Val Delaney, executive vice president of ADMEI, right, suggests planners approach the DMC proposal process with transparency to build trust. Courtesy of Val Delaney

The word “ethics” may not be heard all that often in everyday conversation. But ethical questions come up all the time. Is there anyone involved in planning meetings who hasn’t experienced problems with an event due to a less-than honest approach taken by someone else? Or who has not had to pause in their own work and ask, “What’s the right thing to do?”

Certainly, there is no one-size-fits-all when it comes to business ethics in general, or to meeting planning, specifically. In its simplest terms, taking an ethical approach might mean always treating others fairly and honestly. But several other factors should also be taken into consideration.

Kathy Reak, CFMP, who routinely works with planners as vice president of sales for Visit Colorado Springs, says basic consideration is an important factor. “I appreciate when planners are considerate of our organization and our properties,” she says. “When a site extends to four or five days and only considers a couple of hotels and/or expects us to accommodate them during a holiday, it feels more like they are vacationing rather than conducting business.” To make things worse, too often planners insist that the CVB and/or hotel pay for everything. “It’s pretty easy to spot who is serious and who is not based on their site expectations,” she says. “As a destination, we work off a smaller budget than most, and have to be very proficient with our dollars.”

Reak recalls an incident where a planner asked the CVB to pay for their airfare up front. “It was an incredible piece of business for our area, and against our better judgment, we sent a check prior to the planner’s arrival,” she says. “They canceled the site visit and now had an airline ticket to go anywhere they wanted … We never heard from this planner again despite many phone calls and emails.”

She also points out that some planners operate on the more positive end of the spectrum. Instead of expecting to have everything provided, they insist on paying for most things themselves so they don’t appear to be taking advantage of the destination or the hotels. “These are the planners for whom we try to go out of our way to make them feel welcome and special,” Reak says.

Marshall Schminke, professor of Business Ethics & Strategy at the University of Central Florida, says that being fully fair and transparent with clients is the right thing to do.

Equal and Equitable Access

An important guideline for planners is to ensure equal and equitable access to the broadest group of people in preparing for meetings and events, says Stephanie M. H. Moore, a lecturer of business law and ethics at Indiana University. She notes that attendees have a variety of needs that must be met. “Bringing together a diverse team of planners can help make sure the team’s lens and viewpoint is as wide as possible,” she says. “Meeting attendees may have a variety of needs, and providing multiple equitable points of access will be essential.”

Moore notes that social and societal issues are also business issues, and that diverse teams are more creative and productive. But the failure to consider the different needs that these teams have will prevent them from reaching their true potential. “Ethical meeting planners consider the needs of the working parents and other caregivers,” she says. “They ensure access for their disabled employees who may or may not have apparent disabilities. Ethical meeting planners make sure they communicate with their client and industry base to ensure as much access as possible — both in person and remotely.” In addition, recorded sessions with captioning, an opportunity to give feedback and open communication are all important.

Several other traits are also desirable. “Meeting planners must be transparent, fair, honest and trustworthy in all of their business dealings with hotels, third parties, DMCs and vendors,” says Diane Lyons, CMP, DMCP, president of ACCENT New Orleans Inc., a DMC Network Company. She says it’s important for planners to be transparent with budget, demographics and vision, as well as how ROI will be measured.

Lyons points to a time when her firm and several other local DMCs were shopped for weeks and pitted against each other with requests for revision after revision of a proposal. In the interim, the meeting planner came to New Orleans and sited the venues with a DMC she had worked with in the past and whom she had already decided to work. “While they did not contract with us, they did end up using the ideas we proposed in their event,” she says. “Our intellectual property was shared without our consent, and valuable time was spent curating — and revising — a proposal that they never intended to go to contract with.”

At the same time, Lyons takes pains to note that she has worked with many meeting planners who have shown exemplary ethics. “They were up front with their process, and they clearly defined the budget as well as the deciding factors for choosing their partner at the meeting,” Lyons says.

Transparency is also a key as seen from Lyons’ perspective, a value she urges planners to keep in mind. “Define the process and be clear on timelines and how decisions will be made,” she says. “If meeting planners share as much information as possible, everyone will win in the long run.”

Kendra Summers Bauman, former director of group sales at El Capitan Canyon in Santa Barbara, California, advises being authentic on a consistent basis. Courtesy of Kendra Bauman

Have Clear Standards

Kendra Summers Bauman, former director of group sales at El Capitan Canyon in Santa Barbara, California, advises being authentic on a consistent basis. “The most important aspect of planning is authenticity and transparency,” she says. “Whether a planner is representing the client while seeking a venue, or a venue or vendor is sending a bid, we’re all professionals and should have clear communication with each other in order to best serve the client.”

Centuries-old wisdom such as doing unto others or walking in someone else’s shoes can no doubt be applied to the ethics of planning. That’s an approach for dealing with DMCs recommended by Val Delaney, executive vice president of the Association of Destination Management Executives International (ADMEI), who, like others, also focuses on transparency. “I hope that planners will approach the DMC proposal process with transparency and trust as it is the beginning of an important partnership,” she says. “Providing goals and parameters in their RFP will ensure they receive information relevant to their program needs while helping the DMC focus its time and talent on the items of importance to their planner partner.

Some routine practices that may not quite fit in a “right-or-wrong” comparison can still have ethical overtones. For example, keeping others appropriately informed makes life less complicated for all concerned. “Timely communication with vendors and clients is always very important to establish trust and confidence,” says Maureen Stella, director of sales & marketing at The Opus Westchester in White Plains, New York. “No matter how busy you might be in a given day, it is important to try to respond within a few hours’ time frame, even if it’s just letting them know you are reviewing their proposal.” Even when someone is being demanding or has unrealistic expectations, she adds, it’s important to be solutions-oriented rather than criticizing or expressing frustration.

J. Kevin Foster, an ethics expert at Business Ethics Advisors LLC, says unethical acts are always found out. Courtesy of J. Kevin Foster

Contract Challenges

In many cases, ethical challenges arise from problems with contracts. “Typically, these situations involve contract oversights discovered after the contract has been executed by both parties,” says Bob Harris, executive vice president of group sales, Visit Myrtle Beach/Myrtle Beach Area Chamber & CVB. “Doing the right thing, ethically, means both parties must be willing to revise the contract to correct errors.”

Marshall Schminke, professor of Business Ethics & Strategy at the University of Central Florida, emphasizes that being fully fair and transparent with clients is not only the right thing to do, it’s clearly better long-term business. “Planners should ask, is there anything involved in executing this event that I would want to know about if I were on the other side of this transaction?”

Stella advises against making promises you can’t keep. “It’s easy to want to promise everything a client is asking for and more, but,” says Stella, “it is important to keep in mind what is realistic to execute. It’s better to under-promise and over-deliver than the opposite.”

She, like Moore, also affirms the value of focusing on diversity. “We always put a focus on diversity and inclusion, and feel that it is important to have a diverse team with different backgrounds,” Stella says. This applies not just to staffing, but also everything from choosing speakers to making sure the selection of vendors includes minority-owned businesses.

An ability to adapt to change with a positive attitude is also desirable. “Corporate planning can become tricky,” Summers Bauman says. “You may find a client has suddenly shifted from one to over a dozen cooks in the kitchen when working on a high-profile event.”

On a fundamental basis, avoiding following the practices of partners that may be questionable is an imperative. “Don’t get sucked into the unethical acts of others, including your clients,” says J. Kevin Foster, an ethics expert at Business Ethics Advisors LLC. “It is easy to let your guard down when others around you are acting unethically.”

Code of Ethics

To place attention on ethical thinking, a practice worth considering by any planner is consulting an official code of ethics that has been adopted by a professional association.

For example, Meeting Professionals International (MPI), has developed a comprehensive code of ethics that can be accessed on its website. The first item listed, perhaps not surprisingly, is client service. That’s followed by descriptive language on conflict of interest, group autonomy, processes, methodology and tools, and safety, equity and trust. Also listed are stewardship of process, confidentiality and professional development.

In the same spirit, members of Professional Convention Management Association (PCMA) are asked to meet high levels of professional and ethical behavior. This expectation is articulated in 10 specific areas, including acting with integrity, respect, honesty and credibility, respecting the policies and regulations of partner organizations, and refusing inappropriate gifts or incentives.

Members are also expected to value diversity and strive to reflect it by providing and fostering an inclusive atmosphere. A look at codes of ethics put forth by other groups reveals a similar conceptual framework. While individual components may vary, the overall thrust tends to be similar.

Whether adopted from a professional group or adapted internally, a formal code of ethics can offer value on several levels. Rather than simply posting on a wall or website, such a document is worth reviewing on a regular basis.

At a minimum, it can serve as a reminder of basic precepts. Sharing a formal code of ethics with team members can do the same for them while also providing an opportunity to emphasize your own commitment to high ethical standards. Even better, making it the topic of discussion at staff meetings can bring healthy interactions, especially if the standards are applied to real life examples of situations you or other team members have experienced.

And when aspiring to the most fundamental ethical behavior, one tried-and-true approach is always advisable: “Consider the consequences of an unethical act before committing it,” Foster says. “Reputations are lost very quickly, and bad deeds are almost always found out.”

With decisions large and small, ethical considerations should always be a priority.

“As we’ve all been taught from the earliest of ages, it is always best to do the right thing — even if it’s not the easiest or the most efficient path,” Harris says. “Prioritizing ethics creates an environment of trust that will lead to a lifetime of partnership.” C&IT

Looking to keep your attendees around through the last day? Save the best activities for last. Photo by Alan Alabastro

As a corporate meeting planner, you’ve done your homework. Together, with your client, you have coordinated all the elements for what is sure to be an outstanding conference. All goes well until the last day, when you observe attendees’ attention flagging. You can see it in their faces, their overall body language. They stop taking notes. They no longer ask questions. A glazed look crosses their faces. Some continually check their watches or phones or even start checking in for their flights home. What’s a meeting planner to do?

First, know that you are not alone. Survey respondents often cite “lack of engagement” as one of the top three challenges of in-person, hybrid or virtual conferences and events. And especially among virtual attendees, “Zoom fatigue” has become an all-too-familiar refrain. In fact, says John Chen, CEO of Engaging Virtual Meetings, “We have statistical data that shows that multi-day physical and virtual conferences do have a drop in visits and attendees by the last day.”

Even with an anticipated drop in meeting attendee costs due to pandemic budget constraints, “33.7% of marketers say that the average cost per virtual event attendee is between $500 to $1,000,” according to Markletic — not exactly inexpensive by any measure when seeking as high an ROI as possible on overall conference costs. Obviously, it’s in event organizers’ best interests to maintain momentum and attendee engagement throughout the duration of the entire conference so they’ll come to the next one.

Define Meeting Roles and Expectations

Eileen McDargh, CEO of The Resiliency Group, identifies three key roles in coordinating a successful conference: host, speaker and tech support. The host brings the “synergy and the energy,” says McDargh, also author of “Burnout to Breakthrough: Building Resilience to Refuel, Recharge, and Reclaim What Matters.” “The host keeps the ball rolling, asks attendees questions; provides a summary of takeaways.” In a nutshell, she adds, “If you’re the host, you’re the glue.” By managing the program pacing and attendee interaction while exuding “energy, playfulness and spontaneity,” the host assumes a critical role in the overall success of the conference.

