Haven't Blogged here for a while, so I wanted to let you know what I've been up to. I have now had over 36,000 views of my over 855 Ezine Articles. It's pretty exciting! I've also done some Blogging on local issues on the Port Washington Patch.
Perhaps the most exciting two pieces of news both occurred within the past month:
1) Started a new corporation. The company is: PLAN2LEAD, LLC, and has a trademark pending. Take a look at the website at: www.plan2lead.net. The concept of PLAN2LEAD is to give the best consultations in the fields of leadership, training, management, negotiations, and event planning, as well as assist organizations in the important task of strategic planning. I will also be continuing my popular seminars on attitude adjustment, mental attitude, positive thinking, Getting a Yes, etc.
2) My novel, THE FAMILY BUSINESS was published last week on Kindle ebooks. You can download it on your Kindle, your computer, or just about any other tablet. Just use the free Kindle App. In search, just type in: Richard Brody The Family Business.
Keep following. Some exciting things coming up in the near future.
Enjoy the Home of the RICH IDEAS, + RICH BRODY'S TAKE, w/ Blogs about RE, negotiations, finance, etc., Leadership Planning, politics, etc. While there are many points of view, this blog is intended to "cut through the spin," and provide a unique, innovative and provocative insight into current issues. The intent of the blog is to be updated several times per week. Real estate info: http://PortWashingtonLongIslandRealEstate.com and the PLAN2LEAD website: http://plan2lead.net
Showing posts with label events. Show all posts
Showing posts with label events. Show all posts
Tuesday, January 24, 2012
Tuesday, November 16, 2010
Successfully Planning An Event
Running an event can either be rather fulfilling, joyful, fun and exciting, or can end up being a nightmare. Most of what eventually ends up being the "running" of the event is predominantly impacted by how effectively the initial planning for the event was, and the action plan and time lines developed.
The first thing to consider in planning an event is what the main purpose of the event is. Is it social, business, educational, fund raising, or some combination of all of these? I have been hired to organize and run numerous events, and one of the biggest obstacles consistently is a lack of clarity as to the event's purpose. Planning for an event in that manner is like investing funds without knowing if the funds are needed short-term or long-term, what the acceptable degree of risk is, and the amount.
Once an organization clearly determines the purpose of an event, the next thing that must be done is set a goal for it. If it is for fund raising, the goal may be financial; if for gaining membership, it might be membership numbers; etc. Once the goal is set, the next question to ask is there a budget for the event? Is that budget realistic when it is compared to the determined goal?
Then one must determine what kind of event. Many events have limitations on them, and others carry inherent risk. For example, golf and tennis tournaments often have weather considerations, while galas have break- even points. What does this group consider acceptable risk?
What kind of events has this group done before? Have they been successful? Have they been as successful as they should have been? Is the risk/ reward factor involved with the event worth it?
Once all of these things have been determined, and one knows what type of event and its purpose, the next thing is to assure professional negotiations on all aspects that might impact the success of the event. Many non- professionals, and unfortunately even some event professionals, are either not properly trained negotiators, do not feel comfortable doing it, or are merely not good negotiators. A negotiator should know all the needs for the event up-front, so that as many concessions and favorable agreements can be built into any and all necessary contracts. It is essential not to overlook any aspect, because when it comes to negotiating, all areas are important.
Next, an action plan must be determined and decided upon, with a detailed time line, indicating when each component must be planned, done, and followed up on, and by whom. Professional event planners need to plan as many details as possible, and be prepared for any and all ramifications and necessary adjustments. The difference between an unsuccessful event and a successful one is the planning. However, the difference between a successful event, and a wildly successful "smash" of an event, is the completeness, thoroughness, and quality of the planning.
The first thing to consider in planning an event is what the main purpose of the event is. Is it social, business, educational, fund raising, or some combination of all of these? I have been hired to organize and run numerous events, and one of the biggest obstacles consistently is a lack of clarity as to the event's purpose. Planning for an event in that manner is like investing funds without knowing if the funds are needed short-term or long-term, what the acceptable degree of risk is, and the amount.
Once an organization clearly determines the purpose of an event, the next thing that must be done is set a goal for it. If it is for fund raising, the goal may be financial; if for gaining membership, it might be membership numbers; etc. Once the goal is set, the next question to ask is there a budget for the event? Is that budget realistic when it is compared to the determined goal?
