The generations celebrate together during Hope for Henry Foundation’s 20th anniversary gala, A Night to Remember. Courtesy of Stratus Firm

As the presence of Boomers, Gen Xers, Millennials and Gen Zers continues to overlap at meetings and events of all types, meeting and event planners are scratching their heads to determine the best way to include the four groups, while appealing to their unique differences.

Generational Divide: Baby Boomers to Today

To keep a diverse set of generations engaged throughout events, planners must balance content and networking opportunities. At the same time, it’s important to understand each generation’s specific needs and experiences, finding creative ways to bridge gaps.

“For meetings in particular, I believe they are successful when teams learn something new and leave feeling invigorated,” Tina Husemoller, vice president of meetings and incentives at Fox World Travel, says. “Generationally, people don’t learn differently, but rather all people learn differently, i.e., visually, participatory, audio, etc., so it’s important to present content in diverse ways to appeal to all learning styles. That being said, generational diversity is very important when choosing session speakers and panelists to represent different perspectives within the organization.”

Husemoller explains it is important to present the content in diverse ways. This goes back to her serving as not just a planner but as a consultant — understanding who is attending, the event goals  and creative solutions for engagement.

“When orchestrating events with multigenerational audiences, companies should fill the planning committee with a diverse group of employees and welcome open and honest conversations regarding the wants and needs of the team members,” Husemoller says. “Not only do we consider generational differences, but also consider diversity, equity and inclusion, dietary needs, and physical limitations, to make your gathering unique for your team.”

Recently, Husemoller had a client that returned from an incentive trip to the Caribbean, and in their post-con meeting, they discussed how the winners were significantly younger with more in their mid-20s and early 30s.

“On this trip, both the experienced veterans and young guests of the organization agreed that they had simply wanted the chance to bond – be it during activities, meals, outings or just leisurely hanging out,” Husemuller says. “When planning trips for generationally diverse teams, you don’t have to overthink it.”

Roger Whyte, founder and principal of Washington D.C.-based company, Stratus Firm, has been producing events throughout the country for over a decade. He has experience planning meetings and events for attendees of all ages.

Multigenerational audiences present unique challenges for event planners.

“One of the biggest challenges in producing an event for multiple generations is understanding the needs and wants of each generation,” Whyte says.

If not properly addressed, a stark generational divide at an event can make audiences feel excluded. For example, many large meetings and events use apps to provide information or entertain guests.

However, as Whyte explains, older generations may struggle using these technologies, resulting in feelings of frustration.

Gap Strategies: Virtual Introductions

Dan Manian, CEO of Donut, helped create a Slack app that fosters collaboration anywhere. Team members join a channel and the Donut app does the rest, breaking the ice by automatically introducing teammates who might not know each other.

Gen Zers (born 1995-2012), for instance, joined the workforce at the peak of the pandemic lockdown. By starting their careers remotely, they missed out on the heyday of water-cooler and coffee chats.

“Now, they look toward meetings and events to help forge organic connections with their colleagues,” Manian says.

Older Millennials (born 1980-1994) and Gen Xers (born 1965-1979) may be used to a more traditional in-person dynamic, with presentations and collaborative group work. Even so, as Manian points out, the time spent working remotely has made the workforce accustomed to 30-minute Zoom meetings as their primary means of meeting and workplace interaction.

With these experiences in mind, Manian says planners must find ways to effectively deliver content, while creating space for employees to organically connect. To do this, it can be helpful to group each activity into one of three buckets:

• Larger, objective-based meetings: These include all-company strategy meetings, fireside chats or keynotes.
• Coworking in person: Small team sessions, working side-by-side on projects like launches and brainstorms.
• Non-work time to connect: Social events, group activities and intentional downtime that allow coworkers to share experiences.

“Full-team, in-person meetings can be energy-sucking – and it can be difficult for people to keep engaged without a clear rallying point,” Manian says. “Instead, full-team sessions should be dynamic and interactive, designed to help strengthen connections.” Examples include discussing new diversity, equity and inclusion (DEI) initiatives, brainstorming solutions that affect everyone, or working together on yearly goals. You never want your employees to ask: Why am I here?

Breaking the attendees into smaller groups based on project or department allows even more time to foster connections between coworkers who frequently work together, but might not know each other well.

“This is a great way to help Gen Z make the connections they crave, and a connected team is excited to work together toward your organization’s common goals,” Manian says.

Above all, Manian says the best way to make sure an event resonates with attendees of all generations is to involve them in the planning process. Asking for ideas and input will naturally help employees stay energized during offsites.

At Donut, they created a retreat planning committee for the company’s 2022 offsite and opened participation to all team members. “This helped distribute the lift and allowed us to source input from team members who might not have had a voice in the process otherwise,” Manian says. Donut also frequently hosts offsites for its own team. Donut’s Intros tools are used to randomly group attendees – whether that be a designated time for one-on-one coffee chats, forming mid-meeting breakout groups or matching up mentors.

“These pairings encourage attendees to break out of their comfort zone and chat with coworkers beyond their usual department or age range,” says Manian.

Each year, Emburse, a company that serves more than 18,000 brands globally, puts on regional events designed specifically for customers so they can learn new skills, gain insights and network with peers.

“Our customer base is very diverse and spans all generations, so this stays top of mind as we plan out the content and activities for each event,” Christina Gruen, meeting planner and Emburse senior director of brand marketing, says. She recommends three ways event planners can “conquer the generational divide.”

• Make sure there’s something for everyone, no matter where they are in their career. Young professionals will want to focus on picking up new skills and building their network, while industry vets will be more interested in fine-tuning their craft.
• Have a diverse lineup of speakers who will resonate with a diverse audience. For example, Emburse looks for diversity in the speaker, content and audience that each session is intended to reach.
• Offer networking opportunities that are designed to bring people together. At Emburse, they have attendees who travel across the U.S. and Europe to attend events, so the company’s goal is to encourage attendees to have fun, meet new faces and maybe even trade an industry secret or two.

Digital Thinking: Hashtags, Photo Ops, Games

“To capture the younger generation and those who are active in the digital world, you’ll, of course, want to set up a hashtag, fun photo opportunities, as well as audience participation games,” Gruen says. “A few days before the event, we’ll start promoting the hashtag on social media. We’ll continue this during and after the event alongside engaging photos. We like to also set up an interactive or eye-catching photo opportunity for attendees, so they can take pictures and post them online using the hashtag and tagging us.”

In addition, Whyte says it’s vital that meeting planners should consider each generation’s perspective.

“Also consider multiple alternatives,” he says. “Consider offering both physical and electronic copies of maps for attendees at a meeting or event. Small things like this can help everyone feel as though they are being catered to. However, your overall goal should be to bring together people of different generations and help them connect with one another.”

Gap Bridges: Pop Playlists, Wow Speakers, VIPs

Stratus Firm officials often looks for ways to appeal to both younger and older generations. For example, they have produced fundraising events that allow for donors to give either by raising a paddle or submitting donations electronically.

“This allows attendees to donate through channels they feel comfortable with and often leads to nonprofit organizations raising more funds,” Whyte says.

A common mistake Whyte sees meeting planners  make is to focus on one generation. For instance, they may try to appeal too heavily to older audiences and miss out on innovative opportunities. Another mistake is to treat generations as though they oppose or contrast one another.

“Rather than focusing on what makes generations different, event planners should focus on bringing out the similarities amongst them,” Whyte says. “This could be through playlists that feature popular music, speakers that appeal to everyone or appearances from VIPs that excite all generations.”

Meetings and events have evolved over the years, thanks in part to the pandemic and people working from home. As Husemoller points out, we currently find that, regardless of generation, people crave time with others in their industry and their company. Fox Meetings & Incentives attendees are increasingly making the conscious choice to spend more time together as a team, blend generations and provide opportunities.

“Incentive trips and meetings offer an ideal platform,” Husemoller says. “I believe the overall landscape of meetings and incentives will continue to evolve. Customers have missed in-person meetings and incentive trips. There continues to be a high demand for these, and knowing that, the attendees themselves may be different, but the goal remains the same, delivering the most meaningful event.”

In the future, Whyte believes older generations will embrace technology more as it becomes a common part of daily life. This will likely bridge a gap between the generations and bring together audiences.

“Event audiences will also continue to expect more from the events they attend,” Whyte says. “Meeting planners will need to think of unique ways to engage audiences of all generations in order to keep attendees coming back.” C&IT

For Lilian Chen (on right, with Spencer Fertig and Julia Elsner), hybrid meetings allow the facilitator to meet the attendees where they are. “It allows for the people who aren’t in the main office city to have the same access to information and involvement,” Chen says. Courtesy of Lilian Chen

Corporate meeting planners continue to look for fresh strategies for putting on successful hybrid meetings, which have many pros: inclusivity, saving costs and reducing the carbon footprint for those not traveling. Some hybrid meetings are ideal, such as high-end, multinational events, while others, can be tricky, especially when it comes to technology.

“We advanced more in virtual and hybrid meetings in the past three years than in the past decade,” says Corbin Ball, CSP, CMP, DES, principal of Corbin Ball & Co. “There has been an explosion of innovation and best practices learned.”

Hybrid meetings can also fit today’s workforce. “Many companies have opted for a permanent, flexible work setup, meaning employees can either go into the office or work from home as they so choose,” says Lilian Chen, co-founder and COO of Bar None Games. “Also, as many employees moved during the pandemic, even if there’s an office in the city that they live in, they may no longer be going to the same office as their coworkers, meaning that teams are more distributed, also giving rise to an increase in hybrid meetings.”

Yet, as in-person events have evolved from completely virtual to hybrid formats over the past three years, corporate meeting planners have found both past successes and lessons learned in the world of virtual and hybrid event planning.

Pros & Cons of Hosting Hybrid Events

Across the board, event planners tout the many pros of hosting hybrid events. “The pros are easy,” says John Chen, CEO of Engaging Virtual Meetings. “More attendance, cheaper or free so you can extend into a new audience you did not have before, and you can extend the reach of your content or your education.”

He adds: “You can take advantage of the fact that the world trained your virtual audience for the last three years. You can spend a lot less time trying to tell people how to get on and how to interact if you use one of the top tools that people have been using. For the most part, they should know what to do.”

That wasn’t the case in the early days of the pandemic when, he says: “People used to try and get on, and if they were frustrated, they left. And now, there’s no excuse. If they left, it’s because they were disengaged, not because they had a technical problem.”

For Lilian Chen, hybrid meetings allow the meeting facilitator to meet the event participants where they are. “It allows for the people who aren’t in the main office city to have the same access to information and involvement,” she says. In other words, hybrid meetings promote inclusivity where all participants can feel part of the same team.

Yet another benefit, Ball points out: “Hybrid events can be very effective for some events, such as major product launches or multinational, internal corporate events with pods meeting in different locations. Also, streaming content with remote audience participation for major moments, such as keynote addresses, can be effective.”

Still, meeting planners with experience hosting hybrid meetings have also seen its downside. “As in-person events are returning, planners have come to a realization that hybrid is not ideal for every event,” Ball says. “They are great for high-end, multinational events. But, the increased costs and complexity of running two separate events simultaneously has reduced their adoption for a number of event sectors.

“There are two distinctly different audiences with different attention spans, sensory experiences and expectations, so planners are finding that a hybrid event can be twice as complex and twice as costly when meeting the high-quality production values matching television standards that remote viewers expect.”

John Chen says, “The bonus that you get in the hybrid is you get all the in-person connection and content.” But the format also comes with a caveat: everyone must feel involved.

“The cons are that the virtual is often seen as a second-class citizen. Most people are not treating these people on the same level as their in-person audiences, so quite often they get ignored. Some people haven’t allocated the proper resources to respond to them, and as soon as that happens, they feel they’re out here by ourselves.”

He cites examples of how hosts in hybrid situations have even forgotten to admit virtual participants into the program, in which case, Chen says, “You can actually do brand damage because a not-well-done virtual will come back to the organization that provided it and say that was not a good job.”