Chen, author of “Engaging Virtual Meetings: Openers, Games, and Activities for Communication, Morale, and Trust,” agrees: “Never lead a meeting alone so the speaker can focus on the attendees. Use a producer.“

As an in-demand conference speaker — speakers being the second element — McDargh says, “I bring my own level of energy. It’s what keeps people engaged.” She also advises that “You can’t ignore the virtual audience” in a hybrid meeting. McDargh refers to her experience at the Music Hall of Fame in which her presentation was livestreamed to attendees around the world. She brought the in-person audience together with virtual attendees by sparking conversation between the two groups: “What do you want to say to people joining us here today from Brussels?” While the scope of McDargh’s presentation typically includes a keynote and/or facilitating follow-up conversations with attendees in one or more breakout sessions, she makes a point to watch speaker presentations that precede and follow hers. As a result, she’s able to tie in key points in each of those presentations with her own program content and to the conference theme as a whole.

The third critical component to ensuring a successful conference, according to McDargh, is the quality of the technology employed, which entails everything from the flexibility of the platform used — in one incident, McDargh was unable to play music while speaking, for example — to equipment set up, audio and internet connectivity. It also pertains to recording options for playback purposes. She cites one recording of her presentation in which the main visual became the slide deck of her presentation while her image ended up the size of a postage stamp in the corner of the screen.

Although “content is king,” as Chen attests, it’s challenging to keep viewers engaged in replays without the added energy of a host and speaker to land the content unless recorded effectively. In some cases, McDargh has been asked to pre-record her presentation, which risks even more lack of attendee engagement without the speaker’s ability to leverage the energy in the virtual or in-person room.

Even though “Technology gives you the ability to be invited into people’s homes,” McDargh says, it’s up to the host, speaker and tech support to ensure the program comes off without a hitch. That’s not always been the case for McDargh, who mentions one particularly high-profile event at a destination hotel that was inundated with problems due to a poor internet connection, among other on-site technology snags that disrupted the program. To minimize the potential for such disruptions, she says, “You have to have multiple dry runs” with key stakeholders in the program’s success.

Jan Dwyer Bang, MBA, CSP, president, Boundless Results, suggests keeping the event’s energy high through the last day to keep attendees engaged. Photo by Jeff Marsh

Keep the Ball Rolling

Through collaboration and coordination among the host, speaker and tech support, the odds of enticing attendees to stay to the end increase exponentially. “What seems to work for me,” says Jan Dwyer Bang, MBA, CSP, president of Boundless Results, “is having the meeting attendees discuss in small groups — or breakout groups if virtual — so they have a chance to share what they learned and how they will apply what they learned in their work lives; then having a few people share when they come back together as a whole group, or if time, having one person from each small group share some takeaways to the large group.”

Also important: Don’t forget to break up the content into small bites at times. “You need to give frequent breaks, but not just leave a blank screen,” McDargh says. “You could show a trivia game or scavenger hunt, like ‘Right now, find one thing from your childhood.’” She adds, “I’ll also say, ‘Looks like you could all use a break.’ Then, I’ll put on music and have everyone get up and move around, dance.”

Dwyer Bang also advocates keeping the energy high: “I think having something upbeat, and positive planned — perhaps a funny video that gets people engaged or an activity that gets meeting attendees on their feet in a large group activity, or an activity in small groups. Even if they are doing the activity where they share with others what they learned — this could be done standing up or with a chart, etc. Having music at the end can help too.”

She cautions, “Sometimes, when I train people who are more quiet and introverted, having people share in small groups may be something they don’t prefer, so sometimes that group can be ‘quiet.’ I have found jumping into the small groups in Zoom breakout groups just to see how conversations are going helps a lot.”

Beyond creating energizing activities while meetings are in session, Chen reminds planners: “It’s not a conference, it’s a community” As he explains, “Events still have event culture, meaning that the natural energy for a conference is before and during the conference; it’s much more challenging after the conference. The best conferences create a community” in which people continue to participate. He cites a number of ways event organizers can do so effectively: “They can create ways to opt-in to join a community, such as a Facebook group or on Slack. They also continue to add value throughout the year between conferences.” For Chen’s conference communities, “A great example is Gamicon’s Game Garage. After Game Garage became a hit at the conference, they continued every Friday featuring a different speaker every week. It helped involve speakers who didn’t get chosen to speak at the conference and gave attendees access to new ideas and networking every week. I host a virtual happy hour every Friday since March 2020 that has a loyal following.”

Dwyer Bang adds that following up with the client is a good practice. “I like to do a client debrief call after the event so that I can hear from the client how things went and also provide some consultation on what things they can do to reinforce the concepts when their meeting attendees are back in the workforce.” With her group attendees, she says that “Sometimes 30-day or 60-day check-ins are helpful, or engaging them after the workshop by providing follow-up resources and tools, and a summary of some of the highlights of the workshop.” She continues, “Since I use assessment tools, I also share to meeting attendees that, if they would like their team to engage in some assessments as a follow-up to what they learned, I am available.” She adds, “These are all very helpful, but I think when a meeting attendee has a positive, emotional experience during the event — and they were able to learn something and make connections with others — that memory can be a motivator too.”

John Chen, CEO of Engaging Virtual Meetings, says offer a grand prize awarded only on the event’s last day. Photo by Alan Alabastro

Incentivize Engagement

A number of years ago, so a popular story goes, someone sat next to Terry Eugene Bollea, aka Hulk Hogan, in first class on a domestic flight. When the person asked for the secret of the entertainer’s success as a wrestler and TV personality, Bollea reportedly leaned in, and whispered, “Ya gotta have a gimmick.” The same can be said for motivating attendees to stick around for the final session of a multi-day conference: You have to give them a reason to keep coming back for more.

For Dwyer Bang, the answer lies in setting the stage on the first day of her three-day leadership training program. “Each person picks a person’s name randomly at the beginning of the training. Their assignment is to observe that person model effective leadership. I emphasize that they are not ‘stalking,’ but rather, they are to observe that person whose name they were given and take what we are learning and see if there is an example of some leadership trait in their behavior, or perhaps it is something they said in class that the attendee was impressed by, or the way they operated in small groups, etc. At the end of the third day, in 30 seconds or less, a participant shares their observation and positive affirmation of that person’s leadership, and presents them with their certificate of completion. Then, the person that just was affirmed will share the person they are affirming. It’s a great way to engage the entire leadership class.”

McDargh does something similar in her presentations by creating a storyline, what she calls “dropping a trail of bread crumbs like in Hansel and Gretel, or a compelling Netflix drama,” that weaves the program content through the conference from the first day to the last. Attendees must attend the last session to hear how the story ends. “And who closes a book without reading through to the end to see what happens?” McDargh asks. She also likes offering giveaways, such as her book, Starbucks cards and other goodies on the last day of the conference.

Chen notes that “people love prizes.” He says, “Having a raffle or prize drawing with ‘Must Be Present To Win’ has helped keep the excitement for those who stay to the end.” He adds, “There’s nothing like texting your friend who missed a grand prize because they left early.”

Chen recommends additional strategies to incentivize attendance on the final day of the conference. “Save your best keynote speakers for the end,” he says. “For instance, at one in-person conference, Oprah Winfrey was the closing keynote speaker, and people waited eight hours in line for the best seats.” While most meeting planners may not have the budget to bring in a celebrity keynote speaker with the cachet of Oprah, what they can do, Chen says, is “Give the people what they want. On the last day of my five-day conference, we input all the fun, team building and experiential activities. Those who stay want to experience the latest in team building, and every session is fun and engaging as there are no lecture programs on this day. Putting hosted buyer sessions on the last day is another way to get key people to stay.”

Ultimately, Chen says, “If you want engagement, ENGAGE. To me, engagement on the last day is the same as engagement on the first day. Engage and interact with every attendee before the end of the session. Make sure your speakers look good and sound good as presenters.” He also suggests orchestrating the event “[like] air-traffic control. Engage by making sure only one person is talking at a time. Get productive with amazing virtual tools, like polls, whiteboards and simultaneous editing documents to engage your audience.” Finally, he says, “End on a high note, coach your speakers to end not on Q&A, but a high note. Research shows that in a product market demo, people are more likely to buy if they have a high note with the product in the last five minutes. Your meeting is exactly the same way.” C&IT

Sports incentives, such as driving an authentic racing car, pictured, and inset, can offer attendees a powerful and unforgettable experience. Photo courtesy of Martin Valenti

Looking for an incentive travel option that will provide attendees an experience they simply can’t get on their own? Sports incentive travel programs, as we continue to emerge from the COVID-19 pandemic, can again be an option. These programs are highly motivating, and involve memorable experiences that can last a lifetime.

For Cindy Y. Lo, CEO at RED VELVET, planning sports-based incentives has proven to be one of the most popular event styles for attendees, planners and venues alike. The RED VELVET team has orchestrated F1 Racing incentive events for various brands as part of the F1 Racing Weekend. “They typically have to qualify to be invited to this weekend set of events. If they qualify, we fly them into Austin, Texas, arrange for their hotel and have a fun packed, three-day weekend, including a local Austin tour,” Lo says. “There is definitely lots of local eating and, of course, watching the F1 races themselves. Depending on the client’s budget, we’ll add on extra amenities that are tied to the racing theme. Some of these add-ons may include custom sunglass shopping, gifting of noise-cancellation headphones, a meet-and-greet with the race car drivers, etc. These are usually once-in-a-lifetime events. Since they are priced so high, not everyone has the financial ability to attend them regularly,” Lo says. “Other sporting events we have done incentives around include the Super Bowl. People are so excited to attend these once-in-a-lifetime events.”

Alisa Walsh, CITP, CIS, CEO of Haute, a creative agency headquartered in Austin, Texas, agrees. Before leading Haute, Walsh was CEO at EventWorks in Los Angeles. According to Walsh, sports incentives are such a great option because it is a unique experience, and that’s what people are looking for. “Sports, in general, are about engagement and that emotional connection. Nostalgia is a great motivator and fundamental to delivering such an experience. Whether your clients root for the winner or the underdog, there is elevated emotion, and it can be pretty powerful,” Walsh says. “This is precisely what we aim to create — powerful and memorable experiences. There is nothing better than putting all of these elements together during a sporting event.”

Sports incentives offer an opportunity to really give someone an exceptional experience in many different ways. As Walsh further explains, you can have a behind-the-scenes VIP tour of the arena or a meet-and-greet with athletes. You have to look for ways to give your customers access to something they might never be able to experience as a typical spectator. “The goal is to provide a real ‘above-and-beyond’ experience for incentive trips, from start to finish,” Walsh says. “You have to make sure the sport itself is of interest to your entire audience. There are levels of interest in different sports. The theater set by enthusiastic crowds, tailgaters, cheerleaders or contests held during breaks — with the sights, smells and energy in a sports arena, is an experience in itself for many.”

A sports incentive can be built into the destination event to highlight a local experience with careful consideration. Obviously, the draw can be a big-name event. “Still, an itinerary that includes outings to surrounding attractions, like a distillery or local places of interest, offers excursions for a host of tastes and preferences,” Walsh says. “A trip to [the PGA Tour’s] Masters Tournament isn’t something that everyone would be typically able to attend. The opportunity alone can be a big draw and a serious motivator to incentivize the sales team to exceed their goals. It’s the chance to have an experience, considered thrilling by many, that they might not otherwise have the opportunity to see.”