Then one must determine what kind of event. Many events have limitations on them, and others carry inherent risk. For example, golf and tennis tournaments often have weather considerations, while galas have break- even points. What does this group consider acceptable risk?
What kind of events has this group done before? Have they been successful? Have they been as successful as they should have been? Is the risk/ reward factor involved with the event worth it?
Once all of these things have been determined, and one knows what type of event and its purpose, the next thing is to assure professional negotiations on all aspects that might impact the success of the event. Many non- professionals, and unfortunately even some event professionals, are either not properly trained negotiators, do not feel comfortable doing it, or are merely not good negotiators. A negotiator should know all the needs for the event up-front, so that as many concessions and favorable agreements can be built into any and all necessary contracts. It is essential not to overlook any aspect, because when it comes to negotiating, all areas are important.
Next, an action plan must be determined and decided upon, with a detailed time line, indicating when each component must be planned, done, and followed up on, and by whom. Professional event planners need to plan as many details as possible, and be prepared for any and all ramifications and necessary adjustments. The difference between an unsuccessful event and a successful one is the planning. However, the difference between a successful event, and a wildly successful "smash" of an event, is the completeness, thoroughness, and quality of the planning.
Tuesday, November 9, 2010
Common Event Planning Mistakes
There are so many different types of event held by so many different organizations for a variety of purposes. Some hire individuals who represent themselves as "event planners," but in most case are glorified room decorators. Some decide to do it themselves, with varying levels of success.
While there are some excellent event planners, who are truly professional and knowledgeable, the wide majority misrepresent their expertise and what they can and will do. There are also some individuals who are detailed, organized, have common sense, and work hard, who can and do run a successful event, but the majority of others do not have and/ or use those skills.
Some of the most common event planning mistakes are:
(1) Not knowing upfront what your needs or requirements are. It is extremely difficult to effectively produce an event if you don't know what your goal is.
(2) Many events are inadequately promoted. Event organizers must have a budgeted amount devoted for advertisement and promotion. Too many are totally dependent on e-mails and E-Blasts, which often is tantamount to failure. How is this event going to be described to "capture the imagination," and set it apart. If this event is a conference or convention, how much detail is going into the flow sheet/ schedule, to show potential attendees perceived value.
(3) Many organizers lack negotiating expertise. Before agreeing to hold an event in a particular place, organizers should use Request for Proposals (RFP) to assure that the location can adequately meet the needs, and deliver at the needed price level.
(4)Many organizers simply either do not know what to ask, or don't ask the right questions. Many events require considerable amounts of audio visual, and the costs can often be astronomical, if not negotiated properly.
(5) There is a need to evaluate when to purchase something versus when to rent it. Often it costs far less to buy something than the rentals will cost.
(6) Many organizers don't understand that almost everything is negotiable. A group does not have to go along with the pre-packaged food and beverage menus, nor believe that there is no flexibility in pricing.
(7) Many planners do not spend enough time assuring that attendees first impression and contact with the event is a positive one. There must be a friendly and welcoming Welcome Committee, who are trained and willing to be "meeters and greeters." A smile goes a very long way.
(8) One of the most common errors is spending too much time on menial or less important items, and insufficient time on the priorities. Event organizers must fully understand how and why to prioritize.
(9) if using an Event Planner, it must be clearly spelled out what the expectations are, and what the planner's duties will be.
(10) Perhaps, most importantly, an organization must clearly understand and identify what it wishes to achieve from this event.
Of course, these are just some very basic things that should go into the overall process to ensure optimal success from an organization's event.
While there are some excellent event planners, who are truly professional and knowledgeable, the wide majority misrepresent their expertise and what they can and will do. There are also some individuals who are detailed, organized, have common sense, and work hard, who can and do run a successful event, but the majority of others do not have and/ or use those skills.
Some of the most common event planning mistakes are:
(1) Not knowing upfront what your needs or requirements are. It is extremely difficult to effectively produce an event if you don't know what your goal is.
(2) Many events are inadequately promoted. Event organizers must have a budgeted amount devoted for advertisement and promotion. Too many are totally dependent on e-mails and E-Blasts, which often is tantamount to failure. How is this event going to be described to "capture the imagination," and set it apart. If this event is a conference or convention, how much detail is going into the flow sheet/ schedule, to show potential attendees perceived value.
