On Sunday (July 25) MPI (Meeting Professionals International) WEC Attendees were treated to an amazing presentation by John Furlong, CEO of the Vancouver Organizing Committee, 2010 Olympic and Paralympic Winter Games.  I  watched the archived recorded version of this Opening General Session, as there were technical challenges with the live-streamed version.

Mr Furlong’s speech was delivered with as much conviction as any I have ever witnessed, and more than most.  After viewing screenshots of the audience I am convinced this extraordinary individual captured the undivided attention of MPI’s entire audience.  His vivid portrayal of the challenging planning events leading to this historically, successful Winter Olympics, was both heartwarming and inspirational.

It’s clear, from Furlong’s presentation, that VANOC (Vancouver Organizing Committee) experienced many pain points along the way, in their quest to deliver what may be historically referred to as the “best Winter Olympic Games ever.”  Among the most significant of the challenges:

• The accidental death of a luge athlete on Day 1 of the games — a setback of enormous proportions, requiring the entire Olympics staff to regroup and re-focus on the event.
• “100-year weather conditions” – necessitating that Olympics staff drive trucks for 100KM to load snow onto trucks, and then carry it back to the games site.  Men and Women slept on the mountain, day after day, to make this happen.

Through extraordinary adversity the people of Canada unified themselves, with courage and determination, to bring this event successfully across the finish line.  In my estimation there is no question they accomplished that.  What do you think?

“Our goal was not to have people turn on their television sets and view extraordinary images and watch athletes win gold, silver and bronze medals, but to touch the very soul of our country… To take the Olympic spirit and walk it through the front door of every home … To have it spoken about at the kitchen table … To touch every life so that at the end every Canadian could say these Olympic games were the one thing we did as a country that we all have in common with each other.” – John Furlong, CEO, Vancouver Organizing Committee, 2010 Olympic and Paralympic Winter Games

Canada Has a Compelling Vision

So what are the learning lessons from this experience?  The answer is not complicated, in fact it’s pretty simple.  The Canadians had a compelling vision… they believed profoundly in what they were doing.  They were determined to go flat out, with a spirit of relentlessness, every single day, because they saw a higher purpose to their mission.

Olympics Volunteer

Anchoring that vision was a very important set of unifying values, developed by the Olympics Leadership team, early in the planning process.  Every blue jacket (volunteer) working on the Olympics project embraced this code, with pride.  It became the moral compass by which they navigated through challenges.

5 Unifying Values

Teamwork – Put a champion in every role … talented people that like to work with others, in teams.  These people refuse to quit and will do what they must do to get the job done.  The success of the games depends on  it.

Culture of Trust – Must make people  feel they are trusted.  They must also be trustworthy.  The goal is to instill a spirit of believing in one another across the organization.

Excellence – Strive to raise the bar, settle for nothing less than perfection in every aspect of the project.

Creative – Looking back what will have been the magic, the innovations, the new things that leave a gasping legacy.  The goal is to generate a sense of awe in everyone experiencing the games.

Sustainability – Do the right thing every time, no matter what, whether standing in front of a camera or behind it.  The calling, whether it’s the environment, new jobs, youth, or sport is to leave a very positive human legacy behind.

“To the men and women in the blue jackets, you are the undisputed heroes of these Games. The class of 2010.” — John Furlong, Olympic Closing Ceremony Speech (February 28, 2010)

Do you see how the strategy used for executing this amazing event could be applied to your organization’s events? What would be your compelling vision? What values would make up your moral compass? Interesting questions indeed … would love to see your thoughts!

This morning I am getting fired up to attend the MPI WEC 2010 Conference, in Vancouver, BC.  I’m already dressed, had my coffee and breakfast, and I’m hanging … um … in the MPI Networking Lounge.  So, if you are an MPI attendee, you may be wondering where that is?  Funny, it’s not listed in the program guide??  <Grins> … That’s cuz I am standing in MPI’s cleverly-created Virtual world.

Hanging out at the MPI Networking Lounge

You see, I am attending as an Avatar.  MPI has created a Virtual Conference Center by which remote attendees can network with one another, and participate in WEC General Sessions.  This is just one of many experiments by the MPI team to extend the technology reach and functionality of their conferences.  I am pretty excited about it.

If you are familiar with Second Life, the most well known and successful virtual world out there, the look and feel of this virtual facility is very similar, yet more simplified.  Many people who have tried out Second Life become intimidated by it’s complexity.  Conversely, this virtual world is very user friendly.

MPI workshop area

The creators are Fusion Productions, the folks that are bringing MPI attendees the General Session stage-set and audio visual support.

