toolkit to create more ROI at your conferences and ... Ed Hand... · Help participants to participate…

  • View
    212

  • Download
    0

Embed Size (px)

Transcript

  • ...1...

    About two out of every three people who attend conferences say they dont look at their

    notes again. Is this a problem? I believe it is if you are interested in measuring the return on

    your investment in conferences.

    If people are not looking at their notes, they are not likely acting on their ideas.

    Regardless how we measure the return from our conference investment, if people are not acting

    on new ideas to improve their organizations or change their behaviour in some way, the

    return will not productive. How can we change this? This Idea Navigator Journal special

    insert was created to highlight the main ideas from the book, Seven Rules for Designing

    More Innovative Conferences.

    There are two main strategies in the book to help make conferences more effective:

    Design more engaging conferencesThe most innovative conferences will be designed to engage people more fully. To engage

    someone takes a recognition that they come to a conference with knowledge and experience

    and they seek to learn more, gain new perspectives, and focus on important issues. They also

    want to leave with potential solutions to important challenges.

    Help participants to participate more effectivelyIf you want participants to get more value from your conference, help them do so. If people

    make notes and never look at them again, perhaps the problem is how they listen, take notes

    and create intentions to follow up.

    If we pursue both strategies, then conferences will remain useful and productive to the

    bottom line of participants and those who pay the bills.

    Ed Bernacki

    The Idea Factory

    To order copies of the book see www.innovativeconferences.com.

    For more information email info@wowgreatidea.com or visit www.wowgreatidea.com

    yourtoolkittocreatemoreROIatyourconferences

    andbusinessmeetings

    ....

    ..

    . .. .

    . . . . ..

    .

    ......

    ..

    ..

    ..

    .

    .....

    ............

    ..

    ..

    .

    . . . . .

    ..

  • ...2...

    leadershipthought

    what is an effective conference? In 1998, Meeting Professionals International looked at the

    three main stakeholders of a meeting to understand how each

    defined effectiveness.

    MPI found that these groups defined effective meetings

    in very predictable ways.

    Participants wanted events to be executed on time, well-prepared speakers who held their attention, the agenda to

    be covered as promised and speakers equipment to work.

    Managers wanted a new focus on results and actions in terms of a clear sense of organizational priorities, concrete

    action plans, improved interaction, important messages to

    be remembered and greater productivity from learning.

    MPI found that senior managers are quite pleased with

    meeting facilities and arrangements and think meetings

    are a good return on investment. Their major concerns for

    improvement are what happens with staff, especially after

    meetings, that they leave with concrete plans, take away

    important messages, be more productive, are motivated and

    inspired, and more committed to the organization.

    Based on this study, these recommendations will make

    meetings more effective:

    Meetings should be planned around clearly identified problems or issues with specific, desired outcomes. These

    outcomes should dictate the form and process of meetings.

    Meetings should be viewed as learning experiences designed to change the behaviour of attendees.

    The agenda, pace of the meeting, amount of content, delivery methods and degree of relevance are critical

    factors that must be carefully planned.

    Meeting planners can play an instrumental role in addressing areas that need to be improved by:

    increasing their knowledge of how to institute change

    within an organization and the proper role of education;

    expanding their role beyond meeting logistics to include

    desired outcomes, selection of content and the use of

    appropriate methodologies and speakers; and

    coaching others who have significant roles in the

    learning process of meetings.

    conference effectiveness defined Overall, there is no common definition of what an effective

    conference actually is. In 1998 the Idea Factory defined an

    effective conference as: Participants learn new content (ideas,

    insights, tools and processes) in the process of creating ideas which

    they act on after the event.

    Learning is an important by-product, not the goal of a

    meeting or conference.

    Design more engaging and innovative conferences. Prompt participants to be responsible for creating value

    by being more active in the way they listen, take notes,

    network and then turn their ideas into actions after

    the event.

    thoughtleadershipforthefutureofbusinessevents

    InsIghts by Ed bErnackI

    for a copy of thE MpI rEsEarch, EMaIl Info@wowgrEatIdEa.coM

  • ...3...

    The Business Events Council Australia is leading new

    thinking on designing conferences and meetings to create

    more value (defined in terms of ideas and innovation). Here

    are some of insights from the paper Delivering Innovation,

    Knowledge and Performance: The Role of Business Events.

    There is universal agreement that the tourism benefits of

    business events are substantial. It is important to recognise,

    however, that the important tourism benefits of business

    events are only one type of outcome in addition to the key

    outcomes business events aim to produce.

    Many of them can be grouped under the two categories:

    Creating innovationthe raw materials of innovation are people, ideas and time to create new thinking.

    Disseminating innovationthis may include communicating new technologies and approaches and those innovations

    which are created by people during the business event.

    This requires a sophisticated review of how the events can

    be used to deliver on performance objectives.

    To accomplish these objectives, elements of our meeting

    and conference designs should include the following activities:

    1. Collaborating on new product or service ideas

    2. Problem-solving to focus on the key challenges of the

    organization or industry

    3. Corporate planning in terms of developing these strategies

    and plans

    4. Team building to focus on team effectiveness

    5. Work skills training on skills for creating thinking

    6. Improving organizational performance

    7. Improving individual performance

    focus on outcomes for business eventscore motives or needs of business eventsDevelopandshareideasEducateandinformPromoteNetwork/socialiseChangeattitudes/behaviourIncreasesalesImproveperformance

    Designofourbusinessmeetingsandconferences

    key outcomes for business eventsInnovationImprovedorganization

    performancePersonaldevelopmentIncreasedproductivityIncreasedsalesNewskillsandknowledgeAwarenessandinsight

    the big picture: the future of business eventsIt is important, however, that these benefits are at least

    recognised so that strategies can be implemented to maximise

    the value of these benefits and efforts can be made to more

    accurately assess their value.

    Knowledge that is delivered via business events has the

    potential to enhance individual and organization performance.

    To maximise these outcomes, however, it is essential that clear

    objectives be set for business events and action be taken to

    follow up to ensure that the objectives are achieved.

    The development of an ROI (Return on Investment)

    measure for business events is increasingly important to help

    deliver increased benefits to individuals and organizations

    from business events by measuring outcomes against the

    investment made.

    Whilst there is value in doing more to quantify the true

    outcomes of business events, the fact that these cannot easily

    be quantified should not be used as a reason not to leverage

    the opportunities that business events create.

    Todownloadthefullreport,seewww.businesseventscouncil.org.au

    anAustralianperspectiveonthefutureofbusinessevents

  • ...4...

    Many event organizers assume that people go

    to conferences to see experts and motivators.

    Thats what the design of most events tells me.

    When we bring outsiders to a conference do

    we ignore the voices of those who actually do

    the job of whatever the conference is about?

    There is value in the outside view, as long as it

    does come at the expense of the expertise and

    insight in the audience. Dont ignore it.

    Whatexpertisewillbeinyouraudience?Howcanyou

    harnesstheexistingexpertiseinsomeway?

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .

    . . . . . . . . . . . . . . . . . . .