Another downside, Chen says, “Some things are very difficult in hybrid like networking,” He recommends that planners do an in-person and a completely separate virtual session to enhance outcomes.

Another disadvantage of hybrid events is that the producer is king.  “If the producer gives you bad camera angles and bad audio, that’s all you get,” he says.

Lilian Chen sums up the largest challenge with hosting a hybrid meeting as “figuring out the technology behind it and having it set up in a way where it truly can be inclusive for everyone, both those who are in-person and those who are dialing in from other locations. With a bad technology set up, a hybrid meeting can feel clunky and inefficient.”

Considerations When Designing Hybrid Meetings

For Lilian Chen, a site visit is the first consideration. “As soon as you know you’re going to do a hybrid, take your core team and the tech team from that venue and go on a site visit,” says Chen.

At one venue, Chen’s team discovered that that venue didn’t have any cameras. “The company had to hire another person that they had not allocated,” she says. “It almost crushed them.”

A second consideration is internet. She says, “You have to have a hard line and a cable to the fastest internet you can get. It will save a program.”

Third, there’s the camera angle. “You should offer virtual the best seat in the house, in the middle of the room,” Chen says.

A fourth consideration is audio. “Everything has to go through a mic,” she says. “You must have a mic runner or make people show up to a specific location.”

Additionally, Chen adds, “You’ve always got to be listening to your audio to hear what the audience does” and be prepared to make adjustments. Chen cites the interference caused by one host’s dangling earrings that came through the over-the-ear mics, which required a last-minute switch to a handheld mic for the speaker.

While acknowledging the potentially astronomical cost of hosting hybrid events when going  through the normal services of an AV vendor, John Chen doesn’t necessarily agree with most meeting planners about the excessive cost of hosting hybrid events. Instead, he recommends: “If they allow outside people, look for people who have been doing it for a long time and who are independent. It’s a fraction of what it used to cost because the equipment is off the shelf and the software is designed to use it. So, if you have a knowledgeable person, you can really slash the costs and still get a quality production.”

Chen advises before deciding on the cost range, first ask: “What do I want this to look like?” Second, identify: “How much budget do I have to work with?” Then, try to get those two figures to match.

Keep in mind that a ‘one-size-fits all’ strategy does not apply for hybrid events. There are great variations on the size and shape of hybrid events. One of the key things is to plan carefully on how you will integrate two audiences, Ball advises.

Lilian Chen reminds planners: “One of the hardest factors of a hybrid meeting is to ensure that the remote participants are being included in the same way as the in-person participants. The planner needs to ensure that there’s a sufficient AV system set up, so that the remote participants can be heard, and so that they can hear clearly too.”

She says, “Many situations where the remote participants in a hybrid meeting feel completely excluded, because the microphone isn’t clear and the camera is set up in a way where it’s hard to see the full dynamics of a room.”

New Hybrid Meetings Trends

In Lilian Chen’s experience, hybrid-meeting trends include: more creativity in event formats and using QR codes to convey information to the in-person participants, which means they don’t need to be on a laptop to receive any new information. In addition, Chen says, “We also leverage music in our hybrid events, so that for the remote participants who are dialing in at the start, they’re not just sitting there while they wait for any in-person logistics to get sorted.”

While noting that one of the best trends is further use of producers, and quite often a production team, John Chen highlights that his top trend is virtual MCs, or master of ceremonies, which host an event and keep things running smoothly.

In Chen’s surveys, he’s found that 20% of virtual conferences are not using a virtual MC.

“It’s one of the easiest ways to smooth out your conference, handle unknown challenges and bring energy,” Chen says. “If you get someone who’s a great MC, they will help build that into a community, and that’s valuable for the organization, because once you feel like you’re a member of a community, you’ll come back to that same conference again and again because it feels like coming home.”

Hybrid meeting trends that Corbin Ball has observed, as the format continues to evolve, include:

• The expansion of production studio software that has the capability of a TV news talk show. This includes advanced switching, chyrons and others, at a lower cost by the major event tech providers, including Cvent Studio, Bizzabo: Ultimate Video Production Studio, Socio (Webex Events) and Swapcard.
• Increased use of PTZ (pan-tilt-zoom) cameras by remote production teams, substantially reducing cost (including EventsAir).
• Increased use of AI-powered voice-translation software, such as Worldly.
• Increased refinement of hybrid event technology.
• Increased use of pre-recorded sessions for part of the programs.
• More events are being done asynchronously. The live event is recorded, edited and released as a virtual event at a later time. This reduces cost and the stress on the event team.

Checklist for Planning Hybrid Meetings

“A good microphone and camera should be on every planner’s hybrid meetings checklist,” says Lilian Chen. “I would recommend that hybrid meetings be held in a large conference room with a mounted camera. Don’t depend on a laptop webcam, as that will not capture the full view of the room. I would also recommend that the conference room have a dial-in setup, which allows for the remote participants to be heard clearly over any potential chatter that’s in-person.”

John Chen emphasizes the importance of rehearsals. “You’ve got to make sure every speaker, panelist and MC knows where to go, where to stand and how to interact with the virtual,” he says. “People try to shortcut rehearsals all the time and that’s a recipe for disaster.”

Chen also believes that lighting belongs on a successful planner’s checklist, citing one experience where the host had not put any additional lighting in the breakout rooms resulting in a less than optimal experience for attendees. Minimize transitions as well, Chen notes, “Every time you move something like a laptop from a main room to a breakout room, you can break something.”

Best Practices

Lilian Chen recommends meeting planners have extra time for the technology. “At the start of the meeting, ensure that everyone is able to dial in correctly and that everyone’s audio is working correctly,” she says. “If there are any slides or documents that will be discussed during the hybrid event, share it with everyone ahead of time so that everyone has access to the same information. If closed captioning is an option, turn it on, so that those who are remote can have another reference in case the audio is unclear.”

John Chen offers this bonus tip: “Ask for an applause mic,” explaining that there is a separate microphone, so when the room applauds, the people connected virtually can hear it.

Among best practices for Ball are using a timeline-management tool and project management software, a virtual MC for the remote audience, speaker training, test and rehearsal, plus having trusted partners for platform, venue, AV, and a streaming company.

“High broadcast production values are expected, such as cameras/lights/mics,” he says.

What Hybrid Meeting Success Looks Like

“Microsoft is a great example,” Ball says. “They have a core in-person employee-event for 6,000 in Seattle, but broadcast to dozens of pods around the world to include more than 100,000 attendees virtually. This hybrid model gets the information out, engages employees and vendors globally, while saving huge amounts in travel costs [and] reducing the carbon footprint substantially.”

Lilian Chen’s crew hosted a virtual teambuilding event for 100 attendees, where half the participants were at home and half were in-office, with many joining from offices around the world. “It went off without a hitch due to a few factors,” Chen explains:

“We used Zoom, which is a virtual meeting platform that all participants are familiar with. This was helpful, as that enabled participants to easily join and interact with each other in real-time without any technology-related questions.

At each office location, there was a contact person who was able to be “feet on the ground” to help troubleshoot any potential technology issues, such as connecting the in-person participants with the remote participants, [and] also ensure that the audio was working correctly.

We also double checked that there was high-quality audio and video equipment at each of the office locations, to ensure that remote attendees could see and hear everything clearly.”

John Chen mentions a hybrid event where the virtual audience asked to share their own creations after the in-person attendees had mostly dispersed, resulting in a spontaneous outpouring from others in the virtual audience, which ended up creating an exceptional experience by the organizer called “virtual envy.”

For ultimate success in planning hybrid events, John Chen says: “You have to create a team to do a hybrid. It’s almost impossible to do a great hybrid by yourself. … We’re in the hospitality business and we’re trying to make it better for people. Do that both for the in-person audience and the virtual audience, not just one.” C&IT

Networking at the Southern California Minority Supplier Development Council’s B3 Conference at SoFi Stadium. Courtesy of Amanda Ma

Building relationships and making connections is the backbone of any professional’s career. But in the meeting and events industry – where industry connections can enhance events as well as bolster a meeting planner’s professional prowess – networking is vital. From connecting with ideal vendors to rubbing elbows with leading experts, a meeting planner’s networking strategy can make or break their future.

Carrie Davenport, CMP-Fellow, CEM, CSEP, lead meeting planner at Altria, CEO at ceocarrie.com and cofounder of the Association for Women in Events, has been a meeting planner for almost 20 years.

“Networking isn’t only vital for expanding your network of vendors, potential venues and business networks to utilize for your specific business, but it is vital for also finding sponsors, coaches, mentors and allies in the events sector,” she says. “A lot of advancement is about who you know and what opportunities can be open to you through your advanced network of champions and peers.”

Davenport has embraced networking throughout her career and it has paid off. Previously, Davenport was a vice president in education and thought leadership, and yet, she desired to get back into the field of event management. Using her networking skills, she shared her love of events through her virtual networks and one of her committee members took notice.

“When this incredible position was about to come available, he reached out to me and said that he felt I was perfect for the job and that I had to apply,” Davenport says. “It was a direct connection to a job that I didn’t know would be coming open and I felt like I had an alliance inside that could speak to my character and work ethic.”

Beth Bridges, owner of The Networking Motivator, says that networking is one of the biggest reasons we attend meetings, and especially events.

“In addition to their own career needs, planners need to invest time in networking so that they understand the conditions that contribute to great networking,” Bridges says.

Laura Morlando, founder and CEO of Down and Dirty Networking, understands the importance of community and networking, which allows meeting planners to have meaningful conversations and grow as a professional and entrepreneur.

“Many of the audiences I’ve spoken to find networking necessary, but dread it and often don’t know where to start,” she says. “I have found this to be especially true when speaking to meeting professionals and planners.”

Networking: Traditional vs. Relational

According to Morlando, there are two types of networking: traditional (or transactional) and relational. Both are beneficial to planners, so it is important to know the differences between the two and the best places to engage in both.

“When it comes to networking, most people think of traditional networking as exchanging leads, referrals, sales and job offers by sharing their elevator pitch or 30-second commercial,” Morlando says. “The transactional nature of this type of networking is why traditional networking is also known as transactional networking. As a meeting and event planner, if your goal is to gain more leads, clients or vendors, this type of networking is best suited for you.”

What most people don’t know is that there is another type of networking, which Morlando calls “relational networking,” focused on having meaningful conversations to build authentic and lasting relationships by learning from someone and about someone.

“This style of networking is perfect for meeting and event planners looking to overcome challenges and seeking a professional ‘easy’ button,” Morlando says. “For example, engaging in relational networking with other meeting and event planners is a fantastic way to learn best practices to streamline your success. Engaging in relational networking with other professionals not in your industry expands your perspectives, ideas, solutions, resources and opportunities.”

One of the biggest challenges Morlando hears planners face is working with a client that is not a qualified event or meeting planner, such as a secretary or administrator.

“Engaging in relational networking with these types of professionals by asking questions to learn how they would approach planning an event and the challenges they would face may shine some light on a solution, tool or resource you can provide at the onset of working with these types of [people] to make the process more seamless and less challenging for you both,” Morlando says.

Networking: The Virtual Connection

While the fundamental networking strategy of finding the right events to meet like-minded people and then becoming of value to them has not changed, what has evolved are the tactics of where to go and how to stay connected.

“Most obviously, we had a move to virtual in 2020 that hasn’t completely gone away,” Davenport says. “Although in a post-COVID world, planners and event-business vendors are hungry for in-person connection, I’ve still seen think-tanks, happy hours and other connections via Zoom, Teams and Google Meet, among others. Virtual connections are still being utilized strongly in the events sector.”

Bridges explains that the necessity of online networking has now become a preference. This has led to a proliferation, but also fragmentation, of networking where there are hundreds of more options in the form of online groups and online networking platforms.

“This can provide more opportunities with easier access but [there’s] also the potential for less of an ability to find and connect with someone in an organic setting,” Bridges says.

Approaches To Take: Virtual Coffee Date

As Davenport points out, networking can seem scary, but networking is just another term for what it really is:  building relationships and forging alliances.