So here is a recap of what is being offered:

• (3) Three Virtual areas including Networking Lounge, Conference Room and Workshop area.
• Choice of (10) Avitar styles/looks
• (8) Eight Gestures and (8) mood choices
• Voice enabled (requires headset and microphone)
• Separate window within virtual platform for webcast viewing with Twitter Feed
• Typed Chat interface
• Media window showing slides and other media used during sessions.

As you may be aware MPI is offering a live video webcast of their (2) two General Sessions, first on Sunday from 10am to 11:30am and then again on Tuesday, from 8:30am to 10:00am, both PDT.  For more information on the sessions please visit the MPI WEC website.  The Virtual Conference center is open throughout the conference.  There is no charge for it’s use and it is really very easy to set yourself up with an avitar.  Click here to get started.

MPI Conference Room

I hope to see you at the MPI Virtual conference center over the next few days!  Check it out, it will be worth your time. And… don’t forget to share your opinions via the comments section of this blog.

Most business people passionate about Social Media are trying to figure out how to help lead their organizations into this realm.   I am one of those people.  How bout you?  I have discovered, over the past several months,  this process is easier said than done.

For me, and perhaps you, the picture is crystal clear.  Our world has changed… markedly.  The great recession did that.  The emergence of Web 2.0 technology certainly was a major factor.  Most importantly we, as consumers and business people, have changed the way we think about interacting with one another.

Customers are clear about their expectations.  They want social business partners that are tech-savvy, collaborative, strategic, and open communicators.  And… the conversation takes place on the Social Web.

A social business is an organization designed consciously around sociality and social tools, as a response to a changed world and the emergence of the social web.  –Wikipedia

In order for a company to effectively transition to a social culture, there must be C-Level executive buy-in.   In many cases that is not happening.  Without top leadership support, it is nearly impossible to deploy an effective social business strategy across an entire enterprise.  Instead it shows up in pockets led by “maverick” or “rogue” social enthusiasts.  Confusion regarding management expectations may eventually lead to abandonment, or  non-interest, in the strategy altogether.

Board Room Vs. The Trenches

It’s fair to say that what happens in a board room is distinctly different than what the rest of us experience in the trenches.  Think about it… upper executives are charged with the responsibility of catering to Boards, Holding companies, and Stockholders.  Their priorities are different than ours.  Even, with the “New Normal” of doing business that hasn’t changed.

Middle Managers, on the other hand, already at least embrace the basics of a business 2.0 culture.  They understand the importance of it, as they stand alongside their team members, interacting with customers every single day.

So what’s the solution?  How do we get everyone on to the same page?  How do we align the demands of owners, stockholders and holding companies with customer expectations.  I have some thoughts on this.

A Social Seat at the Table

What better way to resolve the “disconnect” than to create a C-Level position that will focus on leading a company into the social realm.   Recently I met a guy, Scott Koslosky,  who by all accounts would qualify for a position of this nature.  Interestingly Scott, a former CEO of three start-up companies is no stranger to the boardroom. He is also a social technology guru and frequently speaks at events on the subject.

“Interesting that some of the larger brands are starting to interview for the position of Chief Social Officer. I would love that job!” –Scott Koslosky, Twitter, July 23, 2010

That’s pretty interesting!  In fact, I think it would be pivotal, in most businesses, to establish a position of this nature.  Having a C-Level Executive in place who not only speaks the language of the boardroom, but is savvy and passionate about social business, might just be the medicine needed to propel an effective social business strategy forward, for most organizations.

What do you think?  How is your organization’s social business strategy evolving?  Or is it?  Look forward to hearing from you.

As you may know I have published several articles discussing Hybrid events.  For those of you new to the conversation a hybrid event is one in which virtual, or remote attendees interact with face to face attendees, utilizing some form of social technology.

Most often, in the hybrid meeting scenario, remote attendees watch a live video webcast of a keynote address, or an education session, in some sort of convention, or conference setting.  To further engage the audience event organizers usually provide a back channel for conversation, in an application such as Twitter.  Over the past 18 months or so, many organizations have been introducing hybrid elements into their meetings and conferences.

A New Breed of Hybrid Events

I’m one of those guys that gets really “amped” when I encounter something new, and innovative.  This week, thanks to a company called The Expo Group (TEG) I had the distinct pleasure of attending a new breed of Hybrid Events, at the TS² Show (Total Solutions Marketing), in Boston, MA.  What distinguished this one from others, , was it’s location in the middle of a trade-show environment, in an exhibit booth, rather than a meeting room.  How cool is that?

Tagged as the “InZone Lounge and Networking Center” this area was designed, by TEG, to create a fun, innovative space on the show floor where all TS² on-site and virtual attendees could gather and interact with exhibitors, sponsors, speakers and press.  Their featured event, called  “Continuing the Conversation” was a series of 15 minute “talk show” style interviews with Social Media Thought Leaders, over a two-day period. (July 14 & 15)

A Hybrid Home Run!

