do with innovative, engaging and creative instructional strategies. So, here are 25 I’ve collected and curated (and, in some cases, facilitated) within the last year.

Note: I could never credit every individual or organization that’s had a hand in developing and shaping these instructional strategies. I will, however, say that this list has been influenced by the likes of ASAE, MSAE, NACE, Segar Consulting, TSAE and Velvet Chainsaw Consulting. Of course, some are also my own creations.

1. Behind the Scenes

Attendees have the opportunity to get a behind-the-scenes look at how the host venue delivers exceptional customer service. Stops during the tour may include the kitchen, sales, housekeeping, A/V and more. At each stop, attendees meet and interact with key personnel, have the ability to ask questions and walk away with a new-found appreciation for hotel/conference center operations.

2. Conversations That Matter

Participate in engaging, facilitated conversations that explore industry questions/issues that truly matter. Conversations may be tailored to any member segments/topics.

3. Deep Dive Sessions

These are interactive education sessions on a given topic that span approximately three hours or longer. Content is more detailed than what can typically be covered in a traditional 75-minute breakout session and engaging learning activities tend to necessitate the additional time.

4. Executive Learning Experience for CEOs

This intensive workshop (half-day, full-day or longer) will cater to CEOs (and sometimes other top staff leaders) who are serious about a specific subject affecting their industry. Often, these individuals find that the safe space (apart from their staffs) allows them to effectively leverage the collective wisdom of their peers and work through possible solutions.

5. Fish Bowl

Attendees, armed with questions and concerns based on a predetermined issue, stand facing each other in two concentric circles. Those in the outer circle pose a question to their counterparts in the inner circle, who then provide feedback based on their personal experiences. After five minutes, the two circles shift to the right or left and the process repeats.

6. Flash Learning Room

When attendees don’t see the content they’re looking for on the program agenda, allow them to claim a specified meeting room onsite and conduct a session of their choosing. It will be their responsibility to promote the session through the various social media channels available during the conference.

7. Game Changer Sessions

Get a compelling look into the minds of today’s most influential leaders in business, innovation and finance. See how these “game changers” redefined their industry and, at times, the world through engaging lectures, stories and real-world examples.

8. General Sessions

Traditional plenary sessions focused on topics of interest to a majority of conference attendees. Often, these may be combined with brief interludes of association business, speeches, entertainment or multimedia presentations – or are facilitated in an engaging way (e.g., talk show-style).

9. Genius Bars

These are modeled after the Genius Bars found in Apple stores. They may be set up between education sessions and during longer break times. “Geniuses” have extensive knowledge about the industry, and they work with you face-to-face to provide technical support and troubleshoot any problems you may be experiencing.

10. Idea Swaps

One predetermined topic is assigned per table and each table is assigned a facilitator who poses questions, synthesizes discussions and encourages participation. Each idea swap lasts 20-30 minutes. Participants have the opportunity to visit three to four different idea swaps throughout the allotted time.

11. Ignite

Presenters are given just five minutes to speak about their ideas and personal or professional passions, accompanied by 20 slides. Each slide is displayed for just 15 seconds, and slides are automatically advanced. The presentations are meant to generate awareness and to stimulate thought and action on the subjects presented.

12. Jam Sessions

A jam session is typically scheduled at the end of each day and members are grouped by area of expertise. Initially, attendees sit in rounds with a discussion initiated by a facilitator who provides leading questions to help reinforce key concepts and recurring themes. Participants are then regrouped based on their biggest takeaway, allowing them to engage in highly targeted conversations specific to their priorities.

13. Keynote Alternative

The organization identifies four to five industry trends and selects volunteer/industry speakers to develop mini-presentations (one for each hot topic). Each individual is then allotted a maximum of 10 minutes to share the most relevant information about his/her trend. Time for questions and answers – or interaction among the experts – adds additional dynamics.