“The events and meeting industry is one of the most hospitable (by trade) industries that one can be a part of, so people truly come in wanting to open their arms to you,” she says. “I often give talks to students, and I always say that my early strategy worked incredibly well for me. If you find someone that inspires you, or hear a speaker that ignites your drive, reach out to them in-person or virtually and just ask to take them to coffee. These days it can even be a virtual coffee date. If the ‘ask’ is small and short – as opposed to asking for a long-term mentorship, usually you can learn much from these leaders in a short amount of time.”

Come prepared with questions about how they reached success in their roles, what inspired them, who helped them along the way. If you start small, you never know when you may find a champion in the industry.

Amanda Ma, founder and CEO of Innovate Marketing Group, gives six keys for planners:

Attend industry events: Attend trade shows, conferences and other industry events to meet other meeting and event planners, learn about the latest trends and developments and make valuable connections.

Join professional organizations: Join professional organizations, such as the International Association of Professional Event Planners (IAPEP) or the Meeting Professionals International (MPI), to gain access to networking opportunities, resources and training.

Build relationships: Build relationships with suppliers, vendors and other industry professionals. This can lead to new business opportunities and valuable referrals.

Use social media: Utilize social media platforms like LinkedIn to connect with other planners, share your work, and keep up on industry news.

Seek mentorship: Seek out a mentor in the industry who can offer guidance on your career. Having a trusted advisor can help you make the most of your networking efforts.

Volunteer: Volunteer for industry events or on committees within professional organizations. This can be a great way to get involved in the industry and make new connections.

“By utilizing these networking approaches, meeting and event planners can enhance their careers and stay ahead in the competitive meeting and event planning industry,” Ma says. “Remember to always be professional, knowledgeable and approachable when networking, and make sure to follow up with any contacts you make. And most importantly, don’t burn any bridges. You never know when that connection will come in handy.”

Bridges recommends meeting planners choose to network broadly. This includes people who are newer to the industry.

“Choose an aspect of your industry to become an expert on and share that knowledge freely,” she says. “Look at your networking activities as part of a larger self-marketing strategy, where you are aiming to increase the number of impressions you make – in the advertising sense of being seen. At the same time, you are improving the depth of existing relationships.”

Networking: Think About the Long Game

One key mistake Bridges sees people make is a lack of  persistence. She stresses that a relationship is not going to be built in one conversation or meeting. Referrals depend on trust, which is built over time, and networking is not a short-term strategy.

As a veteran meeting planner, Davenport has talked to fellow planners who didn’t know how to connect and felt awkward during networking. They walk away disappointed and feeling like they haven’t been able to connect.

“Or worse, they connected with the same people each time and feel like they cannot break the invisible barriers that sometimes keep us from connecting-up,” Davenport says. “Connecting-up means reaching out to those that you consider icons, leaders, etc. There may be many reasons for that. More mature industry planners already have established connections and we tend to group together with those we know. It can be incredibly intimidating for newbies.”

Davenport advises authenticity when connecting with others and remembering that most of the time, people are feeling just like you. Don’t dive directly into business – networking is a great time to get to know your peers personally.

“I like to learn something about someone – start easy about where they grew up and then usually you can find a quick connection to talk about (college, pasttimes, favorite karaoke songs),” Davenport says. “When in doubt, my number one question to ask people, or to even utilize as an icebreaker, because it is so efficient is: What was your first concert? I love seeing the look of nostalgia in people’s eyes when they are taken back to that memory.”

Social Media Networking

Bruce Kramer, founder and CEO of Buttercup Venues, suggests meeting planners remember that networking is more than just handing out business cards and attending social events.

“It’s important to have an underlying purpose or goal in mind before you begin networking,” he says. “Think about what you want to gain from the event and how you will make the most of it. And remember that social media is a powerful networking tool. Connect with people beforehand and follow up after the event. Share interesting content, ask questions and engage with colleagues in your industry.”

Morlando believes networking is a skill, an activity and a mindset, which most people overlook. If you have the wrong mindset, networking will be a chore and unproductive.

“Regardless of which type of networking you engage in, approach both with a relational-networking mindset to provide value and to learn from someone and about someone,” Morlando says. “Adopting this relational networking mindset is the twist that will exponentially increase your traditional networking results.”

And while networking has evolved in recent years due to the pandemic, experts agree it’s a tool more vital than ever, especially as young aspiring leaders enter the events industry.

“As many of our icons retire, the networking-career elevation cycle begins again,” Davenport says. “We, as event industry leaders, have a responsibility to mentor and sponsor-up the next group of those fresh eyes entering the events industry. For those entering the industry – you need us, and quite frankly we need you. We need your ideas, your perspectives, your heart. Don’t be afraid to reach out.” C&IT

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Palatial gaming resorts are dotted across the United States and offer unique accommodations and amenities — something that both attendees and planners can celebrate. Images of Las Vegas, Reno, Atlantic City and other desinations come to mind.

“Gaming resorts offer a multitude of services and comps that are not available at a standard resort — above and beyond gaming or gambling credits,” says Tiffany Gravelle, CMP, event planner and owner of Hello Tiffany. “Some of these include VIP seats to large shows and concerts and exclusive dining or spa options. Additionally, because many of the gaming resorts are on sovereign land, you may have more flexibility in planning options.”

Gaming resorts typically offer more entertainment options for attendees. As Gravelle explains, gaming resorts are often more affordable, allowing for more “bang for your buck” when planning an event, due to an extensive list of in-house services.

Gaming resorts have long been the go-to destination for meetings and events thanks to the plethora of amenities, expansive event spaces and variety of entertainment options for attendees, who like to work some and play some.

“Gaming resorts offer late-night-entertainment options, gaming and gambling, larger scale shows and entertainers, live music, upscale food and beverage service, unique event space options, state-of-the-art technology, along with spa or golf services that enhance the event experience for [attendees] and planners,” says Gravelle, who has orchestrated business meetings, award events, nonprofit galas and more at gaming resorts. “They lend themselves to accommodate all sizes and types of events. Overall, gaming resorts have been very generous with perks and discounts for my nonprofit clients, [which] have been impactful to their bottom-line fundraising efforts.”

J.J. Wills, senior vice president of marketing programs & business development at ConferenceDirect, says gaming resorts have a wide range of amenities for attendees to enjoy and that can be incorporated into a meeting.

“Celebrity chef restaurants, spas and nightlife can provide unique activation opportunities under one roof that can be harder to find at a traditional hotel or resort,” Wills says.

Wills and the meeting planning team at ConferenceDirect have held several events at gaming resorts in Las Vegas, including being the first event-planning company to hold an event in CAESARS FORUM in 2020.

“This was our annual partner meeting, which we held as a fully synchronized hybrid-event with 200 people in Las Vegas and 400 people virtual,” Wills says. “We had educational sessions, awards celebrations and one-to-one trade show appointments. More recently, we held an educational conference at Resorts World Las Vegas. One of our priorities for that event was incorporating sustainability practices. The property has a vegetarian restaurant that we included in our dine-around event and they provided a wellness lounge for attendees with meditation, yoga, chair massage and sensory elements, including colored lighting, calming music and aromatherapy. As part of the Hilton brand, they also can pull a report called, Light Stay, which calculated the carbon footprint of our meeting.”

Steps To Take 

Gravelle recommends planners always schedule a full-staff pre-con meeting at least two weeks before an event. Gaming resorts are composed of larger hospitality teams serving the entirety of the event, and you want to have everyone in agreement.

“Ask what’s possible,” she says. “Gaming resorts have unique [attendee] experiences that you may not have anticipated adding to the program. Tap into their resources of entertainers, decorators and preferred vendors. This helps save time and money to work with the best in the business who are familiar with the space.”

Depending on where the resort is located, Gravelle says planners may have challenges with alcohol service, donated items or outside vendors-sponsors, depending on the sovereign laws of a gaming resort.

“As the hospitality industry continues to recover from the impact of COVID-19, gaming resorts remain consistent leaders in service and pricing options,” Gravelle says.

Wills also recommends planners ask each gaming resort about smoking policies since smoking is still allowed in many casinos as well as sign restrictions.

“Also, don’t assume that all of the VIP amenities will be made available to your group,” she says. “For example, suites may be hard to access since they are often held for gaming customers. Overall, gaming resorts are a great draw for attendance, offer unique and expansive amenities, and have some of the best meeting space in the country.”

The availability of multiple food options is one the pluses for having an event in a gaming resort. Courtesy of New Mexico United FC

Choosing a Resort

The gaming resorts around the country are as vast and varied as the meetings and events held at these locales. And while Las Vegas, Reno and Atlantic City are certainly the hot spots, other destinations offer gaming-resort options as well.

For instance, there is the Atlantis Paradise Island in the Bahamas. In addition to its world-classs casino, the desination offers poolside gaming. Its Conference Center can accommodate up to 4,000 attendees, while the Imperial Ballroom is 50,000 sf — including more than 40,000 sf of pre-function space, 30 break-out rooms, five boardrooms and more.

When selecting a gaming resort for an event, it is important to learn as much as you can about what the resort offers in terms of meeting rooms, food and beverage options, and entertainment packages. Most of today’s gaming resorts have meeting manuals, which clearly identify the specifics of hosting a meeting or event at their locale. And be sure to tap into the meeting-planning experts, who can help identify ways to enhance your event and make it stand out in the minds of attendees.

Las Vegas

Considered the Mecca for all things gaming for decades, Las Vegas truly offers something for everyone in the world of meetings and events. One of the favorite places to host events is the Venetian Resort, which offers luxury meeting rooms and amenities at every turn. The Venetian’s state-of-the-art facilities include the Venetian Expo, which boasts over 1 million sf of event and expo space.

While the Venetian Expo is ideal for large-scale expo-style events, as well as medium-to larger-size meetings in their separate meeting rooms, the Venetian Resort itself offers ideal options for smaller groups. This is especially true if they are looking to host events in outdoor patios, board rooms and private restaurant spaces. When not in meetings or attending an expo, attendees can enjoy the Venetian’s plethora of gaming options, entertainment spaces, cooking lessons and world-class spa.

Nearby, Wynn Las Vegas is also a great option. Located in the heart of the Las Vegas Strip, the five-star Wynn Las Vegas boasts nearly 300,000 sf of flexible meeting space, including three ballrooms and 39 separate meeting rooms. For a unique option, consider hosting a meeting or event poolside, or at the resort’s pavilion or garden-event grounds. In addition, the Wynn’s XS venue has 40,000 sf. It offers an indoor capacity of 1,300 to 3,000 attendees within the indoor and outdoor areas. The gaming resort’s nightclub, Encore Beach Club, also opens up to a 45,000 sf outdoor pool deck.

Of course, Caesars Entertainment is synonymous with gaming resorts and has certainly made its mark on Las Vegas’ gaming scene. Considered to be the largest gaming and entertainment company in the U.S., Caesars Entertainment boasts an array of gaming resort brands, including Caesars Palace, The LINQ, Flamingo, Harrah’s Las Vegas and others.

One of the most talked about additions to Las Vegas in the last few years has been the opening of the 550,000 sf CAESARS FORUM conference center with its 300,000 sf of flexible meeting space and two pillar-less ballrooms — the largest in the world. Within the world of Caesars Entertainment, planners will find plenty of venue options and unique elements that make events memorable for attendees.

Every gaming resort has beautiful hotel rooms, upscale restaurants and amenities, but ARIA Resort & Casino offers an atmosphere teeming with natural light and an organic feel throughout its 500,000 sf of meeting space. A 200,000 sf expansion allowed attendees to enjoy beautiful indoor, open-air spaces and a glass-enclosed venue with dramatic views of The Park Vegas, an outdoor dining and entertainment district, and the T-Mobile Arena, a sports and entertainment venue.

Those planning large meetings will appreciate the MGM Grand. Its 850,000 sf conference center offers a wealth of flexible meeting space. In addition, MGM has convention spaces at Mandalay Bay as well as meeting experiences at Bellagio Las Vegas and Park MGM. All offer entertainment facilities that go beyond the casino experience.