(3) Many organizers lack negotiating expertise. Before agreeing to hold an event in a particular place, organizers should use Request for Proposals (RFP) to assure that the location can adequately meet the needs, and deliver at the needed price level.
(4)Many organizers simply either do not know what to ask, or don't ask the right questions. Many events require considerable amounts of audio visual, and the costs can often be astronomical, if not negotiated properly.
(5) There is a need to evaluate when to purchase something versus when to rent it. Often it costs far less to buy something than the rentals will cost.
(6) Many organizers don't understand that almost everything is negotiable. A group does not have to go along with the pre-packaged food and beverage menus, nor believe that there is no flexibility in pricing.
(7) Many planners do not spend enough time assuring that attendees first impression and contact with the event is a positive one. There must be a friendly and welcoming Welcome Committee, who are trained and willing to be "meeters and greeters." A smile goes a very long way.
(8) One of the most common errors is spending too much time on menial or less important items, and insufficient time on the priorities. Event organizers must fully understand how and why to prioritize.
(9) if using an Event Planner, it must be clearly spelled out what the expectations are, and what the planner's duties will be.
(10) Perhaps, most importantly, an organization must clearly understand and identify what it wishes to achieve from this event.
Of course, these are just some very basic things that should go into the overall process to ensure optimal success from an organization's event.
Monday, November 8, 2010
Running Repeat Events Should Become Easier
Many organizations and businesses run similar events on a regular basis. Sometimes the event is as simple as a "Meet and Greet," and sometimes it is as complex as a conference or convention. In my more than three decades of working with businesses and organizations in terms of coordinating and running various events, I am amazed at how very few create prototypes of the repetitive aspects of these events, so that the event becomes far easier to manage and coordinate.
I advise organizations that run conferences and/ or conventions with food and beverage, and catering components, to determine what works best for their group, and attempt to somewhat duplicate it from year to year. If a particular form of menu planning, or pricing mechanism, is effective for the group, it makes sense to use that as a basis for future planning.
If a part of the program involves some sort of meetings that a protocol is needed for, it makes sense to create a "cookbook" style manual, so that each year's organizer or coordinator does not have to waste a lot of time, effort and energy, by attempting to "reinvent the wheel." Instead, time and emphasis should be placed on reviewing previous programs, and evaluating those aspects that are necessary, and which are not. Then, evaluate formats that work, menus that make sense, and structures that work for your particular group. The "climate" and "atmosphere" of each group often has significant idiosyncracies, and distinct needs, as well as a particular organizational culture and ethic. Many less experienced organizers try to mimic things other organizations do, but fail to realize that what works for one group and its needs, often does not make sense for another.
When I notice organizations that have repeat events that do not use their previous events as a guideline for assisting them to develop effective Request for Proposals (R.F.P.), and use their specific needs as a negotiating point, attempting to get concessions in areas that are most meaningful to them. Event locations may offer certain concessions that have value to other groups, that are less valuable to your organization. An effective, professional negotiator may be able to "give back" things that are less important to you, in exchange for others with greater significance to the organization.
Organizations that systematically and strategically plan, simplify the process used to efficiently organize, promote, and coordinate events.
I advise organizations that run conferences and/ or conventions with food and beverage, and catering components, to determine what works best for their group, and attempt to somewhat duplicate it from year to year. If a particular form of menu planning, or pricing mechanism, is effective for the group, it makes sense to use that as a basis for future planning.
If a part of the program involves some sort of meetings that a protocol is needed for, it makes sense to create a "cookbook" style manual, so that each year's organizer or coordinator does not have to waste a lot of time, effort and energy, by attempting to "reinvent the wheel." Instead, time and emphasis should be placed on reviewing previous programs, and evaluating those aspects that are necessary, and which are not. Then, evaluate formats that work, menus that make sense, and structures that work for your particular group. The "climate" and "atmosphere" of each group often has significant idiosyncracies, and distinct needs, as well as a particular organizational culture and ethic. Many less experienced organizers try to mimic things other organizations do, but fail to realize that what works for one group and its needs, often does not make sense for another.