Walsh and her team once created a custom polo match held at a mansion in Santa Barbara, California. Top players and their horses were flown in from Argentina and attendees were treated to a private event to learn about polo’s deep and rich history, meet with the players, and be up close to the action during the exhibition. “It was a huge draw,” Walsh says. “Sports and incentives are something we are actively looking to expand with some of our partner companies. We’ve had the opportunity to host some of our clients at pit row during a big NASCAR race, and give them a behind-the-scenes tour and a meeting with the drivers. For a specialized experience, this may be among the coolest.”

Attending a live sporting event can be exciting, but to really make an impact, try to arrange for a meet-and-greet with a few of the athletes. DepositPhotos.com

Embracing the Nuances

Sports incentive programs can be in the form of being a spectator at such prestigious events as the NFL’s Super Bowl or golf’s Ryder Cup, or as a participant in a sporting challenge, such as racing events. Of course both types of sports incentive programs come with their own set of challenges — from transportation issues to orchestrating team activities, to offering participant-versus-spectator options. “One issue that we usually face that people are surprised by is that, once you arrive at the race track, it’s very hard for us to maneuver our buses/shuttles, so really we have to transport everyone at the same time,” Lo says. “It’s not as easy having an extra vehicle on standby to make one-off drives. So, really we have to plan in advance of what their day is going to be like at the race track all day. This isn’t always true of all race tracks, but it is true of the Austin one, and until we have mass transit out to the track, you are essentially ‘stuck’ there until the transportation is scheduled to leave.”

In the middle of the pandemic, sports incentives were a bit more challenging because there were so many sports opportunities being held without fans. But Walsh is optimistic they’ll return. “Sports incentives will be at the forefront as we advance, without a doubt. Golf tournaments or the Super Bowl will be happening, and those are always popular,” Walsh says.

Martin Valenti, vice president of accounts at Arthur Elliott, which is the agency representing NAPA Auto Parts, spoke about the locally owned NAPA Arizona stores in Chandler, Arizona and their corporate group sport incentive experiences at Radford Racing School. Valenti says the biggest draw to sports incentive programs is that most attendees have the opportunity to participate in something they’ve never thought about doing before, or would not normally have the opportunity to do. “Skill level doesn’t matter at these events. Everyone can come and have a wonderful time and enjoy the adrenaline that comes from high-performance driving. In addition to this, they also learn valuable skills that can help them in their everyday driving.

NAPA has hosted large events and small intimate events at Radford Racing School. Founded in 1968, the Radford Racing School is the only purpose-built driver-training facility for performance enthusiasts and the largest driver-training center of its kind in the world. It is also the Official High Performance Driving School of Dodge//SRT. The school maintains more than 80 race-prepared vehicles, sedans, SUVs and open-wheel Formula One cars. The school is also launching new programs for groups, just in time for the anticipated rebound of Arizona tourism and group travel. The programs were designed to accommodate small get-togethers and large gatherings, from groups in the 100s in its event center to 1,000s in its outside venues, for sales incentive trips, team building, shows, exhibits and live performance events.

“No matter what type of event, or if there are 200 people or five people, the school is able to accommodate and make sure that each and every attendee gets to experience the thrill of driving high-performance vehicles like they’ve never done before,” Valenti says. “The Radford Racing School does an excellent job at making everyone feel special and comfortable, no matter what their skill level is and regardless of whether or not they’ve ever experienced any seat time on a race track. The school’s ability to customize group and corporate events to meet the needs of the individual group is second to none.”

All of the events orchestrated by NAPA at Radford Racing School included multiple opportunities to drive, however, in most instances, the attendees’ favorite portion of the event was the hot laps provided by the professional instructors. “Many of the attendees were hesitant at first, but left enjoying their time and wanting to come back to experience more,” Valenti says. “Events at Radford Racing School will stand out in the minds of attendees no matter what type of work they do. Get together with the school to put together a plan that will accommodate you and your corporate group.”

Radford Racing School has several decades of experience with group programs. They can guide any planner through the options carefully, breaking down details, cost, the timeline, etc., and scale them up or down based on your group size. “I usually just bring the large details to guys at the school, and they create something totally customizable and attractive for the group,” Valenti says.

Alisa Walsh, CITP, CIS, CEO of Haute, arranged a trip for clients to watch a polo match with players flown in from Argentina. Attendees got a chance to learn about the game and meet top international players.

Success Tips

Planning and executing sports incentives requires due diligence on the part of meeting planners. It also requires a key understanding of the sporting event itself, the timing of the event and organizing other activities that may keep attendees engaged throughout the sporting competition. “I don’t usually recommend making it a part of a conference, but you can encourage people to stay on or arrive early to attend separately. These events are so large and require a lot more energy that you really don’t want to have it take place before your meeting,” Lo says. “I think it’s great to stay past a conference if this happens to fall the weekend right after.”

So do planners need to look at hosting a sports incentive event at “big name” venues, or can they be smaller in focus as well? For Walsh, if the incentive is the sports event itself, it needs a big-name arena like the AT&T Stadium for a Dallas Cowboys home game. “I think it does require a marquee event,” Walsh says. “We can look at smaller sporting events as part of a larger incentive package, but it might not be the entire draw for the program. So if you were going to Europe for a soccer match, there are many ways to flesh out the experience and make it unforgettable.”

And planners agree that sports incentives can work for just about anybody. Walsh says that some would say the male demographic might be more inclined and excited, but if a meeting planner does it right, it can be great for any audience. To ensure success, Walsh says planners really need to determine what the marquee name is from a sports perspective if that’s the target you’re going for. Also, determine what that is and begin teasing the details to build excitement early on, so people are really focused. It’s a must to create very intentional buzz surrounding the incentive, so, from the start, every touchpoint, from the time of announcement through the winners’ experience, is felt. “You want to make sure the emotional connection to the event will motivate them to meet the objectives or sales goals. It’s part of the job to ensure the team or individuals are fired up to win,” Walsh says.

And as with planning any incentive event, planners have to make sure it’s a holistic experience from start to finish, from the big prize at the end to how the planner rolls out the plan. “Build the buzz, get the winners excited and ready. Logistics have to be perfectly planned and executed,” Walsh says. “To me, this is the essential piece: to have every detail perfectly planned, so if they are not particularly interested in the sport itself, they have an exceptional experience.” Also determine if all of the components for an incredible event are locked down. Is there a meet-and-greet, or a private suite with catered food and drink? Make sure the experience wows the attendees — it will make all the difference toward getting them excited.

Valenti thinks the future looks bright for experiential sports incentives. “When you can bring people with different backgrounds together and have them experience something together that is active and unique from other experiences, the results of team building are really incredible,” Valenti says. “ It breaks down the walls within the teams. Ultimately, it builds relationships out of shared experiences that would never have been experienced together. I have yet to find a program that can do all of those things effectively, while still having that much fun.”

And as Walsh points out, we are headed toward a more “experience” economy in general, and it will only increase as we go forward. “People are excited to touch and feel, to be back where the action is in a safe environment,” Walsh says. “Once we have the confidence that, for the sake of public safety, the timing is right, the sports incentive trend will grow ever stronger.” C&IT

Rick Grimaldi is a workplace trends expert and the author of “FLEX: A Leader’s Guide to Staying Nimble and Mastering Transformative Change in the American Workplace.” His unique perspective comes from his diverse career in high-ranking public service positions, as a human resources and labor relations professional for an international hi-tech company, and presently in private practice as a partner with Fisher Phillips, LLP, one of America’s preeminent management side labor and employment law firms. For more, visit rickgrimaldi.com.

Everyone knows the workplace is now dominated by millennials, with Generation Z close at their heels. But that doesn’t mean baby boomers, or Generation X employees, for that matter, are leaving anytime soon. In fact, older employees — even some from the silent generation — are tenaciously hanging on to their place in the workforce. And that’s a really good thing. The most productive and high-performing companies include a nice mix of employees of all age ranges, older employees included.

That’s right, hiring mature workers isn’t just about fighting ageism. It’s also great for your organization’s bottom line. Research shows that age diversity can improve organizational performance and productivity.

Organizations are stronger when they include the contributions of more seasoned employees. A blend of different ages means you get more diverse perspectives and a synergy that gives you a competitive edge. Younger workers can come up with different ideas and may push for meaningful social and environmental change. But older employees bring a wealth of experience, insight, stability and soft skills that younger people may not have developed yet.

Another reason to keep boomers and older workers on board: They might better understand the needs and wants of consumers in their same age range. And since this group holds the majority of wealth it the country, it makes good business sense to ensure your labor force matches your customer base.

You’ll have no problem attracting younger workers — after all, there are lots of them in the job market. But here are a few ways your organization can fight against ageism, avoid legal exposure, attract older employees and make the most of a multigenerational work force.

Stop using words that exclude older workers. When a recruiter places an ad looking for someone to join a “young, dynamic team” or laughs about a “senior moment,” that’s ageism at work — even though younger employees might not recognize it. And that’s never OK. Companies looking to recruit older workers need to avoid using words that exclude them. Instead of savvy, young or energetic, try words like motivated, dedicated and driven instead.

Rethink your recruitment marketing materials. Make sure your marketing materials for recruitment reflect the diversity your organization is seeking, including workers in the baby boomer age category. Do photos depict older people as well as younger people? People of color? Nonbinary-gender non-conforming people? Women?

Along those same lines, also be sure to consider where you recruit your employees. If you only advertise online or at local universities, you are missing out on older job candidates. Consider reaching out to newspapers, too.

Call out age as an element in your diversity and inclusion training. Specifically mention “age” in your organization’s statements about the value of diversity and inclusion. Then make sure that your policies and strategies reflect your position that age is a valued diversity element in your organization. Finally, include age in your anti-bias training.

Offer benefits that attract older workers. Gym memberships, flexible work arrangements and education topics, such as retirement planning, are all appealing to aging employees. You can also follow the lead of other creative American companies going above and beyond to attract older employees.

For example, CVS offers a “Snowbird” program that allows older workers — pharmacists, photo supervisors and cosmetic consultants — to transfer locations on a seasonal basis. IBM has a similar program. The National Institutes of Health actively recruits smart people older than 50 at job fairs and then lures them with flex schedules, telecommuting opportunities and exercise classes. Even Home Depot hires retired construction workers to advise customers on its sales floor.

Don’t just hire for skills — hire for attitude. A person’s openness to learning — not their age — is what makes them a great worker. In our rapidly changing work environment, those willing to adapt and learn new ways of doing things are the most valuable, regardless of age. An older employee who is coachable, has a great attitude and a willingness to try new things might contribute more than a talented Gen Z’er who resists being trained in new skills.

At the same time, make sure your interviewers are well trained on how to assess skills and remain focused on the objectives of the job. Interviewers should understand whether a candidate’s experiences and skills — especially the soft skills acquired by many mature employees — will make them a strong candidate.