Tropicana Las Vegas has 100,000 sf of indoor meeting space. They have spaces to accommodate any size event, with their boardroom, breakout rooms or ballrooms. Its elegant Havana Room, with its magnificent crystal chandelier and four bars, has 12,000 sf of space and can accommodate up to 300 people seated and 800 guests reception style. As far as outdoor space is concerned, the Sky Beach Club has two pools surrounded by palm trees, waterfalls and cabanas.

Fairly new to the Las Vegas meeting and event experience is Resorts World Las Vegas, which features a total of 250,000 sf of flexible event space, a 5,000 sf theater and six ballrooms. It is located near to the Las Vegas Convention Center, which expanded its West Hall about two years ago. The $1 billion expansion added 1.4 million sf. The Resorts World Las Vegas also boasts a gaming floor, nightclubs, wellness spa and seven outdoor pools. Towering windows throughout the meeting and event spaces also offer amazing views of the Las Vegas Strip.

Reno

Another place for gaming in Nevada is Reno, which has been known as the “Biggest Little City in the World.” It may be smaller than Las Vegas in size, but it still offers big value for planners when it comes to selecting gaming resorts.

In Reno, NV, The Grand Sierra Resort & Casino offers a scenic environment. With more than 200,000 sf of flexible meeting space, including 45 meeting meetings, Grand Sierra can accommodate groups of all sizes.

The Atlantis Casino Resort Spa is another favorite meeting and event spot in Reno with its 50,000 sf of flexible meeting space, two ballrooms with over 12,000 sf, multiple breakout rooms and a newly expanded business center.

Reno’s Peppermill Resort Spa Casino recent renovations include hospitality suites, guest rooms, ballrooms and more. The resort’s large grounds include over 106,000 sf of meeting and events space, including the Tuscany Ballroom, which is considered the premier event space in Reno with 62,000 sf. For smaller events, they have their intimate 17th-Floor Suites.

Expanding Gaming Horizons; Other States to Consider

While Las Vegas and Reno have long been synonymous with gaming resorts, other locations in Arizona, New Mexico, Florida, Connecticut and New Jersey offer gaming resort options as well. New Mexico is home to the Inn of the Mountain Gods, a picturesque gaming resort located on Mescalero Apache Reservation with more than 45,000 sf of meeting and event space. When not partaking in meeting and event activities, attendees can enjoy gaming, horseback riding, boating, biking, zip lining and golfing.

In Scottsdale, AZ, Talking Stick Resort and Casino offers a wealth of gaming and entertainment amenities, in addition to offering more than 100,000 sf of indoor and outdoor meeting space. Talking Stick Resort has six restaurants — ranging from quick-bites to fine dining, several bars and lounges, retail outlets, a concert showroom, a cultural art display, resort pools and cabanas, as well as an award-winning spa, which will help attendees rewind and relax after a day of meetings and events.

In Hollywood, FL, gaming is at the heart of the Seminole Hard Rock Hotel & Casino. The resort’s new gaming floor has nearly 200 table games and more than 3,000 slot machines. The Hard Rock also boasts 120,000 sf of meeting space, including a 38,000 sf exhibition hall for trade shows, conventions, large corporate groups and social fundraisers. The resort’s flexible meeting space can also be reconfigured to accommodate groups as large as 5,000 attendees as well as smaller, more intimate meetings.

Atlantic City

Like Las Vegas, Atlantic City, NJ has been a beacon for gaming aficionados for decades. It has also evolved into a go-to destination for meeting and event planners looking for the picturesque gaming resort experience for attendees. It is known for its entertainment, award-winning cuisine, oceanside gaming retreats and more.

Harrah’s Resort Atlantic City and Tropicana Atlantic City have become favorites among meeting planners because of their nightlife, shopping, celebrity chefs and entertainment. The Tropicana is located on the Atlantic City Boardwalk and has more than 122,000 sf of meeting space available. Harrah’s Resort Atlantic City’s Waterfront Conference Center has more than 125,000 sf of meeting space, which includes two ballrooms, each with 50,000 sf.

Resorts Casino Hotel added live weekly comedy to its list of activities. When it comes to gaming, they have 80,000 sf of slots and table games available. Their 942 guest rooms are the largest on the Boardwalk at 525 sf. They also boast more than 64,000 sf of meeting space and can accommodate up to 1,350 attendees.

Hard Rock Hotel & Casino Atlantic City’s casino announced a few years ago that they were undergoing a $20-million renovation, including expanded gaming experiences. This locale is another favorite among meeting planners due to its more than 150,000 sf of meeting and event space.

Ocean Casino Resort in Atlantic City also recently underwent a casino upgrade. It is expanding its entertainment options with a new sports venue. Meeting and event attendees can have meetings in style at the beachfront resort’s 160,000 sf of flexible indoor meeting and convention space, or in the 90,000 sf of outdoor spaces.

Connecticut

While Connecticut is not often associated with casino resorts, Mohegan Sun in Uncasville offers a unique off-the-beaten-path gaming resort experience. With over 275,000 sf of flexible meeting space and 1,600 guest rooms, Mohegan Sun can host up to 10,000 attendees at the Mohegan Sun Arena. The resort also features more than 40 restaurants, a music venue, comedy club, 18-hole championship golf course and two spas.

Also in Connecticut is the Foxwoods Resort Casino in Mashantucket. As one of the favorite meeting and events locales on the East Coast, Foxwoods Resort Casino recently renovated its Rainmaker Expo Center, which spans 47,075 sf, and can accommodate up to 5,000 attendees. The expo center can be used for various events including trade shows, corporate meetings and sporting events. The resort has enhanced its many outdoor event spaces. Dinners on the lawn, pool parties and golf are just a few of the activities that meeting attendees can enjoy. C&IT

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There are many challenges in this current market, not the least of which are rising costs of flights, fuel and F&B. But planners and businesses are being hit with an unfortunate trifecta when it comes to hotel lodging. Rooms are more expensive, there are fewer of them available, and insufficient staffing impacts not just capacity, but also service and quality.

Causes of Reduced Capacity

Jessie States, CMP, CMM, vice president MPI Academy, points to several causes, including the type of destination. “There’s a lot of compression for room nights in large markets. Some destinations are entirely booked by meetings of all sizes, others have hotels that are not fully open yet due to staffing.” Certainly, she adds, in some markets increased leisure travel can play a role, depending on the destination.

Barb Feds, director, SMM operations, meetings & events at American Express Global Business Travel (Amex GBT), points to several causes as well. “Where we find less availability, this is for a range of reasons: a group is booking within a short window, group patterns don’t align with hotels’ need dates and large conventions and city-wide events are back, causing compression in the industry,” she says. “We also need to consider that, in certain places, hotels may not be maximizing their occupancies due to concerns around staffing shortages. They don’t want to risk dissatisfied guests if they don’t have adequate staff to provide service.”

Like States, Feds also notes that some destinations are more problematic than others. Her list of destinations with limited availability or very high rates include:

• All major Florida locations – Miami/Fort Lauderdale, Orlando, Tampa, Jacksonville – especially in peak season: January to mid-April and September to mid-December
• Nashville
• Austin and San Antonio

As for Las Vegas, Feds says, “It’s usually not an issue to find Las Vegas availability for smaller groups; however, rates are normally high.”

In the Global DMC Partners’ Q4 2022 Meetings & Events Pulse Survey, meeting professionals named lack of room availability and issues with service levels and quality as top challenges. This year, first quarter is looking much the same. Catherine Chaulet, president and CEO of Global DMC Partners, agrees that limited availability for group room blocks remains an issue. “This is due to higher leisure travel, including weddings and social events, as well as increased corporate group demand,” Chaulet says. “Furthermore, hotels are still struggling with staffing, which negatively affects their capacity levels.”

Nell Nicholas, senior director of global accounts with HelmsBriscoe, believes a big uptick in transient business has driven rates up, and even though transient business may now be down, she says, higher-than-average rates are still in place. “It’s kind of like taxes, they never go down!”

But she says these challenges were not unexpected. “We suspected during the early days of the pandemic shutdown that competition for group rooms-space would be fierce as programs got pushed one to three years out, but large groups were already on the books,” Nicholas says. “Our suspicions certainly came to fruition and we’re still, post-COVID, finding very tight inventory.  The runway for large groups has eased up a bit.  Finding space for 2026 and beyond is workable.  The flip side of that coin is fears and anxiety on a possible recession, so, as difficult as it is for some to find space, other groups are canceling, which now opens up space.  Smaller, short term groups are finding availability in the larger hotels as they fill the gaps of some groups that have canceled or heavily reduced their blocks.  We’re seeing a little bit of everything right now.”

Blue Janis, event strategist with Maritz Global Events, believes the problem is, in part, the result of the fact that hotels are still trying to make up for the enormous financial losses they experienced during COVID. He believes leisure travel has impacted room shortages but points out that business travel has come back strong. “I’m having a challenge with both 2023 and 2024,” he says.

Suppliers Have The Leverage

High demand and low capacity, regardless of the cause, have a negative effect on a planner’s ability to successfully negotiate favorable room-block rates. Planners simply don’t have the leverage they enjoy when capacity is wide open. Moreover, competition for the rooms that are available can be fierce, meaning planners can’t hold back on making decisions. “The first one that signs and blocks the rooms with a deposit wins,” Chaulet says. “Those who do not act quickly lose out.”

Feds agrees. “When competition is strong, as it is now, hotels can be less willing to hold space for groups while final decisions are being made. We’re finding some hotels will no longer hold event spaces, instead offering them on a first-come, first-served basis. This can make it challenging for negotiations as well as for recommending venues to customers. Hotels are much firmer on first-pass offers; when there are other groups waiting on the space, hotels are less likely to negotiate on rate.”

Angela Baer, CMP, CMM, corporate event coordinator with Caterpillar Inc., says she’s definitely finding it harder to book larger blocks and feels she has less leverage to negotiate. “It just seems to be a seller’s market. The hotel has the power, and we have to deal with what they give us.”

While Baer believes that having strong relationships with hotels is a positive, it’s not a guarantee of success. “I start with hotels I have a good partnership with and go from there,” but she admits that her group has, at times, decided to move a meeting from a primary destination to a second-tier destination, or from a preferred brand to a different brand, due to low-room capacity and/or higher prices, even if the hotel brand or destination is a favorite.  She says location today can be particularly important “as budgets have been tight since COVID, and while people are willing to meet in person, they’re not willing to go back to the pre-COVID spend.”

Unfortunately, there are times when the balance between planners and hotels is significantly off, and planners are seeing hotels occasionally “abuse” their power. Of course, most hoteliers act in good faith and with respect for planners and the negotiation process, but stories are cropping up today about hotels not bargaining in good faith, or with best practices, because they know they have the power.  “We’ve found that a hotel will sometimes even sign another client while we’re reviewing the proposals,” Baer says. “No notification, no right of refusal, it’s just gone.  I feel that’s unprofessional as we are then having to go back to internal clients and say, ‘it’s not available anymore, sorry.’  A head’s up isn’t difficult.”

Janis sees relationships as helpful, but says they only give planners so much in terms of leverage. “At some point, the hotel will draw the line and there’s not much that can be done. At that point, planners need to make sure their client has a good grasp on what his or her pickup will be.”

Nicholas states simply, “Negotiation is tough; it is a seller’s market.” But she believes planners and hotels can find beneficial commonality if both sides are flexible. “Working with my clients to find possible dates or pattern shifts that are amenable to the hotel seems to be a win-win for both parties.”  And she does have clients who have been willing to make such changes as foregoing a five-star property for a four-star hotel to meet the budget.

Chaulet has also seen clients move meetings, but notes hotels may suffer from that in the long run. “There are a lot of discussions going on between meeting planners about which hotels are good partners and which are not. Supply and demand are favorable for hotels and venues right now, but clients who struggle with availability, pricing, services and response time with some properties will revert to others and may not come back in the future. Teamwork is essential in addition to long-term relationships.”