14. Learning Groups

A learning group functions in 15-20 minute sessions held several times throughout the day. Attendees are assigned to groups of three, tailored to their levels of experience and areas of expertise. For the duration of the conference, members disperse for sessions then reconvene at prearranged times, bringing with them questions, concerns and potential topics of interest for further discussion.

15. Learning Labs

Take part in these 75-minute learning labs for tried and true education led by your peers.  Sessions may focus on every functional area of your industry – and are the closest to a traditional breakout session. Often, these are well-received by the Boomer and Silent generations.

16. Lunch for 6

Each table for six (a distinction that’s important for meaningful dialogue) has on it both a tent card indicating a broad topic and several index cards listing various question prompts or challenges related to the table’s theme. Participants roam the room, identify a topic they are interested in, sit at that table and informally converse with others also interested in that topic over lunch.

17. Mobile Playground

This showcase of mobile-driven sessions immerses participants in activities and experiences designed to maximize their productivity. From an App Boutique featuring an App Mixologist, to hands-on iPad training, there’s sure to be something for everyone.

18. Open-space Technology

This approach is most distinctive for its initial lack of an agenda. As participants create the agenda, they post issues in bulletin board-style. Each individual “convener” of a breakout session then takes responsibility for naming the issue, posting it on the bulletin board, assigning it a space and time to meet, and then later showing up at that space and time, kicking off the conversation, and taking notes.

19. Rolestorming

Participants take on another identity during the brainstorming process, viewing an identified industry problem or challenge from a very different perspective. By using an assumed identity, unusual or radical ideas are not only welcomed and encouraged, but serve as the foundation for real-world solutions. 

20. Self-directed Learning

According to Malcolm Knowles, self-directed learning describes a process by which individuals take the initiative, with or without the assistance of others, in diagnosing their learning needs, formulating learning goals, identifying human and material resources for learning, choosing and implementing appropriate learning strategies, and evaluating learning outcomes.

21. Smart Talks

High-energy, fast-paced events that combine 20-minute presentations with 40-minute interactive group discussions. 

22. Solution Room

This innovative learning concept provides conference participants with an opportunity to unpack and make meaning out of information presented during a general session. Small teams identify personal opportunities for change and brainstorm a variety of strategies for growth. Each attendee then commits to an actionable objective to be completed within a specified period of time.

23. Story Slam/Coaching Jam

Explore the art of good storytelling in a fun and exciting format. Each presenter has five minutes to tell a story based on a theme. Presentations are not predetermined. Participants are selected onsite and receive immediate feedback on how to make their story more engaging.

24. Wisdom While You Walk

Who would’ve thought you could actually learn something outside of a meeting room? In this exploratory learning format, attendees pair off with a colleague and go for a short walk while examining a predetermined topic. Findings are then shared and debriefed with the rest of the group.

25. World Café

The process begins with a brief introduction and leading question about an industry problem.  Attendees, seated at tables of four to encourage an informal café-style meeting, are asked to discuss the topic for 20 minutes. Once time is up, three participants from each table move to a different table and repeat the process. One participant at each table stays put to function as “table host” and reviews what concepts were discussed during the previous rounds.

So, my question to you is this: Which of these instructional strategies have you tried? Were they successful in meeting program objectives/learner outcomes? What could have been improved? Also, what innovative, engaging and creative instructional strategies not on this list would you add?

11
Oct
12

10 tactics to ensure your strategic plan addresses member learning

By Aaron Wolowiec Leave a Comment
Categories: Learning, Meetings and Professional Development
Tags: , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Whether your association has just recently penned a new strategic plan or you’re three or more years into a long-term strategic planning cycle (however impractical that may be given today’s environment), do me a favor and locate this document.  Whether in hard copy or (preferably) electronically, open it up and conduct a simple search of the following key words:

  • Education
  • Learning
  • Professional Development
  • Conference
  • Meeting

Record the number of times each of these key words appears throughout this document specifically related to member learning (as opposed to the professional development of staff members, board members and volunteer leaders or any other possible reference). Obviously, conducting the search electronically will save you some time and energy – so what are you waiting for? (And, by all means, feel free to conduct a more comprehensive review of your strategic plan should you feel compelled.)