When you don’t hire a candidate, explain why. Some candidates may assume they were not hired because of their age. Therefore, be sure to follow up to tell them the reason they were not selected. This prevents all candidates from jumping to conclusions and protects you from damaging claims of age or any other bias.

Offer training programs — aka “returnships.” Returnships are internships in which retired adults with a gap in work experience are onboarded and trained during a trial period and then hired if all goes well. They are essentially a career reboot for experienced workers. The idea is getting traction in a wide range of industries, from tech companies and health care to banking and nonprofits.

Keep in mind that returnships can benefit younger employees as much as older employees. That Gen Z’er who struggles with the basics of navigating work relationships could sit in on meetings and presentations with that 70-year-old retired executive who just enrolled in the organization’s returnship program. And it’s a two-way street, because they could explain to that executive why and how to tweet, use an Instagram account for marketing, or offer lessons on navigating that state-of-the-art software that human resources just installed on their computer that they may have been resistant to use.

Intentionally form mixed-age teams for better collaboration. Give people of all ages chances to work together for common purposes. Research has shown that multi-generational teams outperform less age-diverse teams on complex decision-making tasks.

Never forget the value of older employees. They bring a perspective earned from years of hard work. Plus, they are loyal and less likely to leave your organization after you’ve spent time and money investing in them. And remember, if you don’t hire them, one of your competitors will. It’s far better to have their wisdom, experience and strong work ethic enrich your team than to miss out on good talent. C&IT

Suzanne Neufang is CEO of the Global Business Travel Association, the world’s premier business travel and meetings trade organization, whose members manage more than $345 billion of global business travel and meetings expenditures annually. She oversees the staff, services and mission to provide value to GBTA’s members and partners, and has also been at the forefront of pandemic recovery for the organization and industry.

We used to know the rules of the road when it came to business travel: where travelers could go, how they could get there and the steps needed to make it happen. But the COVID-19 pandemic has been the great disruptor. The past two years have shown we can’t truly predict the patterns of a pandemic, but hopefully, we are getting better at navigating COVID-related developments.

If you’re looking for positive signs of business travel’s thoughtful recovery, they’re here. However, yet to be determined are the potential impacts of emerging factors including oil and fuel prices, rising inflation, supply-chain strains, regional conflicts, broad adoption of remote working models, and the increased focus on sustainability practices and policies for business travel.

Helping the industry understand and navigate the current and future state of business travel is one of the main missions of our GBTA research, and specifically, of our annual business travel index — the BTI Outlook. Now in its 13th edition, the BTI Outlook is an exhaustive study of business travel spending and growth covering 73 countries across 44 industries. The report provides a detailed analysis of business travel in 2021 with projections for 2022 and beyond, including post-COVID-19 recovery forecasts. GBTA will again update and reveal the next BTI report in November 2022 at the GBTA Convention in San Diego, August 14-17.

Our November 2021 BTI Outlook forecast was one of the most anticipated. It’s no surprise that the business travel industry recognizes there are factors, related to COVID-19 and beyond, that could impact the road ahead over the coming years. However, there is optimism overall as the industry, companies and travelers worldwide lean into recovery and the much-needed return to business travel.

Business travel recovery in 2021 proceeded at a slower, more cautionary pace than forecast the year prior. However, global business travel spending is expected to surge in 2022 with full recovery expected in 2024 — ending the year on pace with the 2019 pre-pandemic spend of $1.4 trillion, and a year sooner than previously forecast.

Forecasts and analysis highlights from the latest BTI Outlook (in US dollars): Despite recovery setbacks in 2021, a year-over-year surge of 38% is expected in 2022 as recovery and pent-up demand kicks in, bringing global business travel spending back to over $1 trillion.

Recovery will continue into 2023, with global spending rising 23% year-over-year as even more international and group travel comes back online.

By 2024, global business travel is forecast to have made a full recovery, ending the year at $1.48 trillion, or just above the 2019 pre-pandemic spend of $1.4 trillion.

In 2025, global business travel growth is forecast to slow to 4.3% — just below the 10-year average growth rate of 5.1% coming into 2020 — ending the year at a forecasted $1.5 trillion. Other key findings from GBTA’s BTI Outlook include analysis of 2021 challenges for the business travel industry as well as recovery outlook into 2025.

Business Travel Faced Headwinds in 2021

The global business travel recovery that began in late 2020 hit a fair number of bumps in 2021. Pandemic surges, variant introductions, uneven vaccination rates and mounting supply chain challenges all took their toll on previously forecast growth expectations.

North America led the recovery, the U.S. in particular, rebounding 27% in 2021. Business travel markets in Latin America, Middle East and Africa (MEA), and Asia-Pacific (APAC) all picked up 15% to 20% growth in 2021.

European markets lagged in 2021. Emerging Europe was expected to gain only 10%, and for the region of Western Europe, business travel expenditures for 2021 were expected to fall 3.8% from 2020 levels.

Recovery in Asia Pacific has been slower, due to lagging border reopenings and a high dependence on international business travel. China’s expected growth was impacted by challenges posed by financial and other issues which could signal larger risks.

Business travel in Latin America performed relatively better in terms of percentages — recognizing that volumes vary significantly across global regions — boosted by fewer government restrictions, and travelers’ desire and confidence to return to business travel. However, rising public debt and interest rates, declining credit ratings and lower vaccination rates could pose future threats for Latin American business travel.

Total Business Travel Spending — Top 15 Markets (2021)

Business travel recovery will also vary by industry. Professional and business services and real estate have been resilient to date, while wholesale trade has been challenged. Accommodation and food services, arts, entertainment, recreation and retail trade, which were significantly impacted during the pandemic, are expected to recover sharply over the forecast period.

View From the C-Suite

In a poll of 40 CFOs across North America, Latin America, Asia-Pacific and Europe, 70% think in 2022 the overall economy in their country would be better or much better than in 2021.

About half (52%) of respondents reported they expect their company’s business travel spend to reach 2019 levels in 2022.

When asked about the importance of business travel for their company, CFOs think the top return-on-investment reasons for business travel are sales and business development (68%), internal business planning and strategy (50%), client account management (48%), and employee training and development (48%).

Business Travelers Are Ready and Willing

Among 400 global business travelers polled, 86% report that they need travel to accomplish their business goals.

A majority (81%) think their volume of domestic business travel will be greater or on par in 2022 than it was prior to the pandemic.

Over half (54%) miss traveling and hope to travel more often in the future. However, 43% wouldn’t mind traveling less in the future, whether they indicated they miss it or not.

Four in five (81%) of business travelers say their company requires vaccines for travel and in-person meetings.

Challenges to the Pace of Recovery

The BTI Outlook outlines four conditions necessary for full recovery in global business travel: 1) the global vaccination effort, 2) national travel policy, 3) business traveler sentiment and 4) corporate travel management policy.

The recovery remains highly dependent on the vaccine rollout, employees’ return to the office, and a normalization of travel policies on both the national and corporate levels. Travel managers will also face the challenge of juggling duty of care with rising costs, sustainability priorities and new considerations on the ROI of business travel. C&IT

Chris Federspiel began his career at a young age, coding websites in middle school, followed by Perl and CGI scripts in high school. He later moved into sales and marketing for Internet Creations and Silverline. He co-founded Plative as a Salesforce Systems Integrator (SI), followed by Brainiac. His latest venture, Blackthorn.io, has seen exponential growth and success, having received multiple Salesforce.org Partner of the Year awards. His teams have worked to earn Blackthorn Events the honor of being one of the highest-rated events apps on the Salesforce AppExchange. For more information, visit blackthorn.io.

Over the last couple of years, the events industry has seen a drastic change in operations as in-person events have abruptly shifted to virtual formats in response to widespread safety protocols and stay-at-home orders. Now, as we prepare for life after the COVID-19 pandemic, hybrid events are quickly becoming an avenue for providing the best of both worlds. With more than 34% of event organizers planning to invest more in hybrid events in the next few years, they have become a standard event format in the new landscape.

Although the pandemic has significantly impacted events, the demand is still expected to grow. The events industry had a 2019 value of $1.14 trillion and is estimated to reach $1.55 trillion in 2028. As the events industry transforms and grows, event managers are turning to new event software and technology to create the best experience for their attendees.

Regardless of whether the event is in-person, hybrid or virtual, implementing and integrating new technology can cause challenges that prevent an organization from creating the ultimate experience for its audience. New software can confuse and frustrate event teams as they navigate adoption. Adding on the conversations about the metaverse and virtual reality, the multitude of technology options for events today can be even more overwhelming to managers.

To help event managers create successful events while implementing new tools and technologies, here are some of the most common issues in event management to watch out for when preparing for an event and how to prevent them.

Difficult User Experience

Attendee registration is the most important step in event preparation because an event can’t take place if no one is attending. Although registration seems simple, it can make or break an event and potentially disrupt the overall experience as a result.

Most organizations house essential event information in multiple different locations, such as online registration forms and on their website. They also use these pages to receive payments during registration and collect attendee information. However, this often creates a challenging and strenuous registration process, which will deter potential attendees from signing up. From registration to post-event feedback, organizations should ensure all steps in the event experience are straightforward and efficient.

For a positive user experience from the start, all event details need to be on the landing page. The landing page is the first step of the event experience; therefore, it must be engaging, informative and easy to understand for potential attendees. It’s essential to request all possible information needed and required from a potential attendee during registration. A few crucial items to include are:

• Event location, date and time.
• An overview and outline of the event with important information, such as speaker, schedules, parking and driving information.
• Options for wait-listing or special tickets, for example, virtual versus in-person or non-member/member rates.
• Pricing information and accepted payment methods.
• Registration questions that include contact information, such as emails, phone numbers and any additional information for post-event follow-up.

Landing pages can be overwhelming to design and create from scratch for every new event an organization plans, but there are options for event managers looking to avoid the headache. Pre-built event page templates save money, effort and time for event organizers, and they eliminate the need to design or code forms and pages. Pre-built event templates guarantee the user experience kicks off on the correct path.

Lack of Data Collection and Accessibility

Data collection and accessibility are essential for events. Registration form data directs attendees to crucial information and keeps them engaged from registration through post-event follow-up communications, such as resources, recordings and surveys. Prior to the event, organizations can ensure instant communication, on things such as schedule changes and updates, with SMS and email reminders. Event managers can easily share valuable information and updates when they have access to participants’ phone numbers or email addresses.

With proper data collection, event managers have insight into crucial attendee information. They have the ability to access event data instantly within their customer relationship management (CRM) platform. They also have a full view of all customers’ and prospects’ interactions and communications, enabling them to customize and tailor ongoing communications. For example, suppose an organization asks registrants to select a specific interest from a registration form. They can utilize that data from those interests to add the registrants to relevant marketing paths automatically. Even outside of events, using existing automation integrations enhances and strengthens the entire customer experience.

Additionally, proper data collection can assist event organizers in more efficiently reporting event success. Management expects event managers to show a return on their investment, and effective data collection provides the metrics needed to do so. Metrics such as the number of people in attendance, attendees’ industries, job titles and more can inform and direct future event strategies and initiatives. CRM tools, such as Salesforce, track these essential event metrics. Teams can record attendance metrics to their CRM tool to show how their event impacts significant goals and use event data to form effective strategies for future events.