That  said, Chaulet adds, “Some hotels are doing a superb job responding in time and assuring great services and fair prices. These venues are building relationships for the long run.”

Even in this market, there are things planners can do to facilitate negotiations, starting with getting necessary internal approvals as soon as possible. “Many meeting planners struggle with the timing it takes to get internal leadership approvals and thus lose negotiation power,” Chaulet says. “It’s important to get approval and funds from your company early on to be able to block hotels, venues and services right away.” Beyond that, she adds, “Negotiation needs to stay simple and efficient. Avoid lengthy terms or you risk losing your preferred hotel.”

Are Second-Tier Cities A Solution?

Yes … and no.

In terms of shifting from top-tier destinations to smaller cities, Nicholas says that’s not necessarily an answer for capacity issues. “I’m finding more difficulty in destinations with more boutique hotels. Savannah, Charleston, Louisville, Palm Springs, Santa Barbara and other tier-two cities have less availability; however,” she notes, “my programs may not be the best barometer as I’m working with a very short runway; my customers are booking short-term programs.”

She believes customers may look to two-tier cities not just because larger destinations are at capacity — although that could also be true — but because they’re looking for something different, to change things up. She’s seeing groups willing to change brands and destinations for that purpose.

“Even though this is a time of uncertainty, the programs that are booking are looking for something a little different and unique from a meeting perspective,” Nicholas says “Planners can use this opportunity, for example, to bring their program from a five-star hotel in a tier-one city to create a new kind of program in a tier-two city at a brand-new, four-star hotel. Attendees are happy with a fresh outlook on an annual program, while stakeholders are happy that the program is less expensive.”

Nicholas credits planners with being flexible, creative and willing to change as times require it. “I so appreciate the fresh perspective planners bring to the table,” she says.

Chaulet agrees that some groups are looking to new destinations. “To increase availability and options, meeting planners are expanding their reach and considering second-tier destinations, both domestically and internationally. However,” she adds, “some second-tier cities in the U.S. are struggling with availability issues as well, so meeting planners are also welcoming the opening of international markets and increased flight options for key destinations.”

There’s no definitive answer, but the current market may benefit smaller cities, States says. “Smaller cities and destinations are getting the attention of meeting professionals, who may not have considered them before, but who now see that many destinations they overlooked in the past can offer authentic, unique experiences that delight attendees and stakeholders.”

But as Feds notes, some groups will always choose top-tier destinations regardless of market swings. “Many clients have a strong preference for the top-tier cities, as they believe these places offer the best airlift and connections, and optimal attendee count and experience” she says. “Where second-tier destinations are requested, it can be for a combination of reasons, including being close to client offices, the desire to combine meetings with ‘bleisure’ travel, and where the location is optimal for attendee journeys for that particular group. But generally, we’re seeing meeting planners more likely to pay the higher rate than switch brands or locations to save money.”

Janis is seeing some increase in organizations deciding to change locations or brands, perhaps moving a meeting to a second-tier city, but believes it’s most likely to happen when a group has “an unrealistic price target.”

Relationships Still Matter

“Relationships and reputation are vital anytime,” Janis says, “particularly when times are challenging.” Most experts agree.

Chaulet calls both local and personal relationships the key to success, “The hospitality industry is all about connections and networking. Working with strongly connected partners makes all the difference. If all else is equal, these relationships will give you the advantage.”

Nicholas agrees. “This is a relationships business,” she says. “Loyalty and relationships mean so much. From softened cancellation penalties to rebooking programs, our clients greatly benefit from our industry relationships.” And relationships remain important, she adds, whether in such times as a pandemic or when things are booming. “We need to help each other as a supplier or buyer.  At one time or another, one will be up and the other will be down. We’re in this together to bring successful programs to our customers at the best possible price.”

Baer says having a relationship with a property is helpful, but it can also be a double-edged sword, “You can get into ‘feeling very comfortable in that company’s skin’ and not working as hard as you would with new business.”

“Relationships will always help meeting professionals find the space they need,” States says. “With all of the shifts in employment from the past several years, and the exodus of professionals from the business, we’re now in a relationship-building and rebuilding phase, so both sides of the market may find it challenging to rely on the partnerships they’ve had in the past. There are a lot of ‘who do I call’ questions within our space.”

As for Feds, she says, “Hotels that have established relationships are more likely to offer better rates or value-adds and are more accommodating to a group’s needs and concessions requested.”

Best Strategies

So how should planners negotiate today?

“Negotiating is definitely more challenging at the moment,” Feds says. “Useful strategies include providing meeting owners with realistic expectations of what’s available. This can make them more attuned to being flexible with their group’s pattern and willing to make changes, such as reducing the number of setup days needed or removing the requirement of separate meal spaces.”

Planning ahead remains key. “Submit your program as early as possible,” she continues. “And where possible, remain flexible on pattern. Try to avoid Tuesday/Wednesday only groups, and try to include shoulder dates of Sunday, Monday or Thursday. Limit the amount of setup days needed, and work on building those all-important key relationships with suppliers.”

Feds notes the importance of having all group and meeting specifications as accurate as possible when first submitting the sourcing request. “Large deviations from original RFPs, or constant changes, will frustrate hotels and could mean they’ll be less likely to offer savings and work constructively with the group in the future,” she says.

And finally, she advises, “Be flexible. You may not be able to locate a hotel or venue that will be able to provide 100% of your requirements, but if you can flex slightly on some items, there will be more options available to you.”

Baer sees things similarly. She says planners have to understand that, in this market, hotels have the leverage. They must plan accordingly. That includes setting appropriate expectations for internal clients early on. “Source early, if possible,” she advises, “to get more options and better negotiating power.” Flexibility is key. “Everyone is running a business, so going into it thinking, ‘I’ve spent so much money here before so we deserve…’ or ‘I am this company so we should get….’ isn’t the way to do business,” Baer says. “Be fair, be willing to compromise and be aware of what your non-negotiables are. We can’t get everything.” Among her strategies in this market: offering multi-year contracts or reductions in concessions.

Also requiring early attention is the budget. “Time is of the essence,” Chaulet says. “It’s essential to get budget approval as soon as possible and to be flexible with dates.” She encourages planners to educate themselves about the rates, staffing and service levels at the hotel they hope to book.

This is a time when having hard conversations is especially important, Janis notes, “Have careful and in-depth conversations with the client about their meeting. If their rate-targets and/or concession-desires are unrealistic, educate them on responses you’re likely to get from hotels before sending the RFP, so they can budget properly. Obviously, this should be something you always do.” As for his personal strategies beyond that, he says being part of Maritz Global Events is an advantage. “I have many colleagues with whom I can compare notes on what we’re seeing out there.”

Like others, Nicholas says offering multiple programs to a hotel has been successful. “Regarding concession lists, I may not get everything on my wish list, but I exhaust each and every possible concession ad nauseum to assure we have the best deal on the table,” she says. “The most important thing we can do is to educate ourselves on the current market and work with it.  My years in the industry of boom-bust times have prepared me for this exact time and place, because I feel like this working environment is a boom-and-bust time right now.  Continue to learn, grow and connect with colleagues in the industry.  There has never been a better time to demonstrate our wares and prowess to our stakeholders.”

As the saying goes, this too shall pass. The market will change again. When it does, solid relationships between planners and hoteliers will still be important, and lessons learned today will be valuable tomorrow. “Just keep calm and plan on,” Nicholas advises. That just may be the perfect advice to embrace in the months ahead. C&IT

The Colorado Convention Center (CCC) expansion will feature a rooftop terrace with unobstructed views of the Rocky Mountains. Courtesy Photo

While many meeting and event planners set their sights on big cities such as Las Vegas, New York and Miami as “go to” locales for all things meetings and events, second-tier cities are gems just waiting to be discovered.

Denver, CO

When Gretchen Bliss, CMP, DES, director of meetings and conferences for Healthcare Financial Management, hosted her organization’s annual conference in Denver last summer, they had 2,900 attendees. “Denver is centrally located, [and] it has great airlift both domestically and internationally, providing numerous options and ease for attendees to get to and from the city,” Bliss says. “It has a great vibe and energy, with unique restaurants and cultural activities steps from the convention center and hotels. It provides a fun, engaging destination that appeals to our attendees.”

Denver’s central location offers easy access to the entire country via Denver International Airport, the third-busiest airport in the world and one of the best-connected airports in the country.

Denver is also a walkable city, with about 13,000 hotel rooms within walking distance of the Colorado Convention Center (CCC). A variety of infrastructure projects are underway to make Denver an even better convention destination. including the expansion of the CCC, which will add state-of-the-art offerings and will feature a rooftop terrace with unobstructed views of the Rocky Mountains. Other major improvements include the expansion of the National Western Center and the renovation of the 16th Street Mall to create a premiere pedestrian experience.

The walkability is key for convention attendees. Everything is at their fingertips in downtown, including sports, arts and culture, shopping, dining and nightlife. Western hospitality  is also something that convention attendees talk about – great service. And if you have a little extra time, Red Rocks Amphitheatre was the highest-attended concert venue in the world last year and is a must-see.

Portland, OR

Portland offers greater opportunities for meeting and event attendees to venture outside of the meeting venue and explore outdoor activities and adventures in and around Portland’s city limits, within close proximity to the Oregon Convention Center (OCC).

The juxtaposition between urban and natural areas that exists here is like nowhere else. Portland is a city in a forest. Forest Park, Portland Japanese Garden, Lan Su Chinese Garden and Pittock Mansion all showcase views of Mount Hood and the evergreen landscapes of the “Rose City,” and are within walking distance of popular meeting venues and lodging.

Visitors can also take advantage of Portland’s arts, culture and culinary scenes by booking group activities such as an evening performance at the Oregon Symphony, a tour of Portland’s 500+ food carts, or a private dining experience at one of the city’s unique restaurants. Portland’s culinary scene is made up of international cuisine, fusion, local farmers and chefs, making it the perfect melting pot of options for travelers and locals alike.

And meeting planners can make meeting experiences truly unique in Portland by hosting them at one of the city’s robust selection of flexible spaces packed with personality and charm, and imbued with local artisanal touches courtesy of local makers, designers and artists. For those looking for beautiful backdrops for their next board meeting or a standout venue for pre-conference networking, outdoor locations can be ideal.

Portland’s central city hotel room inventory has grown by nearly 50% since 2016. Lodging options improved and opened in the past couple of years include the Hyatt Regency Portland at the Oregon Convention Center.

In addition, Portland will soon be home to its first five-star hotel. The Ritz-Carlton, Portland is set to open downtown this year with plans to offer 251 rooms and a pool on the 19th floor. The 35-floor tower will offer an indoor/outdoor restaurant and bar on the 20th floor, with panoramic views of the Cascade Mountains and Portland’s cityscape.

Asheville, NC

The Blue Ridge Mountain backdrop in Asheville has long served as a source of inspiration, fueling those who call the area home to innovate, create and collaborate. The breathtaking scenery is met with a colorful arts community, diverse outdoor adventures, a vibrant culinary scene, live music around every corner and quality experiences that contribute to truly memorable meetings. Asheville also supports homegrown brands and attracts purpose-driven companies aligned with local values. This translates into an innovative community prime for group gatherings. Executives and meetings professionals in search of locations to hold meetings, executive retreats, conferences and incentive trips will be inspired by Asheville’s creative spirit, scenic beauty and fresh mountain air.

Asheville has a bountiful array of conference hotel properties, such as boutique hotels, grand resorts, elegant inns and chic, modern hotels downtown. In fact, Asheville boasts more than 9,200 hotel rooms and one of the best-connected regional airports, which offers more than 25 direct destinations.

