For years, we’ve heard from planners that things changed permanently in the wake of COVID. First, their responsibilities increased although their teams and budgets shrank. Second, there was high demand to learn new technology as virtual and hybrid meetings came to the forefront and as an explosion of new technology emerged. While trying to balance these changes and challenges, the expectation from managers and C-suites was that planners still deliver the same high level of programs as previously. Finally, industry trends and practices shifted at an extraordinarily rapid pace. Is all of this still true? And if so, how are planners doing what they do? What strategies and tips are helping them? What positives have emerged? And what is their own “secret weapon” for excelling at meeting planning in the face of these challenges? We asked a few planners, and this is what we learned.

Amy Somer, CMP, senior event manager with a Fortune 100 insurance company in Dedham, MA, says her job has evolved in multiple ways even though the required core skills have remained the same. “Over the past few years, my core responsibilities in planning and executing meetings have both expanded and evolved to keep pace with changing business needs and industry trends. One of the most significant shifts has been the integration of new technologies, such as mobile apps, use of AI in daily work, and virtual/hybrid formats. For me, this is mostly used for planning calls, but for some planners it’s now part of their event-delivery toolkit. As one example, the printed brochures that were once prepared for pre-trip mailers are now distributed digitally. Overall, this transition requires proficiency in selecting the right technologies, developing effective online engagement strategies and providing real-time technical support.”

Additionally, Somer says, “There’s a much greater focus on attendee experience and inclusivity. I now spend more time considering accessibility, ensuring sessions are interactive and finding ways to create meaningful connections. Likewise, risk management and contingency planning have taken on a larger role, especially as external factors such as health concerns or travel restrictions can impact event execution.”

Not surprising, she says sustainability and social responsibility are also areas that have grown in importance. “I am now more intentional about sourcing eco-friendly materials, minimizing waste and incorporating practices that support the greater good, our company’s values and the communities we serve. While my foundational skills in organization, communication and logistics remain critical, my responsibilities now include technology integration, greater emphasis on inclusivity and safety, and a broader strategic perspective that aligns our meetings with organizational goals and evolving attendee needs.”

Somer has also seen the “more with less” trend other planners have talked about. “I’ve both observed and experienced it in recent years,” she says. “There has been a clear shift toward accomplishing more with fewer resources, evident in reduced team sizes and streamlined support structures. As organizations become leaner, expectations have evolved, and there is certainly more required of me now — in terms of both workload and complexity. I’m frequently asked to take on responsibilities that were once distributed among a larger team. For example, prior to 2024, we had dedicated team members supporting gift management and event marketing materials.”

Of course, she notes, “As an event professional, managing multiple project streams simultaneously was already part of the role. However, the scope has broadened further, with an increased emphasis on proactively finding efficiencies and reducing costs wherever possible. There’s a stronger expectation to demonstrate clear value to executives, making it crucial to measure outcomes and articulate the impact of our work on business objectives.”

As part of that, flexibility and adaptability have become even more important. “I’m expected to pivot quickly and develop innovative solutions using available resources. Strong communication and cross-functional collaboration are essential for maintaining project quality and momentum despite these constraints.”

That said, Somer also believes change provides opportunities. “While these changes can be challenging, they have also presented opportunities to develop new skills, build resilience and contribute more strategically to my team’s success. I strive to meet these heightened expectations — with an added focus on cost-effectiveness and value — while maintaining a positive mindset and commitment to delivering results in a dynamic and demanding environment.”

For planners struggling with some of these same challenges while striving to deliver excellent results, Somer offers a five-point blueprint for success.

1. Communicate Proactively & Transparently
   Clear, timely communication is more important than ever, both with your team and stakeholders. Set expectations, share updates and surface potential challenges early. This builds trust and allows for collaborative problem-solving before issues escalate.
2. Embrace Flexibility & Adaptability
   Change is constant, so being able to pivot quickly is essential. Approach challenges with a solution-oriented mindset, remain open to new ideas and technologies and be willing to adjust plans as needed. This resilience helps maintain momentum when faced with uncertainty.
3. Invest in Relationships
   Building strong working relationships across your team, with vendor partners and with stakeholders pays dividends, especially when navigating tight deadlines or unexpected changes. Actively listen, show appreciation and support others. Fostering a collaborative, positive work environment is essential.
4. Focus on Continuous Learning
   Seek professional development opportunities, stay updated on industry trends and learn from each event or project. This growth mindset ensures improvement and allows space for fresh ideas.
5. Master the Basics
   Become familiar with the essentials and gain a solid understanding of the foundational principles that drive the hospitality industry. Approach each day with curiosity and an eagerness to absorb as much knowledge as you can. Remember, every challenge you encounter is a chance to learn and develop new skills. Most importantly, prioritize self-care. Maintaining a healthy balance between your workload and personal well-being is crucial for long-term success.

As for her own best practices for success, Somer points to leadership skills. “My ‘secret weapon’ for success is having a team I can trust and empowering each member to contribute their best. I believe effective delegation is essential — not only to ensure that tasks are managed efficiently, but also to help team members grow and take ownership of their work. By clearly communicating expectations, providing support and fostering a collaborative environment, I enable others to deliver exceptional results. Knowing I can rely on my team allows me to focus on the bigger picture and respond quickly to changing circumstances, making the entire planning process more seamless and successful.”