Spending Too Much Time on Post-event Work

The last thing event managers want to do when an event is over is spend more time on it. Yet, most event teams spend a significant amount of time pulling together reports, gathering additional data and sending follow-up emails after an event is over. Using an existing automation platform and CRM to complete post-event tasks can save hours of time. Technology dedicated to streamlining event processes allows an organization to tie its attendee and event records to opportunities, leads and contacts. Post-event tasks that can be completed by existing automation platforms and CRMs include:

• Custom follow up emails to attendees. Share post-event communications on social media.
• Automatically log attendee information.
• Reports on event metrics, such as revenue and attendance numbers.
• Insights on how many attendees converted from leads to customers.

Organizations can also streamline operations for recurring events by utilizing tools equipped with cloning software and recurring event features to create similar pages and event experiences. Rather than manually re-creating pages for every event, which requires setting up crucial details and necessary integrations, they can save hours of valuable time by using existing assets. Teams can then take existing information, such as marketing initiatives or the last events’ attendee list, to update events in the current pipeline.

As this new era of events evolves, so will the tools, technologies and strategies organizations use to ensure event success. Event managers can take steps to ensure their events thrive during this transition by improving the overall user experience, collecting necessary data, and harnessing the power of automation platforms for post-event work. Preventing and recognizing common pitfalls will best equip event managers to successfully execute their next event and reach their event goals. C&IT

Comedians have always been a popular entertainment choice for events. Luckily, making people laugh translates to hybrid/virtual events. Courtesy of Mollie Plotkin

When looking for entertainment options for meetings and conventions, meeting planners are often bombarded with resumes of magicians, as they historically have been a go-to option for many conferences. Nothing against magicians, but in today’s world, there are so many entertainment possibilities that no planner should ever have to hear the words “hocus pocus” again.

Of course, with so many meetings recently being virtual or hybrid, it creates some problems with booking acts. After all, you want entertainment that can be enjoyed by everyone, regardless of what medium they use to attend the event.

Patrick Perry, director of events, sales and partnerships for Virbela, which partners with meeting organizers enabling them to host conferences, expos and trade shows in the virtual world, suggests working with an event-production team or partnering with an outside vendor to ideate on a venue and source talent. “You could also ask your network for recommendations — LinkedIn is a great way to solicit input — or reach out to one of the meeting planning associations like MPI or PCMA,” he says.

Make Them Laugh

Adam Christing, chief entertainment officer of Clean Comedians, has booked both virtual and live events for companies such as Johnson & Johnson, Insperity and nonprofit groups such as Mercy Ships and many more. “I don’t think we’re ever going fully back to in-person events, and I think this hybrid concept of in-person and virtual will be with us for a long time,” he says. “Our motto is, ‘It doesn’t have to be filthy to be funny,’ so it’s a real safe, positive option for meeting planners. There’s an old saying that ‘A smile is the shortest distance between two people.’ So, when you want to create community in your audience of people, laugh together.”

Karen Millard, senior loyalty advisor, marketing and business development, for Insperity and a veteran corporate events planner, has worked with internal teams to coordinate hundreds of small business meetings, trade shows and national conventions. Currently, she plans and executes high-level live and virtual experiences, and has utilized Clean Comedians numerous times. “Clean Comedians consistently delivers top-quality, clean entertainment that captivates, inspires and revitalizes live and virtual audiences of any size and industry,” she says. “They offer an extensive menu of entertainment and speaker options, which enables them to provide exactly what your meeting needs. The highlight, for me, is seeing our guests leave happy and energized.”

Nothing keeps attendees entertained and engaged like a thrilling murder-mystery. Courtesy of Krissy Garber

The Music in Me

Virbela launched The Virbela Speakeasy in 2020, a virtual live entertainment venue that’s ideal for group events and large gatherings for thousands of attendees. The space includes a large stage and multiple screens for viewing live performances, a dance floor, balcony, retractable roof, lighting options and a VIP backstage area. To attend an event, participants create and customize their own avatar in Virbela, which allows them to explore, socialize and enjoy the event with other attendees — just as they would in the real world. They can even hit the dance floor as every avatar has 10 different dance moves. “We’ve partnered with companies like The Economist to host an after party in The Virbela Speakeasy after their virtual meetings and events, with DJ Jazzy Jeff as the entertainment,” Perry says. “What’s also great about the space is that there are dozens of branding opportunities. Organizations can customize the name of the venue, add their logo, and curate images, videos and posters throughout the event space.”

Izolda Trakhtenberg, workshop facilitator, singer and speaker for IzoldaT, provides live interactive music and singing for the participants, and gets them singing too. “By the time we’re done, I have the entire group singing in three-part harmony, even if they’ve never sung before,” she says. “I also sing in 15+ languages, so I’m particularly compelling to multinational corporations because their employees will have the chance to hear music in their native language.” Trakhtenberg also provides a Mindful Creative workshop that gets everyone creating art and writing mindfully. They get involved hands-on, and everyone learns something about themselves and leaves the event with unique art they created. All they need is a pencil and a piece of paper, and their creativity blossoms.

Finding great entertainment has always been difficult. Hybrid and virtual events made it tougher. Courtesy of Grace Good

A Plethora of Options

Having hosted 3,000-plus events over the past two years, Millard notes comedy is just the tip of the iceberg for entertainment options. “Meetings that work are those in which participants stay engaged, leave motivated, and with a clear understanding of the intended message,” she says.

Natasha Miller, CEO, founder and chief experience designer of San Francisco-based Entire Productions, responded to the pandemic-era “Zoom Gloom” by curating and programming a faster-paced, more engaging virtual meeting event with team-building segments seasoned with a scintillating musical performance, celebrity appearances, giveaways and more. “Our EntireVariety format works well with our team of videographers, editors and switchers to create a broadcast TV-quality experience for your town halls, launch and customer announcements, but we can also create a more modest production with engaging messaging and a faster-paced presentation style,” she says. “Our world-class talent and vendors are experts at engagement, and will have your attendees on the edge of their seats craving more.”

Many meeting planners and hosts are using video conferencing or video streaming, and that just isn’t a replacement for live events. Quite simply, these kinds of solutions are not as engaging or immersive, and they don’t allow for networking and spontaneous run-ins, which are vital to any in-person experience. “At Virbela, we’re focused on helping event planners create unique and memorable virtual event experiences that provide value to attendees,” Perry says. “Through our virtual worlds and event spaces [from an expo hall for trade shows to live concert venues where artists and DJs can perform on a stage], we offer expansive environments for people to move around, mingle, dance and have fun, just like they would in real life. We believe environments that allow for this kind of movement and interaction are key to putting on a great virtual event.”

Grace Good is an entertainer who is bringing virtual and hybrid meetings to life with her flaming hoops, a big red ball, and all the excitement of the circus. “What is the greatest show on earth? The circus, of course,” says Good, owner of Grace Good Cirque Entertainment. “I provide an exciting, one-of-a-kind virtual and hybrid experience for meetings and conventions. And I’ve learned how to bring the excitement of the circus to attendees, whether in person or remote. Not only that, I’m able to engage the meeting audience in a fun, interactive event that creates a shared experience and makes everyone feel more connected.”

Her virtual and hybrid shows are adaptable to meet the needs of the audience. They can include acts performed on the “Go-Big Show” or “Game of Talents” from television, elements from Good’s international tour with Cirque Dreams, or other popular acts, including a Dragon Staff routine. “I can perform a variety of feats atop my big red ball, including hula-hoop tricks, acrobatics and fire stunts. I can stun audiences with multiple spinning hula hoops, fiery acts, aerials and acrobatics,” Good says. “I can float into the air while hula hooping, or perform while suspended upside down from one ankle.”

One of the most popular elements she offers is an interactive hula-hooping lesson that gets everyone out of their seats, moving and having fun. “With employees struggling with isolation and many gyms closed, hula hooping has many physical and mental health benefits, and I share fun, simple ways attendees can challenge themselves with new skills while enjoying an entertaining, effective new workout at home,” she says. “I also often include an Ask Grace Anything-Q&A session. People love to hear what life is like from someone else’s perspective, and I’m always ready to answer questions about how I ran away from college to join the circus, how much I train or what it’s like to eat fire.”

As an example, Good recently produced a virtual event for Morgan Stanley — a 45-minute show that included a 20-minute performance, a 15-minute hula-hoop lesson and a 10-minute Q&A. “It was so much fun that remote attendees began bringing their spouses and children onto the feed to watch the show and participate,” she says. “They’ve already rebooked me for two shows. One of the next virtual events I do for them will be similar to [that] show, and another will be a hula-hoop workshop for the kids of the attendees.”

Krissy Garber, co-founder of Even if it Kills Me, a company that offers immersive murder mysteries for team- or company-bonding events, utilizes a format that allows it to not feel like a virtual event, and lets the participants communicate as if they are in the same room as each other. “We try to eliminate the awkwardness of a typical Zoom meeting,” she says. “It’s great to see people do something so different than what they’re used to, and see how quickly immersed they become in this fictional world. We really embrace the technology and use it as an asset instead of a hindrance.”

For example, utilizing Zoom, the participants communicate on the site via chat, have active polls, use breakout rooms to have private time between certain members and can easily see 10 people at once. “Even when we have people in-person for hybrid events, we have them on Zoom using their phones to use chat and the other features while they are able to speak to each other in person,” Garber says.

Mollie Plotkin, owner of the Mollie Plotkin Group, serves as an agent for high-profile keynote speakers in the celebrity realm. “We do a series of short videos asking questions for the audience to think about, providing fun facts or bits of inspiration and motivation,” she says. “By doing so, the audience is aware of who they are going to be listening to, what they may be learning about and left with a genuine feeling of wanting to know more. Doing so provides a greater success rate in people logging in and staying logged in.”

Stephanie Malek, host lead for San Francisco-based Avital: Virtual, has come up with three great entertainment activities for hybrid meetings: a mixology class, a water tasting, and their virtual tongue twister tasting, formerly known as the flavor tripping experience. For the latter, attendees eat a fruit or a pill that makes sweet things bitter and bitter things sweet. “We offer ingredient delivery internationally, so we are allowing for teams to connect across the world, no matter how many people are able to be in the same room,” she says. “Our water tasting and virtual tongue twister tasting are especially well received for virtual/hybrid meetings. Allowing people to experience something new and surprising together really unites groups. This allows us to keep teams connected, even as offices open up globally.”

Exploring Limitations

The main purpose of meetings is human interaction, but the pandemic has created a plague of isolation. Virtual and hybrid meetings are an attempt to capture as much of that interaction as possible. The biggest limitation of virtual and hybrid meetings is the lack of touch — shaking hands with a new acquaintance or giving a bear hug to a friend you’re glad to see. Virtual and hybrid meetings have no way to replicate the in-person ability to give a colleague a pat on the back, but they are one of the best ways to create opportunities for human interaction when being in-person isn’t possible, especially when it comes to shared experiences.

One of the things that’s more difficult with virtual event formats is the interactivity and audience involvement that’s more inherent with live in-person entertainment. However, this is not insurmountable by any means. For some entertainers, it can be more challenging to read the room in virtual/hybrid meetings. So, the entertainer can have a tougher time gauging the room and amending their show accordingly. “Audience engagement is a challenge, but hands-on activities bring them back to focus on the meeting in a fun and creative way,” Trakhtenberg says. “Plus, people discover and share their hidden talents so everyone gets a chance to shine. Additionally, people in hybrid/virtual meetings feel disconnected. These shows/activities reconnect them and supercharge their creative mindset for their work and their personal lives. The experience enriches all of the participants.”