Cybill E. Valentine, CMP, co-owner of Travel with Sunshyne, recently produced a staff retreat in Asheville. “We selected Asheville because this client wanted a place where the weather was warm, but not overwhelming, and one which provided great food, outdoor activities and was accessible for the team from the East Coast,” Valentine says. “Be certain to ask the CVB for any/all assistance. They are the best resource for even the smallest thing. My favorite was our Welcome Bag items. The industry often promotes large companies that make gifting boxes and ‘swag.’ But my CVB representative shared some amazing local companies and that made the bag even more special.”

Charlotte, NC

Charlotte is a city on the rise that offers endless opportunities to craft an unforgettable experience that stretches well beyond the city’s hotels and meeting rooms.

According to Mike Butts, executive director of Visit Charlotte, the Charlotte Convention Center (CCC) is in a compact, walkable district. The 600,000 sf center is connected to the NASCAR Hall of Fame and across the street from the 700 room Westin Charlotte. The CCC offers 280,000 sf of exhibit hall space divisible into four halls, and offers 154,000 sf of breakout space, including 50 meeting rooms and two ballrooms. It is also steps from Uptown’s arts and culture attractions, sports venues and nightlife hubs.

Charlotte is the largest city in North Carolina and the 15th-largest in the U.S., with more than 2.7 million residents in the region. The “Queen City” has seen 18 new hotels open recently, tremendously increasing its room inventory. Included among them are JW Marriott Charlotte, located in Uptown; the UNC Charlotte Marriott Hotel & Conference Center; AC Hotel by Marriott Charlotte Ballantyne; Grand Bohemian Hotel Charlotte, Autograph Collection; and Hyatt Centric Charlotte SouthPark, which have all opened in the last few years.

Butts says that there have been “over a dozen projects under construction in Mecklenburg County, and more than 40 total projects in various planning stages of the development pipeline, including the highly anticipated Moxy Hotel Charlotte and the InterContinental Hotel at Carolina Theatre.”

A few years ago, the CCC completed a $126.9 million expansion, which has increased the total leasable space from 550,000 sf to 600,000 sf, including 14 new meeting rooms, two customizable 10,000-sf spaces and an over-street pedestrian walkway to the 700 room Westin Charlotte hotel and the Brooklyn Village LYNX light rail station.

The Bojangles Entertainment Complex is an historic auditorium/coliseum complex that opened in 1955 as Charlotte’s first major civic auditorium, and dedicated sports and concert venue. About three years ago, a 35,000 sf connector opened officially, unifying the complex’s two venues, Ovens Auditorium and Bojangles Coliseum. Centrally located in the connector space is the new 4,400 sf East CLT Room, a private space that can host seminars and meetings for 420 guests and an elegant dinner for 260 guests.

“Planners and attendees alike love experiencing Charlotte’s extensive, dynamic sports and recreation scene,” Butts says. “Charlotte is also home to the Whitewater Center, which is the only attraction of its kind in the world.” Located only 20 minutes from the Convention District, the U.S. National Whitewater Center offers more than 30 different recreational activities. Utilizing the facility’s 1,300-acre footprint, groups have access to multiple indoor and outdoor venues and meeting spaces, full-service catering, activities and programming to create unique opportunities for teamwork.

Seattle, WA

Located in the heart of downtown Seattle, the Seattle Convention Center Summit Building (SCCS) adds 248,450 sf of exhibit space, 62 meeting rooms, and a 58,000 sf ballroom to the center’s offerings. The addition doubles the building’s current capacity, and introduces a new 30 story residential tower and 16 story office building, along with a number of public spaces.

Each component of the building embraces natural light, and major spaces are connected vertically by two large atriums. The glass-enclosed stairs along Pine Street positions the interior circulation patterns at the edge of the building, creating dramatic west-facing views to the Pike Place Market and Puget Sound, while open-air terraces on all levels are designed to accommodate a variety of events.

Besides offering a wealth of culture, arts and entertainment, Seattle offers more than 70 hotels within walking distance of the SCCS buildings. In addition, the city is celebrating a new international arrivals facility at Seattle-Tacoma International Airport, which brings in a new multilevel, 450,000 sf facility complete with an aerial walkway above the existing tarmac for arriving international passengers.

Nashville, TN

Whether you’re looking for an urban setting or a resort setting, you’ll find it in Nashville, where there are two large convention centers. The Music City Center (MCC) is centrally located downtown just steps away from hotels, restaurants, museums and live music venues. The second convention center, Gaylord Opryland Resort and Convention Center, is located just minutes outside of the city. It offers guests a wide selection of restaurants and bars, and is situated just steps away from The Grand Ole Opry House.

Nashville’s rich musical heritage provides the ultimate experience of entertainment offerings of all genres of music. Not just country music, but rhythm & blues, jazz, rock, gospel, Americana and pop — where music is inspired, written, recorded and performed. Nashville is also home to more than 180 live music venues, which include the historic Ryman Auditorium, once home to the Grand Ole Opry, and the famous Bluebird Cafe, where Nashville songwriters play their music through intimate writers’ rounds.

There has been an evolution in both quality and quantity of hotel rooms in recent years in Nashville — from boutique to five-star properties, such as the recently opened Four Seasons Hotel Nashville, as well as the Conrad Nashville and 1 Hotel Nashville. Other new properties include The Joseph, a Luxury Collection Hotel, Nashville; Grand Hyatt Nashville; W Nashville and Virgin Hotels Nashville. Southall Farm & Inn and the Ritz-Carlton, Nashville are scheduled to open in 2025.

In addition to the elevated properties, the ‘Music City’ has an outstanding array of unique venues and attractions for off-site functions. One distinctive location that has elevated the downtown experience is Fifth + Broadway. This mixed-use development opened in early 2021 and houses the National Museum of African American Music and the Assembly Food Hall, which is a great location for private parties and entertainment. Nashville’s culinary scene also is hotter than ever with hundreds of new establishments opening across the city in recent years.

Joanna Zygmont, who coordinates events at Technolutions, recently orchestrated the company’s Slate Summit, an in-person conference with a special keynote, networking and entertainment, and topical sessions presented by users within the community. This year, Technolutions hosted more than 3,200 attendees in Nashville.

“Nashville obviously is a city with lots of entertainment options, restaurants and things to do,” Zygmont says. “It’s also nice that it’s centrally located within the U.S. since our attendees come from all over the country. If possible, meeting planners should try to incorporate some live music into their event. It will give attendees a reason to stay and not duck out to a honky-tonk on Broadway to catch a show.”

Raleigh, NC

There are many reasons to host a meeting in Raleigh. It is centrally located on the East Coast, almost 100 million Americans are within a half-day drive of Raleigh and they are fortunate to be home to one of the best airports in the U.S. The city provides a robust network of intellectual capital in a diverse group of industries. The key industry clusters and connections to the area universities create an opportunity for speakers and unique off-site breakout experiences. Attendees of meetings and events are able to fully engage in the culture of the city while there for a meeting by visiting James Beard Award-winning restaurants, live music venues, shopping, relaxation and more. There is something for everyone.

Raleigh is currently working on a development project for a more than 500 room upscale convention hotel. In recent years, a number of new luxury and boutique hotels have opened or undergone renovations.

Attendees of meetings and events can become immersive in Raleigh, by taking advantage of the diversity of things to do while they are there. There are many unique and signature experiences that leave memorable impressions. However, the most memorable aspect of Raleigh would be the people who call Raleigh and the greater area home, who are very welcoming and inviting and appreciative of the positive impact that meetings and events bring to the city.

Jennifer Suber, event coordinator for All Things Open, recently planned a technology conference in Raleigh, which brought in thousands of attendees from all over the world. “The proximity of the Raleigh Convention Center to downtown restaurants and attractions was the biggest draw,” Suber says.

Austin, TX

Austin is still considered a relatively new city for conventions, but has a long tradition of attracting leisure visitors. The city’s central location in the U.S. is ideal for easy air access and the walkable entertainment districts offer visitors a convenient opportunity to explore the city.

There are so many memorable experiences attendees can have in Austin. No visit to the Live Music Capital of the World is complete without enjoying live music at any of the endless number of live music venues around the city. Austin also features beautiful outdoor experiences, amazing dining options, exciting sports events and much more.

Some of Austin’s newest unique venues perfect for a group off-site event include Moody Center, Moody Amphitheatre at Waterloo Park and Q2 Stadium. Brad Spies, managing director at CoinDesk, held a more than 20,000-attendee crypto, blockchain and Web3 Festival in Austin called Consensus that utilized about 250,000 sf of exhibition space at the Austin Convention Center (ACC), and included six satellite venues with special programming, off-site dinners each night at iconic Austin restaurants, two music shows each night and much more.

“Austin is such an approachable, fun city with a huge base of tech and culture communities, terrific venues and restaurants, and a phenomenal infrastructure for large scale events,” Spies says. “Austin offers an unbelievable platform to create bespoke events, so be sure to take advantage of the different venues, restaurants and local businesses that can all add up to a totally unique experience.”

Baltimore, MD

What makes Baltimore a truly unique place is its authentic culture and resilient community. Baltimore’s walkability and affordability are also reasons why the city is great for meetings. Convention attendees will be able to experience all the culture that the city has to offer by taking in a show at one of their performance venues like Baltimore Center Stage or the Hippodrome Theatre; checking out a game at Oriole Park at Camden Yards or M&T Bank Stadium; taking a walk through one of the city’s incredible museums or winding down at a local watering hole to enjoy Baltimore’s live music scene.

The Baltimore Convention Center (BCC) is just steps away from the picturesque Inner Harbor, which is home to restaurants, shopping, the National Aquarium and other cultural institutions. Baltimore is a city known for its neighborhoods, each with a distinct personality — from the cobblestone-lined waterfront of Fell’s Point to kitschy Hampden; from historic Federal Hill to trendy Harbor East; from the cultural hub of Mount Vernon to Canton and Pigtown. There are also the Station North, Bromo Tower and Highlandtown arts and entertainment districts. Steeped in rich history and culture, Baltimore is no stranger to reinventing itself, keeping a keen eye on the future while honoring its legacy.

All across Baltimore, former industrial zones and historic buildings are coming back to life, thanks to a wave of new development and innovative re-use sweeping the city. Spanning the housing, entertainment, business and transportation sectors, these exciting new projects will bring endless one-of-a-kind experiences to Baltimore. As an added bonus, many of these remodels are just a short drive away from the BCC, so meeting attendees don’t have to travel far to experience all that’s new.

Other notable projects include Port Covington, a 25-year project that will include up to 18 million sf of new mixed-use development, 2.5 miles of restored waterfront and 40 acres of parks and green space. In addition, the Warner Street District master plan will transform a previously underutilized industrial zone into an energetic and walkable corridor bridging the Horseshoe Casino and M&T Bank Stadium. The planned district will include a new Paramount music venue, Topgolf facility, Yards Social Bar and more than 34,000 sf of retail space.

America’s oldest public market, Lexington Market, has undergone a massive makeover. The newly opened and fully modernized communal gathering space upholds the institution’s more than 200 year spirit of entrepreneurship and vibrancy, while celebrating Baltimore’s diverse array of local and minority-owned businesses.  C&IT

El Conquistador Tucson, a Hilton Resort. Courtesy Photo

The hospitality industry has lived through its worst-case scenario with the pandemic and now seems to be doing better than ever. This is, in part, due to hotels implementing changes that continue to entice meeting planners today: cleanliness protocols, efficient check-in protocols and sustainability solutions, among others. Here’s a look at how hotel brands have made things better for their meeting attendees and enticed them to come back for more.

Hilton

For Hilton, the pandemic reinforced the fact that there is no true replacement for in-person meetings and events. While there was a rise in digital meetings in the past few years, people have been eager to return to in-person business travel. Hilton has implemented some programs to increase convenience for meeting planners and also to respond to planners need for sustainability.

To reduce friction for meeting planners, Hilton has started a digital check-in process, contactless arrival and implemented a digital key, which is within the Hilton Honors app. Attendees can use the app on their smartphones to bypass the hotel check-in counter, unlock their rooms and gain access to other areas of the hotel. Since its 2015 launch, Hilton’s Digital Key technology has expanded and is now available in a large percentage of Hilton’s more than 7,000 hotels.