I watched all but one of the interview segments on Wednesday, July 14.  Unfortunately I was not able to participate on Thursday, due to other business commitments.  In my opinion TEG hit a trade-show “home-run” with this event.  It was flawlessly executed.  I believe the following contributed to their success:

Great Vendor Partners — At every level the quality of this event was first class.  As an attendee, I enjoyed every moment of this experience.  TEG clearly selected the right vendors for the job.

Interviews were sharp, crisp, energetic, engaging and personable — Emilie Barta, as the event host/anchor, was outstanding.  If you have not met this gifted events business professional, or seen her work, you need to!

Emilie is one of those people (unlike me) that makes the camera look good.  Her video presence lights up a room, and she knows just how to capture and keep a viewer’s attention, whether virtual or face2face..  Equally important, Emilie also makes interviewees feel at ease.  Thus the total experience flows smoothly.

Great Webcast Platform — Over the past year I have often been frustrated with certain aspects of many other webcasts I’ve seen.  Digitell, the webcast provider for this event, really has one of the best webcast platforms I’ve seen.  The video window is fully functional, and I especially liked the chat portal.

Since No slide decks were utilized I can not vouch for that piece, but I am guessing Digitell does a nice job with that component, when needed, as well.  My only criticism was that, in the Twitter window, I was not able to post tweets.  I still had to access an outside Twitter client to do that.

Great audio/video quality and coverage — pretty much “high definition” quality audio/video for these webcast events made them a pleasure to watch/hear.  The Camera technician was “on the spot” with following the coverage of the interviews, including audience participation.

For more information regarding the content presented at the “Continuing the Conversation” event I would recommend reading Midori Connolly’s blog post.  Midori, the owner and chief AV girl, for Pulse Staging & Events, was one of the thought leaders interviewed by Emilie at the “InZone.”

Question:  What types of Hybrid events are you coming across in your event travels?  What do you believe works well?  What do you think of the scenario recapped in this article?

Do you ever wonder why some people are selected to (or choose to) work in customer-facing positions?  I do.  I believe businesses could do a much better job of choosing their employees… To make sure they have the “right people in the right seats on their bus,” so to speak.  Alas, life is not that simple. (sigh)

The problem is sometimes people working in service businesses get so wrapped up in following instructions, or completing the task at hand, that they forget about the most important part, the customer experience.  It happens all the time, especially in a society where speed seems to take precedence over everything else.

A Service Dilemma Illustrated

A couple of weeks ago I attended a conference at a historic, beautiful hotel.  By all accounts the hotel did a great job of accommodating our group, consisting primarily of meeting and event professionals.  For the hotel, this was no easy feat, given our chosen line of work, as we are probably some of the most critical business people around, when it comes to service expectations.

I noticed, over the 4 days of the meeting, the hotel was always very much on top of their game.  They efficiently and quickly refreshed our meeting rooms, replenished coffee breaks, and promptly attended to our catered meal functions.  In fact, the banquet staff was so eager to provide service that at times it became annoying.

At one lunch the waiters (they worked in teams) at our table relentlessly picked up food items from our place settings, before we could even finish eating them, without asking us for permission.  Trust me, that is a quick way to ruin a good meal.  Finally, unable to contain myself any longer, I lost my patience.

With a sudden verbal expression of frustration I stopped them dead in their tracks.  I even surprised myself, for a moment, at my outburst.  Interestingly,  I later learned most everyone else at the table felt the same way I did, but had just been hesitant to say anything.

In hindsight, these waiters were clearly under pressure to meet a deadline, as communicated by someone in hotel management.   I would imagine (not a fact, only speculation) the conference organizer requested expedited banquet service to keep the conference program on schedule.  The wait staff followed instructions, some of them abandoning, in all the stress, the other important aspects of a service experience.

So, what customer service lessons can be learned from this story?

Customer Service is a Art

Great customer service does not come easily.  There is an art to delivering an awesome service experience, regardless of what business you are in.  Here are some thoughts on how to get there:

Pay attention To Your Customer — First and foremost tune in to them.  Seek to understand their needs and demonstrate to them, through your actions, that you do.  Prompt service, without attention to overall needs, is downright foolish.

Care Like You Mean It — In order to deliver exceptional service, you must first truly be interested in providing it.  Delivering service in a robotic, drone-like manner is not engaging, and won’t be appreciated.  If you don’t care about the quality of the experience, customers will notice that, and you will lose them.

Show Some Artistic Flair– Find unique ways to show customers they are special.  Intuitive remarks, extra touches (such as personal note-cards), and sincere compliments show you care, and they will appreciate you for it.  It will distinguish you from other suppliers, and make their service experience memorable.