Planning a good act is itself a big task for an entertainer, and when it comes to organizing on a virtual platform, it becomes more challenging to manage. Miller notes some of the biggest limitations for virtual/hybrid meetings are poor technology or a poor connection, and not enough opportunities for engagement. “Everyone knows the best way to lose everyone’s attention during a virtual meeting is for the tech to go haywire,” she says. “Nothing draws you out of a meeting more than poor Wi-Fi, sound or video quality — which is sometimes unavoidable, as we’ve seen with even some of the largest events.”

Plus, because of technology, you can only really have one person speaking at a time, otherwise the feed cuts out. “Because of this, we try to give natural cues that let people know when they can jump in,” Garber says. “Additionally, it can feel difficult to feel connected to the people you are speaking to when you’re not physically in the same space. We try to mitigate that hurdle by throwing everyone completely out of their element and letting them experience something new together.”

Another limitation with virtual/hybrid events is a lack of opportunity for engagement. So often, content is streamed without a chat function, polls, Q&As, games, giveaways, etc., which can be extremely boring for viewers. Miller tries to design each meeting or event holistically, so that there isn’t a virtual event and an in-person event, but an equally engaging experience that can be done online or in-person. She says extra incentives for virtual participants, such as exclusive content, special invitations and mailed gifts, are a great way to ensure they get the most out of the event.

Another challenge, Perry notes, is that virtual attendees of hybrid events may feel like “forgotten attendees.” “They might be able to stream content, but the experience isn’t as immersive or collaborative as it is for in-person attendees,” he says. “Virbela allows for your virtual attendees to also receive an elevated event experience that focuses on content, but also networking and collaborating just like in the real world, no matter where they are located and tuning into the event from.”

There may also be limitations in the traditional event format of general session, followed by breakouts, ending with evening networking or a reception, and its translation into the virtual world. Most solutions for virtual event planning rely heavily on video conferencing, which does not allow for one-to-one conversation in a casual setting.

Plotkin notes the greatest limitation in virtual/hybrid meetings is that you can’t “read” the audience. “When people turn their webcam off, that makes that even more difficult,” she says. “The goal for a great hybrid meeting is to make sure you keep your audience tuned in, cameras on and engaged/interactive.”

 Working with Planners

The secret for entertainment acts to establish a relationship with a meeting planner is to continue to add value to the connection. “Most of the time, meeting planners just need their lives to be simpler, so help them out by offering solutions to their problems and making the process simple and enjoyable,” Miller says.

Good notes that entertainers need to listen to what planners want and not try to force something else down their throats. “Meeting planners have a lot at stake. They want to deliver entertainment that tops everything their client has experienced before,” she says. “They want the entertainment they book to ‘wow’ attendees and be the act to beat for years to come. They know their client best, so I pay close attention to what they are looking for, the vision they cast and the atmosphere they want to create.”

The biggest way to ensure that participants get the most out of what entertainers offer, both in person and virtually, is by letting them experience something new together. “A shared, brand-new, experience transcends when you’re able to attend in person or virtually, and gives you something to talk about later with each other and a new way to bond,” Garber says. C&IT

Ed Stevens is the founder and CEO of Preciate, a revolutionary platform for virtual meetings and events, geared toward dynamic human experiences and relationship-building. He is deeply committed to helping others build strong, authentic relationships with the power of technology. He has a B.A. from Stanford University. For more information, visit preciate.com.

The announcement of an upcoming all-hands meeting is not always met with an overwhelmingly excited and positive response. On the contrary, people may start getting creative with reasons to bow out of participation. All-hands meetings have the reputation of lacking valuable interaction, lacking feeling and not working well in a hybrid environment. Many junior employees may feel like it’s simply upper management and executives talking at them, and it’s not a productive gathering that creates interactive energy among all ranks of employees.

There are ways of improving the all-hands meeting experience. Amid the post-pandemic “New Normal,” where many offices have gone permanently fully remote, or at the very least hybrid, the whole make-up of an all-hands meeting should undergo some manner of change.

Prep for a Successful Meeting in Advance

Any successful all-hands meeting should have plenty of preparation. Employees placed in charge of planning this significant event should plot out exactly what topics should be covered, what activities will be a part of the meeting and the ultimate goals of the meeting. Meeting planners should review past all-hands meetings to analyze what worked and what didn’t and apply what they learned to the new meeting plan.

The goal for a successful all-hands meeting should be authentic connections between team members that can accelerate business goals. This goal could be seen as difficult to come by in a virtual environment. Luckily, there are alternatives to Zoom and Webex that offer a more lifelike experience for virtual meetings, including the ability to move around, network and mingle, just as you would do in real life, leading to successful outcomes.

Proper Scheduling

Properly scheduling an all-hands meeting for when they are truly necessary is of the utmost importance. If a company is calling mandatory “all-hands” meetings every time an employee turns around, the employees will eventually lose interest in the meeting’s objectives. Employees need to know that these meetings mean something and are essential to running the business as a whole.

Larger companies with employees spread far and wide should take special care with their all-hands meeting scheduling. Many remote or hybrid organizations have teams across multiple time zones, making scheduling that works for everyone an uphill battle. Meetings should be scheduled for when all participants are awake, energized and ready to participate for optimal outcomes.

Content Matters

All-hands meetings should offer focused content for attendees that is helpful to keep your team aware of. Any important business changes, challenges or successes are great things to share. All hands are also a great opportunity to do company-wide recognition for the all stars who deserve extra praise. Without straightforward content or purpose, the people facilitating the meeting run the risk of losing the interest or engagement of their audience.

Mix Things up a Bit

A fun, upbeat atmosphere is one part of all-hands meetings that people may expect and enjoy, and yet, creativity can often suffer in a virtual meeting environment. When a better connection is fostered, the music is great, and the creative juices are allowed to flow in breakout rooms, great things can happen for businesses amid realistic mingling.

Creativity can be kicked into high gear by kicking off your meeting with an interactive icebreaker activity. Creative icebreakers can include playing a “Getting to Know You” type game or breaking into smaller groups, mixing up the different departments of an organization so people can get to know those they may not work with regularly.

People who have innovated and had successes since the last all-hands meeting should be celebrated to encourage and inspire other employees. Everybody loves to be recognized for their hard work, and a friendly competitive spirit can quickly be generated.

Interactive Question-and-Answer Period

Allowing employees to ask questions and get thorough answers from leadership should be part of any all-hands meeting. In a virtual environment, this can be challenging without the right platform to facilitate a smooth back and forth.

When so much information is disseminated throughout a meeting, there will be questions. Meeting planners should set aside a reasonable amount of time for the question-and-answer period to assure everyone is on the same page.

Inclusive and Equitable Communication up the Corporate Ladder

One issue with in-person all-hands meetings can be the issue of inclusive participation between the junior employees and executives. Meeting planners will want to work hard to open communication between all employees, from those who are lowest on the totem pole to the highest-ranking executive.

Virtual meetings need to draw people in by serving the needs of all attendees. If a virtual meeting offers a more inclusive and equitable, relaxed environment, attendees are more likely to feel like their needs were met and heard.

Meeting in Remote and Hybrid Environments

As we begin to come out on the other side of the pandemic, many companies that were all in-person pre-COVID are choosing to maintain an all-remote or hybrid environment. Countless studies proved that remote workers were just as productive as they had been in the office, and companies realize the cost-savings benefits of remote or hybrid offices.

Hybrid environments can experience an uphill battle with planning all-hands meetings. Their solution to a splintered office setting is often to hold two meetings. However, a multiple meeting approach further perpetuates a disconnect between team members.

It can be challenging to maintain a cohesive team environment when working remotely or even with a hybrid setup. Team leaders have to be far more intentional than in a face-to-face office environment. All-hands meetings are far more successful when authentic relationships have been fostered between leaders and their employees. If the only “facetime” an employee has had with their team leader has been on a stagnant video-conferencing platform, it can make cohesion a struggle.

Look for a platform that can help companies revolutionize their all-hands meetings, take the virtual meeting space to the next level, and allow for effective and fun meeting experiences that employees will actually look forward to attending.

A more authentic communication platform increases employee engagement, performance and retention by breaking down the awkward walls of stagnant video-conferencing platforms. Meetings through a powerful platform are more like face-to-face interaction. Leaders can get to know their employees, and this improved communication leads to better, more fruitful all-hands meetings.

Employees should feel secure in the fact that when an all-hands meeting is called, it is for a good reason. They should be aware of the meeting’s goals, and leadership should be transparent about the topics that are to be covered and the objectives of the meeting.

By relying on a robust virtual-meeting platform, organizations can create all-hands meetings that invigorate the workplace and make them excited for what the company has achieved and what may be coming down the pipeline. By leaning on technological innovation in the meeting space, organizations can work to end the stigma that all-hands meetings have, and facilitate exciting events that invigorate the whole company. C&IT

Miami’s great weather year-round gives attendees a chance to participate in a variety of activities, such as golf, hiking, biking and more. Photo courtesy of GMCVB

Miami has everything packed in one city. From the vibrant art to the sophisticated international restaurant scene, to almost-perfect weather year round, the city is a top destination in the U.S. for meeting attendees to work during the day and explore and have a good time at night.

Carol Motley, senior vice president of convention sales and services for the Greater Miami Convention & Visitors Bureau (GMCVB), notes Miami Beach has a $650 million, reimagined convention center. “People want to be here; we have this beautiful convention center with a huge, 60,000-sf ballroom,” she says. “What we want from our convention attendees is to come early and stay later, and bring the economic impact to the city.”

Throughout the city, Miami has both big and boutique hotels that can host meetings, so there’s something available for events of all sizes. “People are looking to bring their meetings to places where they can get outside of the building,” Motley said. “There’s so much here — Little Havana, Downtown, South Beach and more — all of this offers the attendee a little more to do.”

Miami as a destination also represents a diversity of cultures. It’s a vibrant collection of neighborhoods with authentic cuisines, shopping and entertainment, from the Caribbean to Latin America and South America. Plus, Miami’s walkability makes the city a top choice for meetings and conventions. With abundant sunshine and warm weather, meeting attendees can say goodbye to crowded buses and shuttles and enjoy a stroll around the area. Pre/post session, groups can tour one of Miami’s culturally distinctive neighborhoods, dine on global cuisine, or enjoy a lushly landscaped garden or rooftop terrace with 360-degree views of the city and Atlantic Ocean.

Trump National Doral Miami offers more than 100,000 sf of reimagined meeting space, including the 24,000-sf Donald J. Trump Grand Ballroom. Photo courtesy of Trump National Doral Miami

Top Venues Abound

Miami offers a great convention center with a new convention hotel coming soon and a very international feel, along with some of the finest dining experiences in the country. After all, in Miami, attendees can also go to South Beach for the extensive dining opportunities, great people watching, and of course, the beautiful beaches. Additionally, the cultural aspects and the world-class art scene of Miami contribute to the success of any meeting or event. “When we travel, whether it’s for work or leisure, many of us want to immerse ourselves in the culture and all the city has to offer,” says Mariana Hauri, director of sales for Menin Hospitality, which consists of Gale South Beach, Curio Collection by Hilton in Miami Beach and Shelborne South Beach.