In addition, Hilton partnered with  Group360 to launch  GroupSync Engage, the hospitality industry’s first integrated  direct booking solution for group  room blocks across  the majority  of  the  Hilton portfolio, providing  event  planners  with  the ability to view  real-time availability  and book  guest room blocks for small groups at  the majority  of  their properties around the world.

To make things even more convenient for meeting planners, the brand has also unveiled new enhancements which allow for the booking of guest rooms for small groups and meeting customers directly on Hilton.com.

Business travelers, now more than ever, want sustainable and wellness options when booking meetings and events. Hilton relaunched their Meet with Purpose program to more closely align with their Travel with Purpose goals. The program continues to evolve to allow planners to integrate healthy, sustainable and locally sourced menus, social impact opportunities and other sustainable elements to help offset carbon footprints and maintain personal wellness.

The program also provides customers the tools to measure and manage the environmental footprint of their meetings using actionable data from Hilton’s LightStay platform, which tracks and reports on a group’s hotel-related emissions, and allows attendees to volunteer in the community as part of their stay. Many of their hotels also participate in their Carbon-Neutral Meetings Offer, in which Hilton will offset the carbon footprint of the meeting on their behalf.

Hyatt

Hyatt has recovered in the meeting-business sector at a pace that’s close to pre-pandemic levels. Although leisure still leads the way, they are seeing an increased demand from meetings.

One of the biggest changes they are seeing is more short-term bookings. Last year, for example, most corporate reservations for retreats were made within 6-12 months of arrival, a much shorter window than pre-pandemic norms. The post-pandemic meetings business is more flexible, varied in size and hybrid.

Hyatt launched Together by Hyatt, a suite of event offerings for planners as they navigate changes to how people meet and work together.

Together by Hyatt provides organizers with a range of resources, capabilities and hybrid solutions to streamline event planning and execution, with attendee safety and wellbeing as top priorities. Together by Hyatt provides Global Biorisk Advisory Council (GBAC) STAR Facility Accreditation for cleanliness protocols. It’s a bespoke hosting technology platform to unify on-site and virtual experiences, and many other planning and wellness activations.

Hyatt recently unveiled Work From Hyatt: Offsite, so planners have a flexible program that provides groups with experiences to discover the destination they are in and foster team building. This corporate retreat concept allows teams to reconnect, reinvigorate and relax together through curated, signature team-building experiences — from craft cocktail classes to city scavenger hunts.

Marriott

At Marriott, which leans heavily with big convention hotels, the company has been pleasantly surprised at the return of meetings and events. Officials expected leisure would be the first to return post-pandemic, but it has been groups and meetings. They are seeing a positive trend of meetings booking for short term and into the future. They are finding that people want to get back together to see each other after an extended time away, to network and to build camaraderie.

So, while virtual worked when needed, for most of those using Marriott’s offerings for conventions and meeting space, it is not the solution for the future, though customers are going to keep a hybrid approach for most of their meetings.

During the time when things were slow, Marriott made some changes. Early on, everything was related to its Connect with Confidence program, which was about helping customers meet safely, and that included cleanliness and safety protocols. Much of that remains today.

They are also really dialing up their digital tools and making sure everyone has the mobile app to use it for mobile check-in, mobile key and mobile chat, to make the on-property experience a positive one.

Planners are asking for more flexibility in this post-pandemic world. Flexibility is important, they find, because there will always be those last-minute cancelations or, conversely, more people will show up than expected.

Planners also consistently talk about creating experiences. If they are going to spend the money to bring people together, they need it to be a great experience. For Marriott, this could include hosting an internal sales meeting, a board meeting, incentive and recognition programs, or a convention.

MGM Resorts

If there’s one impact the pandemic has had on the meetings and events industry, it’s that it brought tremendous value to meeting face to face. MGM Resorts seems to have thrived during the pandemic and continues to grow today. They started hosting meetings as soon as they could in Las Vegas last year, and have been very busy there. They continue to be encouraged by the return of meetings and conventions. Their numbers show that the demand is high for business travel. Their lead volume and pace is up and they are working to stay ahead of any risk.

The hotel brand took measures to focus on health and safety, but also spent time looking at processes. MGM invested millions of dollars into digital and technology to make things better for meeting planners and attendees when they returned. This included the mobile app at check-in and using QR codes.

In addition, they continue to change things up to keep the excitement high for planners. They see many of the same groups yearly, so doing things a little different, and figuring out how to reinvent themselves, is important so planners don’t feel they are going to the same event every year.

They created the Luxury Meeting District concept, which refers to their luxury campuses (including Bellagio, ARIA, Vdara, Park MGM, NoMad, T-Mobile Arena, The Park, and Dolby Live at Park MGM). Large groups can take advantage of the amenities and meeting spaces in those properties.

Caesars Entertainment

Caesars Entertainment found out quickly how important it was for those in the meeting industry to see faces in person. Post-pandemic, interest spiked upward fast.

Since the preponderance of business happens in Las Vegas, Caesars is in good shape. They are doing more meetings and events today than they did pre-pandemic. One of the reasons for Caesars success is that they worked hard during the pandemic to make sure they were interacting consistently, keeping planners up-to-date and offering them availability for future meetings.

The hotel brand booked more than $600 million worth of contracts in the first 12 months of the pandemic — an all-time record.

Caesars is still benefitting from those contracts today. They have many loyal meeting planners so their team members are happily back at work doing the thing they love.

During the time when planners weren’t coming in and gathering face to face, Caesars Entertainment made some changes to entice planners. From a policies and procedure standpoint, everything changed with safety in mind.

Caesars is always working to put together attractive offers so that meeting planners will continue to select properties in all their locations.

Caesars will continue providing customers with what they want, working hard to be on the forefront of planners’ environmental, social and flexibility needs.

Accor

At Accor properties, during the height of the pandemic, there was a significant number of hotels completely closed, and all meetings business was put on hold. Their post-recovery, however, has been steady, continuous and almost universal across different countries, according to a representative. In fact, they are approaching pre-pandemic levels, and in some cases surpassing them.

They are seeing that planners’ expectations have changed significantly since the pandemic, and many are looking for trips that are longer and with more to do. They have also seen more of a desire to think local and to think about sustainability. With that in mind, the hotel brand introduced the ALLSAFE label, which represents Accor’s new elevated cleanliness protocols and standards, and provides assurance that these standards have been met in all hotels.

They launched a carbon capture calculator. It enables planners to calculate their carbon usage relative to an event, and they can offset that if they want.

Omni

Omni Hotels & Resorts and Groups360 announced last year that Omni was the first ever hotelier to offer instant booking for both group rooms and meeting space on GroupSync. GroupSync is Groups360’s proprietary online booking marketplace, with instant booking capabilities that enable anyone organizing a meeting or event to book both group guest rooms and event spaces online. This is available at the Omni Frisco Hotel, and soon across Omni’s more than 50 properties in the U.S., Canada and Mexico.

They also have a Select Planner program, which offers free nights faster with one Award Credit per $1,000 contracted for a qualified event, and an accelerated path to Platinum and Black Level status with one Tier Credit per $10,000 contracted. You can earn for booking events and for stays – all in one Select Guest member account. The best part is Omni awards your rewards at the time of booking so you can enjoy them sooner.

The brand continues to be focused on giving back. Through its Say Goodnight to Hunger program, Omni has donated over 20 million meals to help Feeding America provide nutritious meals for food banks to feed children, families and seniors across the U.S. Additionally, as the Official Hotel of the PGA TOUR, Omni Hotels & Resorts will help provide four meals for a family in need for every birdie-or-better made during each event. This past year, they donated nearly 215,000 meals to the local Feeding America food bank in each tournament’s home city.

Peter Strebel, chairman of Omni Hotels & Resorts, was named the recipient of the 2022 Historic Hotels of America Legacy of Innovation and Inspiration Award. The award recognized Strebel’s accomplishments in pioneering innovative concepts and programs, achieving uncommon success and being a thought-leader on exceptional service. He has helped with the preservation, restoration and celebration of 15 iconic historic hotels and resorts.

Strebel has also spearheaded the development of programs such as An Exceptional Guest Experience Served Up with Local Flavor, the Omni Hotels & Resorts Junior Chefs program, and new concepts in its family friendly hotels, championship golf resorts and spa resorts.

Hotel brands continue to implement new protocols and programs to draw meeting planners through their doors as the industry is ever-changing. Due to the determination of brands like these, the industry seems to be moving toward a brighter future. C&IT

Amri B. Johnson is the author of “Reconstructing Inclusion: Making DEI Accessible, Actionable, and Sustainable.” For more than 20 years, he has been instrumental in helping organizations and their people create extraordinary business outcomes. As CEO/founder of Inclusion Wins, Johnson and a virtual collective of partners converge organizational purpose to create global impact with a lens of inclusion. For more information, please visit inclusionwins.com.

Belonging has an incredible impact on the workplace experience. Studies show it boosts job performance, dramatically improves retention, and makes employees feel great about their work experience and company. It helps people thrive. And inclusion is a vital part of the “belonging” equation — as long as you approach it the right way.

Inclusion efforts can drive that vital sense of belonging, but only if you approach them in a way that unites rather than divides. Many well-meaning companies focus their efforts on single identity-focused DEI strategies, but this can backfire by making people, in what has historically been the “in-crowd,” feel disconnected from the true purpose of the DEI paradigm.

The only kind of inclusion system that truly perpetuates belonging is one that centers on humanity, creating conditions for all people to thrive across their differences and similarities. Moving toward this goal is a worthy resolution for 2023.

While a humanity-centric approach to inclusion won’t happen overnight (it’s an ever-evolving process), you can make big progress in the upcoming year by doing these five things:

Appreciatively listen to all voices.

Aim to truly hear and understand your employees. Do they all feel safe to speak freely? And if they feel empowered to share their viewpoints and experiences, are they being heard by all team members and leaders? Reflect on whose ideas you promote most often — and whose contributions you are likelier to ignore. If you catch yourself playing favorites, make a goal of focusing only on performance instead of on the person doing the work.

To ensure that you are hearing from all voices, I recommend identifying the people you rarely speak to, work with or mentor. Reach out to those people specifically. Make an effort to engage with them frequently in one-on-one meetings, email conversations or hallway chats. Talk about the work, but also get to know them on a personal level.

Examine your talent pipeline.

Are you hiring and retaining talent from all backgrounds? Be sure to cast a wide net. If you notice that many of your employees attended the same university category (e.g., state schools, alma mater of influential leadership, Ivy League schools), it’s time to branch out. And, make sure you attract talent from a broad spectrum of identities and lived experiences. And, don’t stop there. Once you attract a diverse group of committed people, create paths for growth, development, and thriving to keep them. If you are unsure of how to do so, ask them.

Pivot away from single-identity focused belongingness.

It’s very important to support and welcome those groups who have been historically excluded — people of color, LGBT, the disabled, older employees, women and others. But, true inclusion must encompass all employees if it is to work for anyone. This includes those who hold longstanding power and privilege.

We can advocate for the various individual identities that make up the workforce all day long, but true inclusion happens only when we approach it from a shared humanity standpoint. Humans need inclusion, no matter their identities. DEI is for everyone.

If you’re running your organization as a “meritocracy,” stop now.

Those are not as fair as they might seem at first glance. In fact, they can be harmful to an organization’s most vulnerable employees. Why? Because the “best” people who rise to the top have often had greater opportunities than those who have historically been underexposed to things that some might take for granted. Top performers are not the only people who deserve to thrive at work. And, those we identify as “top performers” often benefit from being part of in-groups. They have had greater access to information, emerging insights or power.

Meritocracy’s myth resides in the erroneous notion that someone who has historically been advantaged is inherently more advanced than someone with less advantage. Allow everyone to develop and grow.

Design an inclusion system that accounts for the complexity of today’s world.

It is possible for everyone to win and thrive across their differences. Yet, we must understand that the world is far more ambiguous and complex than ever before — and we must design inclusion systems that allow us to make sense of and navigate this ambiguity and complexity.