Carley McRee, FLMI, ACS, manager of sales and events, with Southern Farm Bureau Life Insurance Company in Jackson, MS, has been with the organization for 11 years but moved into her current role a few years ago. “While the first year was spent learning and adapting to a new role, I can see that my responsibilities have significantly changed. The obvious items that go along with event planning — budgeting, sourcing and execution — are what remain top of mind, but navigating through changes in the industry are what stick out the most. I have a tenured team, and I rely on them significantly throughout the planning of each incentive trip and meeting.”

Like others she feels the pinch of having to do more with less. When anticipating losing a team member, she knew it would bring changes and challenges and the whole team would have to absorb those responsibilities and adapt accordingly. She approached it as a time of growth, hoping it would enhance everyone’s creativity and bring new ideas. “I think more is expected of our team as a whole, because once one event is done, the next one needs to be topped. So, we feel a constant pressure of ‘how do we make this one better than the last,’ which can be a fun problem to have, but also daunting,” she says.

Her first tip for planners is to “lean into the institutional knowledge of those who came before you.” And second, “If you don’t have that luxury, seek out someone in a similar role and industry as a resource to help you be successful.”

Finally, don’t let things get stale. She says, “While always leaning into institutional knowledge is so important, don’t do something a certain way just because it’s always been done that way. Question why, challenge the answer if you see differently and don’t be afraid to share your opinions. You were put into this role for a reason. Use your skillset to bring more to the table.”

Ann M. Luketic, CMM, CMP, senior meeting professional with Progressive Casualty Insurance Company in Macedonia, OH, says her responsibilities have definitely increased. “My responsibilities for planning and executing incentive trips have grown significantly in recent years, expanding beyond logistics to include content development, production, security, creative direction and marketing. I now focus on curating unique, high-end experiences that inspire and reward participants, from crafting engaging itineraries to overseeing flawless execution of events. This includes managing high-quality audiovisual production, designing immersive branding and themes, and ensuring every detail contributes to a seamless and memorable trip. Additionally,” she says, “I lead efforts to promote the trip, engage attendees and create moments that leave a lasting impression. This evolution reflects the increasing demand for incentive trips to deliver exceptional, personalized experiences that motivate and celebrate participants.”

Luketic says that the phenomenon of employees being expected to do more with less is a change that has impacted many industries. “It’s something professionals across multiple industries are experiencing, not just within our organization. Over the past few years, there has been a noticeable shift in workplace dynamics, with increasing expectations to accomplish more with fewer resources or team members. This is often a reflection of broader trends, such as evolving business needs, rapid innovation and a focus on efficiency.”

Like Somer, she sees the evolution as one that brings both challenges and opportunities. “While my responsibilities have grown and the scope of my work has expanded, I view this as an opportunity to adapt, grow and find innovative ways to meet these expectations,” she says.

Luketic believes that understanding attendees is critical to success — not just for newer planners but for experienced planners, too. “My special ‘secret weapon’ for success when planning and executing meetings is putting myself in the shoes of every attendee,” she says. “I walk through each event from the perspective of each group — whether it’s an agent, vendor, employee or event staff member — to ensure the experience is seamless, enjoyable and perfectly tailored to their needs. By considering every detail through their eyes, I’m able to anticipate questions, address potential challenges and create an environment where every attendee feels valued and engaged. This approach allows me to deliver events that are not only well-organized but also memorable and impactful for everyone involved.”

Nancy Lee, senior manager, corporate meetings & events with Arch Insurance Group Inc. in Tarrytown, NY, notes that the changes really began during the pandemic. “When COVID hit, we had to immediately learn how to plan for and implement virtual meetings. We first had to identify virtual meeting suppliers, learn about the various platforms and their offerings, how to implement them and educate our internal clients, etc. It was not easy. Due to the many years of remote working, the work-life balance has tipped significantly in that more hours were spent at and expected for work.”

In 2021, new policies and tools were considered. Lee says, “We began developing a Meetings Policy and various tools for meeting requesters. We continued the project by revamping our attendee registration/meeting management platform, Cvent, by creating an enhanced Meeting Registration/Request Form (MRF), and developing and introducing a new budget approval workflow, communications rollout, training and so on. We rolled out the new MRF and Meetings Policy 1.0 in August of 2024. This has resulted in an increased volume of programs our team of 4.5 planners plus two coordinators now support.”

The result, she says, is that, as the company has grown and her team has continued to educate more and more internal clients, their workload has greatly increased. “Rolling out version 1.0 of the Meetings Policy, along with the enhanced MRF and new budget approval process, has increased the workload even more. While we are expected to handle more and more programs with the same number of staff, we now rely more heavily on our two third-party meeting management companies to support the workload while we continue to sort out how to best handle not only the volume of programs, but also the level of programs.”

Lee relies on several strategies to keep everything organized and moving forward, including taking a lot of notes, scheduling Outlook calendar appointments for planning due dates and reminders for herself and the event coordinators, and continually looking for ways to streamline and/or automate processes.

To newer or less experienced planners she says, “Put everything in writing; confirm, confirm, confirm. Share information and tips with teammates and supervisors so everyone benefits. Actively listen, take in as much as you can and ask questions. Be detail-oriented. Follow the lead of more seasoned planners’ demeanor, written and verbal communication skills/style, processes and documentation. I could probably go on and on …”

As for her own “secret weapon” for success, in addition to the above, there’s this: “Be kind and purposely helpful; it goes a long way, not just in meeting planning, but in life in general.” I&FMM