The Shelborne South Beach offers more than 30,000 sf of flexible meeting and event space, including the recently renovated 4,388-sf Grand El Dorado Ballroom, which boasts Art Deco design features and can accommodate groups up to 360. “Meeting attendees can start their day with a traditional Cuban coffee from David’s Cafecito, a South Beach institution,” Hauri says. “The historic coffee shop immediately immerses attendees into Miami’s vibrant way of life.”

Elegance and sophistication permeate the property. Aside from its impressive penthouse suites, the property has multiple dining outlets, the GUYandGIRL Spa, and direct beach access. “The hotel’s iconic Art Deco pool deck offers a relaxed vibe and traditional South Beach nostalgia,” Hauri says. “There’s also an amazing Oasis Garden, offering various moon-watching events and fitness programming on weekends. Guests and meeting attendees are invited to relax at the iconic oceanfront pool with indoor cabanas and the private beach club that grants them access to white-sand beaches. Beach chairs are also provided for extra convenience when soaking up the sun and relaxing after a long day of group sessions.”

With more than 100,000 sf of completely reimagined meeting space, Trump National Doral Miami is one of Miami’s top venues for groups and events of any size. The resort features five ballrooms, including the 24,000-sf Donald J. Trump Grand Ballroom, 15 breakout rooms and five executive boardrooms. More than 75,000 sf of outdoor space showcase the resort’s lush, verdant gardens and golf courses; among these is the Champions Patio, with 3,600 sf of space, complete with an outdoor bar and grill, where up to 300 attendees can enjoy the sunshine, as well as sweeping golf course views. “Our attendees love that they can enjoy a sense of tranquility at our resort,” says Maria Orozco, director of group sales for the resort. “From its entrance, lined with majestic palm trees, to its landscaped golf courses overlooking cascading fountains, you can’t help but appreciate the surrounding natural beauty.”

For instance, an insurance company based out of the Midwest had a successful meeting early this year at the resort, and their attendance was the highest it’s been in the past five years as attendees were eager to escape to the Miami sunshine and enjoy all the resort had to offer. Trump Doral secured their next program as a result.

The resort’s Imperial Terrace offers a different perspective looking out toward the world-renowned “Blue Monster” golf course, a fountain and back toward the clubhouse. This covered patio spans 2,300 sf and connects to the standalone ballroom sharing its name. Steps from the main clubhouse is the Royal Palm Pool, offering a 15,000-sf pool deck where outdoor events can be held for up to 1,000. “From state-of-the-art audiovisual equipment to full-scale production services, groups have access to a variety of exceptional services and amenities,” Orozco says. “Events are complemented by modern accommodations, outstanding dining and a variety of recreational offerings, including four championship golf courses, four Har-Tru tennis courts, retail shops and a full-service spa.”

Just a 20-minute drive from the resort is Little Havana, the best-known Cuban exile neighborhood in the world. There, attendees can sample delicious Cuban coffee and food, as well as visit numerous art galleries, cigar factories and more. Just north of downtown Miami, there are the communities of Midtown and Wynwood, which are the epicenter of the city’s artistic and urban lifestyle. “The city is a melting pot of culture, celebrating its diversity through food, art and entertainment,” Orozco says. “Doral, for instance, where our resort is located, is the heart of the Venezuelan community in South Florida. Here, you’ll find everything from mom-and-pop shops to trendy restaurants, art galleries, theaters and more.”

Jeff Stutts, director of catering and conference management for Loews Miami Beach Hotel, notes the city is one of the most desirable destinations in the U.S., with direct beach access, ease of access to Miami International Airport and Fort Lauderdale-Hollywood International Airport, and plenty to do off-site. “Year-round tropical weather is a great draw, in addition to our beaches and the wide variety of world-class restaurants, performing arts venues, museums, and a safe experience for all,” Stutts says. “Additionally, getting to Miami and Miami Beach is easy due to the large amount of airlines that have flights coming into the destination.”

The Loews Miami Beach Hotel offers meeting spaces that flow seamlessly for programs of 10 to 1,500 attendees, which is why it is a favorite among meeting planners. “We offer creative and personalized menu design, a seasoned planning and operations team to pull through every detail from beginning to end, and all of the latest technology to bring events to life through our partners at Encore Event Technologies,” Stutts says. “These elements complement the 65,000 sf of flexible indoor and outdoor function space we offer, giving us the ability to tailor all aspects of meetings and conventions to the client’s needs.”

For instance, the JP Morgan High Yield Investment Conference is held at Loews Miami Beach Hotel annually in March. “The company has chosen our hotel as their destination of choice for over a decade due to our ideal location and the comfortable fit of meeting space for their needs, but most importantly, the quality and knowledge of our team — both in the planning phase prior to the program, as well as the execution phase once the program is in-house,” Stutts says. “The client remarks that every year they don’t have to worry about the conference since it’s in such good hands with our knowledgeable hotel team.”

Whether it’s an executive meeting, corporate retreat with team building or an incentive trip for top performers, planners can rely on the independently owned and operated Trump International Beach Resort Miami to offer a memorable and seamless experience. The resort offers 22,000 sf of versatile meeting and event space, easy accessibility to both Miami and Fort Lauderdale airports, as well as PortMiami, the cruise ship port. In addition, there are endless opportunities for entertainment with nearby casinos, golf courses, boating, fishing and restaurants for dine-arounds.

The Miami Beach Convention Center has undergone a $650 million renovation, which includes a new, 60,000-sf Grand Ballroom. Photo by Robin Hill

Planners Speak Out

Lydia Janow, senior vice president of events and trade shows for Aviation Week Network, a New York-based B2B publishing and event production company, has been planning meetings and events for 44 years, and has had her share of planning events in Miami. Since Florida is a hub for the demographics of those in the aviation community, after all, the city is nicknamed “The Gateway to the Americas,” she has found Miami to be a favorite among attendees through the years. “Miami is a hub city, which is important as many of our attendees do come from Europe, and it offers great proximity of the Latin America aviation community as well,” Janow says, adding that there is just so much to do. “Our attendees are a networking bunch of folks, therefore, they will go to the restaurants in the area and they will visit some of the bars.” She adds, “A few do bring their spouses, who will spend the day either shopping or staying at the hotel and taking in all the benefits a property has to offer. Some of our customers will host private dinners as they are in the area and know the places to go to.”

Last November, Aviation Week Network Events decided to start a new event, Advanced Air Mobility, which it hosted at Trump National Doral. “In my many years of planning events, I have worked with many magnificent folks — professionals, some have become friends,” Janow says. “I will say, though, that the staff and team at this property deserved an 11 in terms of hospitality. They did not go overboard to try and please our group — they did it naturally.”

But whether it’s the Miami Convention Center or another hotel or venue, she has found that every place — small or large — has been a success due to the great customer attention that Miami hotels have provided.

Annette M. Suriani, CMP, business events strategist for Fairfax, Virginia-based AMS Meetings Solutions, has been planning meetings in Miami since 1990. “Miami offers a totally different vibe — it is hip, trendy and sophisticated,” she says. “The dining scene continues to grow and offer cuisines from all over. Although there are limited hotels that offer meeting and exhibit space, the convention center offers great space that is not overwhelming.”

She also says Miami has things that other cities don’t, which entices people to come. For several years, Suriani held an advertising meeting at the Eden Roc Miami Beach for approximately 400 people. The decision was made to hold it there because of the proximity to so many ad agencies and marketing firms. “Within the body of the meeting, we held an awards program that was typically held off property,” she says. “We used several local venues, such as the Adrienne Arsht Center for Performing Arts, as well as the Colony Theater on Lincoln Road. These were unique venues that couldn’t be found in other cities.”

One of her favorite places to host a meeting is at InterContinental Miami, citing the amazing staff and ideal location for business events, considering it’s close enough to the beach that attendees can get there within minutes. Ellen Boyer, director of event logistics and operations for Raleigh, N.C.-based Kaseya, an IT management software company, arranges the company’s annual sales kickoff meeting every year in Miami, and chooses the city for a variety of reasons. “The lift into Miami is super simple,” she says. “You have the option of flying into Miami directly or into Fort Lauderdale if you are hosting an event on the north end of Miami. There are great options in the Miami area — you can be at the beach, at a great golf course like The Doral or in the heart of the city.”

During her meeting days, she tries to keep attendees busy and on property, so she arranges after-hour events, such as a beach-themed party or golf outing, and has even incorporated group events like glow-in-the-dark golf or something else different and exciting. The past three years, the sales kickoff meeting has been at Trump National Doral, and she’s projecting upwards of 1,000 for the next one. “This is a four-day meeting, where we are in sessions and breakouts during the day, and then we plan activities at night, such as a comedian with dinner, a putting contest; we even host casino night in the Crystal Ballroom,” Boyer says. “The venue has so many amazing options for groups of varying sizes. We also host smaller internal meetings here with dinners poolside or on the veranda of ballroom.”

She’s also hosted an October meeting at the Loews Miami Beach, which she calls another beautiful venue and offers great access to the nightlife that attendees crave.

Of course, Miami has world-famous beaches, which are extremely attractive to attendees from Northern states in the winter. Photo courtesy of GMCVB

The COVID-19 Impact

The pandemic had an enormous impact on the hospitality and meetings industry, and Miami definitely was among the hardest hit. Although the pandemic was challenging for meetings all over the world, the venues in Miami worked tirelessly to ensure that meetings could go on safely. “From increased cleaning and safety protocols to outdoor and hybrid gatherings, we focused on ways we could better service the fast- and ever-evolving meetings landscape,” Orozco says. “We also found that our outdoor activities like golf and tennis proved to be popular among those searching for innovative team-building opportunities.”

At the beginning of the pandemic, the Shelborne South Beach opened its doors to two local businesses that could not operate on Miami Beach, as they did not have outside seating. Sweet Liberty Drinks and Supply Co. and David’s Cafe opened pop-ups at the Shelborne South Beach, offering guests the best of Miami under one roof. This was an effort to keep these small businesses alive and add a unique level experience for hotel guests and group attendees.

As part of Shelborne South Beach’s Clean with Confidence campaign, the property used cutting-edge EMist equipment to clean guest rooms and public areas, while also deploying hand sanitizers throughout the property. During the pandemic and going forward, the hotel has increased the frequency of cleaning and disinfecting public spaces, with a focus on high-touch areas, such as the counter at the front desk, elevators, door handles, public bathrooms, the fitness center and even room keys. “Upon reopening, the hotel served as a host venue for small in-person meetings in boardrooms that have enough space for attendees to social distance,” Hauri says. “Comfort and safety was and remains to be a top priority for Shelborne South Beach.”

Of course, thanks to the multitude of things to enjoy outside, Miami was welcoming meeting guests before many other cities, thanks to its year-round tropical weather and ample outdoor space for planners to work with. “Additionally, when considering Miami Beach as a destination for a meeting, it’s important to secure a location that has the outdoor space needed to bring the client’s meetings and events to life,” Stutts says. “People come to Miami for the sun, beach and the warm weather. The best way to showcase that is via an outdoor event.”