When I notice organizations that have repeat events that do not use their previous events as a guideline for assisting them to develop effective Request for Proposals (R.F.P.), and use their specific needs as a negotiating point, attempting to get concessions in areas that are most meaningful to them. Event locations may offer certain concessions that have value to other groups, that are less valuable to your organization. An effective, professional negotiator may be able to "give back" things that are less important to you, in exchange for others with greater significance to the organization.
Organizations that systematically and strategically plan, simplify the process used to efficiently organize, promote, and coordinate events.
You Can't Do It All Yourself, But Sometimes You Wish You Could
After three decades in the Conference and Convention industry, and having coordinated, arranged, and run hundreds of events, I know first hand that it is impossible to do everything yourself. Coordinators who try to do everything tend to alienate committee members, as well as risking personal "burnout." On the other hand, however, I have often thought that it might be far simpler to simply do it myself, rather than having to endure the countless excuses, delays, procrastinations, errors of both commission and omission, and personalities.
Since I am a professional, and painstakingly plan every imaginable scenario, circumstance, and eventuality, it is often disconcerting when having to deal with others who do not take anywhere near that amount of care. It is, of course, possible that they simply do not understand what is needed and necessary. However, if that was the sole reason, it could easily be accounted for, and it would not nearly be as frustrating. I do not anticipate nor expect that less experienced individuals will have my skill level, experience, or expertise, and I could easily adapt for that. It becomes extremely frustrating, though, when one must endure others who don't know what they are doing, but insist on believing that they do. This type of arrogance causes the professional to often attempt to do as much as possible personally, and merely leave less significant details to others.
When I am contracted bu organizations, groups or businesses to coordinate an event, program, conference or convention, I state upfront that I will only get involved if I am given sole negotiating authority, and am named as the sole point of contact between the event location and the group. Organizations that attempt to negotiate through multiple voices invariably suffer in their negotiations.
As a professional negotiator, I understand what both the side I represent and the side I am negotiating "against" needs to come out with in the negotiation. A good negotiator understands that there is a delicate line between how much you can "push" during a negotiation, and going too far. Long term, my experience and expertise has taught me that the key to effective negotiations lies with a win- win philosophy.
How is it possible to find balance between involving more people, and effectively getting something done? How is it possible to deal with less experienced individuals, and not get frustrated? Is it worth the effort? After three decades, I am still convinced I have not discovered that balance, and still find the ineptitude and attitude of certain individuals extremely frustrating. I do not expect others to have all the knowledge and expertise, but I do expect them to know their limitations, and to not be so arrogant that they do not admit when they do not know, and simply ask for assistance.
Since I am a professional, and painstakingly plan every imaginable scenario, circumstance, and eventuality, it is often disconcerting when having to deal with others who do not take anywhere near that amount of care. It is, of course, possible that they simply do not understand what is needed and necessary. However, if that was the sole reason, it could easily be accounted for, and it would not nearly be as frustrating. I do not anticipate nor expect that less experienced individuals will have my skill level, experience, or expertise, and I could easily adapt for that. It becomes extremely frustrating, though, when one must endure others who don't know what they are doing, but insist on believing that they do. This type of arrogance causes the professional to often attempt to do as much as possible personally, and merely leave less significant details to others.
When I am contracted bu organizations, groups or businesses to coordinate an event, program, conference or convention, I state upfront that I will only get involved if I am given sole negotiating authority, and am named as the sole point of contact between the event location and the group. Organizations that attempt to negotiate through multiple voices invariably suffer in their negotiations.
As a professional negotiator, I understand what both the side I represent and the side I am negotiating "against" needs to come out with in the negotiation. A good negotiator understands that there is a delicate line between how much you can "push" during a negotiation, and going too far. Long term, my experience and expertise has taught me that the key to effective negotiations lies with a win- win philosophy.
How is it possible to find balance between involving more people, and effectively getting something done? How is it possible to deal with less experienced individuals, and not get frustrated? Is it worth the effort? After three decades, I am still convinced I have not discovered that balance, and still find the ineptitude and attitude of certain individuals extremely frustrating. I do not expect others to have all the knowledge and expertise, but I do expect them to know their limitations, and to not be so arrogant that they do not admit when they do not know, and simply ask for assistance.
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