[Insert Jeopardy "Think Music" here.]

Finished? Good. What did you discover? In my mind, there are really only two possible outcomes:

  • Member learning is well-represented in the strategic plan, both as a core service of the organization and as an important revenue stream. Adequate time, money and other resources (including a talented and knowledgeable complement of staff) have been allocated to this essential association function.
  • Member learning is not well-represented in the strategic plan. And this could be true for any number of reasons. For example, perhaps it’s just not a part of the association’s mission, vision and values statements and, therefore, has no real place in the strategic plan. Likewise, it’s entirely possible the organization has created a separate strategic education plan.

Or, perhaps, the less desirable alternative is true: Member learning is important to the organization (maybe it’s even specifically cited in the association’s mission statement), but it’s just missing from the strategic plan, inadvertently left out or somehow taken for granted.  Whatever the case, following are 10 tactics your organization can immediately implement to right this wrong:

  1. Convene a representative stakeholder group to set strategic education goals and measurable learning objectives for your organization.
  2. Identify current (and optimal) engagement levels for the organization’s signature programs.
  3. Launch a survey to determine satisfaction of current education program offerings, member needs, opportunities for improvement and communication/technology preferences.
  4. Conduct a full SWOT analysis to identify learning gaps and priorities, environmental cues and organizational capacity.
  5. Research the organizations in your industry offering competing education programs and identify opportunities that exist within the marketplace for the addition of unique program offerings.
  6. Identify core member competencies, including job tasks performed, knowledge needed and skills required. Develop an optimal annual meetings calendar aligned with these knowledge domains.
  7. Explore opportunities for the application of web-based, virtual and hybrid programs based on survey analysis and market research.
  8. Create a comprehensive plan to sunset legacy programs and develop new programs based on current learning gaps.
  9. Develop a plan to more deliberately and timely cross-promote education program offerings and more effectively communicate program value to members.
  10. Review adult learning principles with professional development staff, subject matter experts and industry speakers as a first step toward developing more innovative and engaging learning opportunities.

So, my question to you is this: Which organization are you? Is member learning well-represented in your strategic plan or not? If not, which of the aforementioned 10 tactics do you think will be most helpful and valuable in refocusing the association’s available resources on member learning?

27
Sep
12

5 places online you’ll find Event Garde this week

By Aaron Wolowiec Leave a Comment
Categories: Meetings and Social Media
Tags: , , , , , , , , , , , , , , , , , , , ,

1. Website launch

We’re so proud this week to showcase our new and improved website. Check it out and let us know what you think. From services to clients and from testimonials to social media, it’s all there. Special thanks to the The Image Shoppe for breathing life into this project.

2. Meeting Minds

Following a presentation I delivered for Experience Grand Rapids on justifying conference expenses, writer Cami Reister developed this post chock-full of planner tips. Highlights include my thoughts on controlling costs, maximizing resources and demonstrating conference value.

3. Reno Tahoe Meetings

In this guest post, I discuss why partnering with a CVB is good for business. Included in this piece are no-cost, high-impact ideas for collaborating with a convention and visitors bureau in your next host city. And if that’s not enough, read it for the TripTik reference.

4. Defining statements

On the Just Zubris Weblog, a 2011 post I wrote (What’s your “defining statement”?) was featured as one of 10 entries focused on the topic of defining statements. (Seems as good a time as any to once again plug the book Growing Your Business! by Mark LeBlanc.)

5. Freemium

Finally, my friend Wade Slaghuis (an MBA student at Grand Valley) interviewed me last weekend for a class assignment illuminating the intersection of small businesses and social media (and we all know I’m no stranger to Facebook). This is the product of that interview.

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meet aaron

Meetings innovator & professional development trailblazer. Founder & president of Event Garde. Passionate about The Food Network, hot yoga, blogging, old homes & unclehood.

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