So, while live meetings came to a halt in early 2020, Miami Beach as a destination has recovered more quickly than most of the country, especially over the last eight to 10 months. Most of 2020 was minimal to nothing for meetings, but 2022 has really started off with a strong showing, and officials at the meeting venues are happy that people are returning to the city and enjoying all Miami has to offer. C&IT

DepositPhotos.com

In the midst on the ongoing pandemic, medical and pharmaceutical companies are emerging as leaders as it pertains to the modification of today’s meetings and events. The world has been watching them over the past two years of the COVID-19 pandemic to see how they handle the changing environment.

Sue Gill, founder/CEO of Your Event Solutions (YES), says the manual on meetings and events — for medical/pharma meetings, as well as other industry segments — has been completely rewritten in the last two years. “To survive, we have to keep moving forward and pivot, change [and] adapt. We have to be consultative, employ brand new thinking, and look for innovative ways to keep an audience engaged,” Gill says. “The pandemic hasn’t stopped people from wanting to attend events. We’ve seen just the opposite, with medical professionals wanting to attend events and reconnect with others more than ever.”

According to Melissa Park, global event producer at Melissa Park Events, no matter the industry, very few in-person corporate events were delivered in 2020-2021. Many companies canceled their entire portfolios, while others opted for virtual program delivery. And while some remain cautious, the vast majority of corporations, including those within the medical and pharmaceutical segment, are moving forward with hybrid programs in 2022. “This format offers the flexibility to revert to a completely virtual program relatively easily should a last-minute change be required,” Park says.

The design and implementation of COVID-19-safe event plans have added a layer of complexity and cost to medical/pharma events. “In addition, due to concern and hesitation to pull the pin and make an ‘in-person’ decision, most clients are approaching planners with a lot less lead time and looking for increased flexibility and fully refundable cancellation clauses,” Park says.

As we have recently seen with the effect new variants of COVID-19 continue to have, mandates are constantly changing, and this is likely to continue for some time. “That’s why basing location selection on any state or city based on how they are ‘currently’ managing COVID is not recommended,” Park says. “Instead, look for venues that offer outdoor options and ample meeting space. This way, you’ve got the room to get creative if new restrictions come into play.”

Within the pharmaceutical and medical industries, Emma Guo, co-founder & CEO of Offsyte Inc., has seen firsthand how organizations such as Kaiser Permanente and Molina Healthcare are really investing in virtual team-building events for company morale and engagement during virtual events. “These meeting planners are looking for events that are inclusive and fun, that employees can enjoy from the comfort of their homes, and also have a great time bonding with their co-workers,” Guo says.

Given the current state of the world, the biggest area of interest Guo sees is definitely virtual events that are inclusive, meaning anyone on the team can participate and have a good time. That also means if it’s an event that ships a kit to participants before the meeting, it needs to be shipped to all the participants in different states and sometimes even different countries. “Within the medical/pharma industries, we see companies looking for virtual events like a virtual tie-dye workshop, chocolate making, wine tasting, magic shows and murder mysteries,” Guo says. “The trend is to try different events regularly instead of doing the same activity.”

Sue Gill, founder/CEO of Your Event Solutions, says people want to meet and network more than ever. Courtesy of Your Event Solutions

As mentioned, additional focus areas for meetings and events is making sure the activities included are inclusive. Also, the event duration needs to be taken into consideration. “Most people will have Zoom fatigue after a few hours, so if you are planning a full-day event, definitely factor in break times and fun events like ice-breaker questions, coffee breaks or any fun virtual events facilitated by professionals,” Guo says. “Also, always try different events instead of doing similar activities all the time. This is also a good way to be inclusive, since everyone on the team will have different preferences for what they want to do for team building.”

According Georgie-Ann Getton, co-founder and CEO of GSD Solutions Events, a NYC-based virtual event production company, she is also seeing a surge in interest in moving medical/pharma events online as Omicron-variant infections spread. Getton helps organizations think through the rationale of moving events online, and helps them plan, promote and produce high-quality virtual events and meetings. She also hosts regular webcasts to educate her network on best practices and ideas called “Events Reimagined.” “The medical/pharma industries, in particular, have turned their events and reporting showcases virtual. These are critical, and in some cases, life-saving showcases, where they share information and data related to their medical research, studies and trials,” Getton says. “As you can imagine, professionals in the medical/pharma industries closely follow the COVID protection guidance from the [Centers for Disease Control and Prevention] CDC and take these precautions very seriously.”

The traditional large-scale medical/pharma events previously took place in conference rooms and banquet halls. Now, clients are using advanced platforms, such as Remo, Hopin and Zoom, to create elaborate conference experiences to learn and network with each other. “We have put on hundreds of virtual events using these state-of-the-art platforms, and the feedback is always very positive,” Getton says. “They give participants the ability to interact and engage online as if they were in person. While we all miss in-person meetings, being able to keep people safe is the top priority.”

Continuing Education Events for the Medical Community

Walter Ejnes, CHCP, president of the Continuing Education Company Inc., an accredited provider of continuing medical education (CME) for physicians, nurse practitioners and physicians assistants, says that at the start of the pandemic, his company switched to a virtual format for three of their conferences. But, in June 2020, they bucked the trend and went back to an in-person format and are sticking with it. “Although 2020 was a challenging year for medical conferences, we began holding in-person CME conferences as early as June of 2020. We have since held over 28 in-person CME conferences,” Ejnes says. “At first, attendance was considerably down, but we have seen our attendance numbers in 2021 bounce back to pre-COVID levels.”

For the most part, Ejnes says medical professionals are eager and excited to get back to in-person meetings. He has seen attendance at the Primary Care conferences bounce back to pre-pandemic levels, and in some cases, surpass those registration levels. As for location, Hawaii-based conferences are showing the greatest amount of interest, followed by Florida. “Despite the perceived hurdles required to travel to Hawaii during the pandemic, we have held five conferences on Maui and the Big Island [Hawaii] during the pandemic, and they have been our best-attended events,” Ejnes says. “Our Florida CME conferences have also done extremely well, with attendees excited to spend time outdoors in excellent weather.”

Walter Ejnes, CHCP, president of the Continuing Education Company Inc., says his firm hosts in-person events despite the virtual-only trend. Courtesy of Walter Ejnes

As for certain modifications being made by meeting planners, Ejnes and his team continue to be aware of the need for great flexibility when planning a medical conference due to the unpredictability of the health-care audience. As he explains, with COVID rates constantly fluctuating nationally, attendee cancellations have continued to occur due to employer-imposed travel restrictions, cutbacks in CME allowances and overall pandemic concerns. To overcome these challenges, the Continuing Education Company implemented its CME Reassurance policy, which eliminated cancellation fees and provided flexibility to registrants. “From a meeting planning perspective, we have become more conservative than before with our guarantees, and have worked closely with our hotel partners to monitor room block pickup and F&B requirements,” Ejnes says.

Now that they are back to normal attendance at their CME conferences, one of the greatest modifications has been configuring the conference seating to allow for comfortable physical distancing. In some cases, it has required the Continuing Education Company to expand to additional space within a conference ballroom. In other cases, it has caused the company to close registration early. “These are good problems to have since people are eager to return to in-person medical events,” Ejnes says. “It requires close partnership with our venue partners.”

As stated earlier, most medical meetings and events are offering virtual-only events or a hybrid model with a streaming option a result of the pandemic. However, Continuing Education Company has been livestreaming its CME conferences for the past seven years, so the company already was using a hybrid model. “There are many aspects that need to be considered by meeting planners when it comes to streaming a live event that impact internet bandwidth, equipment and space requirements, and increased costs,” Ejnes says. “This all needs to be taken into consideration when negotiating contracts.”

Focused Consistency

Debi Tracy, CMP, CH, E-RYT, senior event designer at Think Wellness NY, says where meetings and events were at one time all about the dates, the rates and the venue, now the emphasis is on if we are practicing SET (safety, efficiency, and transparency). “Thus, innovation has been in high gear in search of finding possibilities to pandemic-specific problems. The need to be more efficient in a broader way may make way for new opportunities,” Tracy says. “Safety isn’t suggested; it’s required more than ever before.”

Tracy was at a hotel last summer in upstate New York where she found empty beverage bottles in the cabinet underneath the sink. “True, they may have been out of sight, so they were missed [during cleaning]. But that made me think: What else could [the cleaning people] have missed? More disturbing was when I brought it to the attention of the front desk manager and later in emails to the hotel company, they all just brushed it off,” Tracy says. “Yet, the apples at the front desk were individually wrapped! Consistency is key.”

Tracy suggests that for in-room meetings, venues must have a strategy to promote their SET message. Otherwise, there’s no way a planner has knowledge of it, which makes it difficult to sell their client. “Once the venue commits to SET, they also have to commit to promoting, implementing and enforcing it,” Tracy says. “Protocol, as an element, is important, but communicating that plan to event professionals is vital.”

Ongoing Impacts

The pandemic has forced every organization to get out of its comfort zone and reimagine what meetings and events can look like. Going virtual can provide a great user experience and keep everyone safe. “With COVID changing so quickly, the industry has to be nimble and able to go virtual in a day’s notice,” Getton says. “Having that capability at your fingertips is paramount. It used to be ‘a nice to have’ but now it’s a ‘must have’ capability that drives results, and high levels of participation and satisfaction.”

The three areas where Park is seeing the most impact on medical/pharma events, as well as those across other segments of the meetings and events industry, include supply, cost and staffing. “Just like the shelves in every retail and grocery store, supply of just about every material needed to produce events is either non-existent or in high demand, driving costs to levels the industry has never seen,” Park says. “In addition to this, we’re now tasked with accounting for the purchase and delivery of our COVID-safe event plans, which can cost tens of thousands of dollars. Generally speaking, budgets have not increased, so knowing where and how to make every dollar work for you is more important than ever.”

Similarly, many event professionals were laid off and a large number of those have chosen not to return. “Because of this, companies are being forced to pay above-average rates to attract any interest. Teams are lean,” Park says.

Getton advises that meetings and events planners need to continue thinking about what hybrid events look like, and how to embed a high-quality virtual experience into all potential in-person events. “Virtual isn’t an afterthought, but an entire segment or track that needs to be curated and thought through the same way we think through the elements of a live event,” Getton says. “Catering, entertainment, interaction breaks and so on are all happening online now, and good planners are able to organize those hybrid gatherings successfully.”

Gill recognizes that planners need to provide a variety of solution offerings for medical/pharma meetings. “Correct protocol, testing and lowered attendance numbers are good starting points, but beyond that, we need to be working as a trilogy of partners,” Gill says. “Destinations [hotels and conference venues], event planning agencies and clients need to help each other to ensure they are actively involved in the health and safety of everyone involved.”

Getton adds that at the rate at which companies are evolving and new technologies are introduced, the only way to keep up is having staff on-site or working with trusted partners that are always thinking of how to bring more innovations to the virtual environment for medical/pharma meetings, as well as those within other industry segments. “We spend a lot of time focusing on discovery and learning about what’s now and what’s next,” Getton says. “Virtual events aren’t going anywhere; it’s our job to evolve with our world to bring an amazing user experience to every event — online, in person or a combination of both.” C&IT