I work with clients to create the conditions critical to inclusion becoming normative — accessible, actionable, sustainable and positively contributing to the larger mission. The idea is to help organizations to solve existing problems, while continually adapting to whatever new challenges or goals arise over time in the organization.

Now is the perfect time to focus on what we all have in common and foster a strong sense of belonging. Organizations can take a big step forward in 2023 by creating conditions where everyone can fearlessly be who they are and share their unique perspectives. We can all be who we are, together, and thrive.  C&IT

Merilee Kern, MBA is a brand strategist and analyst who reports on industry change makers, movers, shakers and innovators: field experts and thought leaders, brands, products, services, destinations and events. Merilee is also founder, executive editor and producer of “The Luxe List,” as well as host of both the “Savvy Ventures” business TV show that airs nationally on FOX Business TV and Bloomberg TV, and the “Savvy Living” lifestyle TV show airing in top U.S. markets. Connect with her at TheLuxeList.com, SavvyLiving.tv, at LuxeListReports on Facebook, Twitter and Instagram, and on LinkedIn at MerileeKern.

Employee burnout is one of the greatest challenges facing the U.S. economy to the tune of $300 billion each year, according to the American Institute of Stress. Its studies show that a majority (83%) of U.S. workers suffer from work-related stress, with over half (60%) of worker absences directly related to that stress. Not only is this a significant drain on resources, it’s also a major contributor to both mental and physical health problems of valuable employees. While any number of interventions can address and resolve the employee burnout epidemic, one solution is within earshot…literally: active listening.

Today’s modern management must take a top-down approach to support staffers, and not just hear what is being said but rather actively listen to it. For one, a Harvard Business Review study found that active listening is a key factor in improving leadership effectiveness, which, in turn, improves employee productivity, engagement and retention. Conversely, failing to do so presents a missed opportunity to address, and resolve, root causes of workforce stress and burnout. With employee burnout so widespread, aptly addressing the issue can seem daunting for managers. However, the overwhelm of the issue can apparently be mitigated with a clarified understanding of common challenges that cause, and exacerbate, employee burnout.

Here are five red flags that can readily be identified and resolved through active listening, according to Adi Segal, CEO of Hapi.com, an app that supports active listening.

Social Isolation: When employees feel isolated, their emotional state is compromised and they are more likely to experience anxiety, stress and burnout–factors that can erode a company’s growth. The work-from-home culture has only exacerbated the issue. In fact, Airbnb’s CEO warned that “the most dangerous part of remote work isn’t lost productivity; it’s loneliness.” Active listening can help leaders identify employees who are struggling with this issue and take concerted steps to help them feel more connected to a manager and the team. Knowing that you “belong,” feeling that you are an important “part of something” and understanding that your contributions are valued can produce a powerful and positive mindset.

Relationship Issues: Whether with respect to friends, colleagues, family or a significant other, relationship problems can cause significant pain, trauma and strain that promotes burnout. By actively listening to employees, leaders can identify these kinds of issues and take proactive measures to address them before they become major problems — for the worker, department and the company overall.

Mentorship Deficits: Mentoring is an essential part of career development, but it can be challenging to navigate for both mentors and mentees. Many companies today are stretched thin and workdays are overwhelmed with tasks and to-do’s that make “free time” elusive, if not seemingly impossible. Even so, it’s imperative for leaders to engage in active listening moments to help identify these guidance gaps and provide the necessary support, direction, assessment and praise to keep staffers on the right track.

Socioeconomic & Financial Strife: Often, an employee pool represents a variety of socioeconomic factors and income levels. No matter one’s real or self-perceived stature or actual salary, everyone is at risk of struggling culturally and economically. Active listening can be a profound form of activism. One report underscored the extent to which active listening can offer much-needed support to help people deal with distressing emotions in relation to these particular issues.

Subpar Problem-Solving: It would be an understatement to say that problem-solving is a critical capability to uphold in the workplace. In fact, problem-solving skills were cited as the most important soft skill of 2022 with fully 86% of employers reportedly seeking this attribute on student resumes, according to the National Association of Colleges and Employers Job Outlook 2022 survey. Given this vital skill is hampered by communication breakdowns, active listening can help leaders identify these shortfalls, and bridge those gaps by providing the necessary understanding, explanation and guidance to ensure everyone is on the same page.

Segal says, “Even the most significant issues individuals, families and organizations face can be resolved with active listening, which needs to be more deeply embedded into our society— especially as most facets of our professional and personal lives move at lightning speed. Relative to corporate culture, better listening training is a quick and tactical way to demonstratively and quantifiably improve company culture, increase staff retention and boost the bottom line.”

Immediately Accessible Solutions

Addressing employee burnout and related productivity pitfalls need not be rocket science, according to Segal, there are numerous tactical strategies to start addressing the issue right now. These include the following:

Practice Makes Perfect: As with any skill, listening ability is correlated with frequency of use. Like working a muscle, it will get stronger over time. Similarly, leaders should regularly schedule and conduct sessions with their employees to actually practice “the art of listening,” rather than just “hearing what someone said.” People must embrace the notion that listening is not just a concept, but rather something that requires intention and action.

Train Your Team: There are numerous emotional-intelligence and active-listening courses leaders can provide individuals or their team. Just as the state mandates harassment training, business executives should make listening certification an important part of their own, and their team’s, professional development. Go a step further and make it a requirement for the job. When needed, expert trainers can run active listening exercises, either in-person or virtually. Such professional resources can help expedite the learning needed to put this skill into meaningful practice and start postively impacting people and the business bottom line.

Recommend Resources: Analysis by the National Safety Council and National Opinion Research Center at University of Chicago reveals organizations that support mental health see a return of $4 for every dollar invested. They have built a Mental Health Cost Calculator that can demonstrate and quantify the financial impact on your own company. Also notable is research making it clear that talking to strangers can supercharge happiness. With the advent of Certified Listening as a Service, managers can promote mental health apps and resources that increase access to care and human connectivity with 24/7/365 availability, lower the bar to entry and simply provide a safe space for team members to vent, relieve stress, get advice, bounce ideas or just have company when feeling lonely. Such anywhere, anytime access, makes mobile health platforms a boon for employee retention, recruitment and organizational transitions.

“Many psychologists even admit that, often, people dealing with work and life issues don’t need therapy, but rather they just need someone to talk to,” Segal says. “Someone who will truly listen and provide the space for support, validation and exploration.”

Organizationally, leaders need to establish and build upon a culture of engagement, collaboration and trust -— the kind that can only be compelled through true active listening, so that employees feel heard, valued and supported in a way that impedes burnout. In turn, businesses will realize an array of benefits, from increased productivity and higher staff retention rates to lower absenteeism and presenteeism, as exemplified by the “quiet quitting” trend.

Employee angst, stress and burnout is a significant business problem. By committing to this learned and nuanced skill, active listening allows leaders to address the root causes of these issues and ultimately facilitate a potent culture of caring. Executives will quickly see the ripple effects as these improvements drive employee satisfaction and revenue growth. C&IT

Hailed as the world’s leading business strategist, award-winning expert witness, strategic consultant and professional speaker, Scott Steinberg is among today’s best-known trends experts and futurists, and the bestselling author of “Think Like a Futurist;” “Make Change Work for You: 10 Ways to Future-Proof Yourself, Fearlessly Innovate, and Succeed Despite Uncertainty;” and “Fast >> Forward: How to Turbo-Charge Business, Sales, and Career Growth.” The president and CEO of BIZDEV: The International Association for Business Development and Strategic Partnerships, his website is FuturistsSpeakers.com.

Between continuing economic volatility, rising geopolitical uncertainty, and a seemingly endless parade of unexpected events, meeting and event planners increasingly face a world of growing disruption. Thankfully for MICE industry pros, and the many vendors and suppliers which support them, learning to successfully navigate today’s topsy-turvy business environment doesn’t have to be as difficult as it seems when you apply a few helpful shifts in strategy and thinking.

Moreover, as a keynote speaker and workshop presenter who’s helped hundreds of organizations and meeting planners adapt to change and emerging trends, I’m pleased to report that you don’t need psychic powers or superhuman intuition to see ahead of the curve either. In fact, as much as we all love talking about the Elon Musks and Steve Jobs’ of the world, as it turns out, succeeding in a business environment that’s as fast-changing and unpredictable as today’s marketplace isn’t about having to be a single-minded or visionary leader anymore. Rather, it’s about becoming more of an anticipatory leader – and simply learning to apply a little bit more forethought and advance planning to every effort.

If you’re feeling like your head is constantly spinning as an event industry pro, and you’re looking to improve your skill at practicing the art of futurism (actively contemplating future events), fear not, however. You can begin to better plan for tomorrow, and become more of an anticipatory leader, just by asking yourself three simple questions:

• Financial gains aside, how can you always ensure you’re finding ways to win with every opportunity and gain new capabilities that can be applied to other business ventures? For instance: Despite initial up-front investment costs, perhaps it makes good sense to launch a series of new educational salons to introduce yourself to industry leaders in new verticals your company would like to target.
• Just how adaptable are the biz strategies and solutions that you’re considering pursuing – and if they fall short, just how readily can you repurpose tools, technologies, and insights gained from these ventures in new and novel ways, or use them to pivot to new opportunities? For example: If you put on an online event, and sales are lower then anticipated, perhaps you could leverage the technology platforms, content formats or speaker relationships you developed, to underpin a program on another more marketable topic.
• Where and to what extent could your efforts in any given business area quickly translate to other industries? Case in point: Maybe all of those events you’ve been planning for C-suite leaders in the medical space could also appeal, with some slight tweaks and adjustments, to executives in the chemical engineering or consumer products world as well.

In effect, before making business investments of any kind — including time, effort or energy — the key is to look beyond financial opportunities alone and consider: How well do these initiatives support us in the pursuit of our overall goals and strategies? And if sudden, unexpected developments call even the best-laid plans into question, how quickly can we use them as a springboard to other ventures?

Other helpful questions that you may want to ask yourself as a MICE industry pro, as you work to adapt to change and emerging events are as follows:

• Can you or your associates learn from a given opportunity, and/or leverage your existing capabilities in novel ways, by pursuing it? Will doing so help grow your organization’s capabilities or introduce you to new contacts, markets or audiences? What additional upsides, such as new training, skills or contact introductions, might you gain as the result of pursuing this option?
• At what expense will any given opportunity come? Will you lose the chance to pursue alternate opportunities (e.g. putting on other industry events), limit your capacity to take on new work or explore other developments? If you choose to pursue a given opportunity, will you achieve one-time, recurring or permanent benefit by participating?
• Are competitors pursuing similar opportunities to good effect? How so? Is there a way to do so in a similar — or, better yet, quicker, more impactful or cost-effective fashion? Who can assist you in your efforts to innovate here, and are there preexisting resources, capabilities or solutions that you can repurpose to speed up your efforts?
• With regard to any given business dealings, are the deal’s terms acceptable? Where do potential pain-points lie? What leverage does each party involved in the transaction hold? What terms need to be negotiated, and what are you willing to compromise or concede? Which terms are deal breakers?
• When competing against others for a specific opportunity, how does your relative pricing and value stack up? What unique sales-points and value-propositions set you apart?
• Can work created as part of any given project be repurposed for other projects? In what other ways? How do these options align with your overall objectives, and how much more effectively can they help you accomplish them?

As you can see, for meeting and event planners in every field, learning to make smarter strategic decisions in business is largely a function of your willingness to exercise a little more forethought. Likewise, picking the right strategic option for your firm is simply a function of being a bit more proactive and pointed in the questions that you choose to ask. As any experienced event planner can tell you, building a winning game plan in a fast-changing MICE industry  starts with defining big goals, then working backwards to break them down into specific tactics and action steps. Achieving this goal becomes much easier when you take a few minutes to pause up-front and ask yourself some critically-important questions, and leave yourself a little more room to maneuver. C&IT