Have Some Fun, Enjoy Your Job — Don’t take what you do so seriously that you can’t relax, enjoy people around you, and laugh a little.  Smiles and Humorous comments are infectious, and people do love them.  Take time to savor the experience, and your customers will too.  It will make your day go a lot smoother!

Question:  What are you doing to raise your game, with your customers?  What are some of the most effective personal touches you have used to connect with them?  What did I miss in this article?  Please share with us!

Have you read about the latest “high profile” career to hit the skids … none other than General Stanley A. McChrystal, commander of U.S. and NATO Coalition Forces in Afghanistan.  In short, McChrystal made some inflammatory public remarks this past week, regarding some top Obama administration officials. (including President Obama himself)  This blunder ultimately  “was the final nail in the coffin” ending his tenure as a high ranking military official.

Originally picked up by Michael Hastings, of Rolling Stone Magazine the story was leaked to the associated press on Monday and spread across the Internet like wildfire.  Of course President Obama learned about it almost immediately.  The Snarky General (McChrystal) was summoned back to Washington, by Mr. Obama,  yesterday, (June 23) and was promptly dismissed from his command.

The irony of the situation is, the original Rolling Stone article does not actually hit U.S. printed magazine newsstands until Friday, June 24, where it will now be “old news.”  An online version of the same article is available at the Rolling Stone website.

This incident is a case study of how tightly connected our online world has become, and to the startling power and speed of Social Technology.  It also underscores that no matter who a person is, or what their position or social standing is, their reputation and credibility can be influenced (bad or good) quickly by information shared through social networks.

Social Communities Are Your Brand’s Greatest Advocate

So what does this mean to us, as individuals, and to the organizations/brands we represent?  Here are some thoughts:

Social Technology is Blind to Titles — Without question the power of communities is stronger than any individual.  So, whether you are a company CEO, or an entry level employee, don’t think for a minute that you don’t have to play by the same reputation rules as everyone else. Titles don’t matter in social networking channels.

Choose Your Words/Actions Carefully — When you say or do something publicly you can automatically expect it will become common knowledge in your community.  In fact, since your followers most likely have followers that you don’t have, the news will travel outside of your immediate circle of influence.  That is the reality of Social technology.

Sleep On It — This is old advice with a new meaning.  We’ve all heard our parents, bosses and friends tell us “when you are upset about something sleep on it.  Let it simmer for a while… process it and then respond calmly.”  In today’s network this is absolutely true.  If you react angrily to someone through social channels it is like a cancer.  Your credibility and reputation is damaged, and you lose followers.  Quickly.

Monitor Your Reputation — In this new Social Economy, your personal brand is your most important asset.  It takes a lot of hard work, sweat and tears to build a great reputation.  So, being clearly aware of what other’s perceptions are of you, is paramount to maintaining it. There are many ways to do this.  Google Alerts, and Twitter Searches are two great ways to track what the world is saying about you.

In the opinion of many Social technology gurus, reputation management is going to be a top focus of web 2.0 application developers in the near future.  Already there is technology that has been introduced that focuses exclusively on this subject.  One such tool is an application called “Unvarnished,” which is currently in beta testing stages. Think of it as “Yelp for Individuals.”

Unvarnished Accounts are being offered on an invitation basis only.  A workaround is, if you know someone that has an account, ask them to invite you to review them.  Once you respond that will get you a membership to the site.  Check it out!  In fact feel free to contact me, and I will send you an invitation.

My friends, your social communities should become your greatest allies.  If they are not, then you have some work to do.  One thing is for certain, they are going to talk about you, one way or the other.

Question:  How do you see the world of Reputation Management shaping up?  What advice would you share with your friends and colleagues how to grow and protect their brand?  Do tell!

I am continuously amazed at how we, as event professionals, keep trying to do the same things (that repeatedly don’t work) over and over, expecting a different result?!?  Some people would (and do) call that insanity!

I am as guilty of this mistake as the next person, as I have made my share of ‘repeat errors.’  This past week I was witness of, and party to one such blunder,  at the PCMA Education Conference.  For context I was the Conference Co-Chair (along with Bob Hancock)  So, I accept ownership of the programming decision, which led to the less than positive experience I am about to share with you.

First some great news …  Based upon the feedback received the conference was very successful overall.  The one thorn in an otherwise very rosy experience was Tuesday afternoon’s General Session, an Industry Panel Discussion. All I can say is “What were we thinking?”

Up until this event occurred the conference energy level and enthusiasm had been very high.  That all changed in a matter of minutes, as this session put nearly the entire audience (myself included) to sleep. The experience was especially painful for our remote/virtual attendees.

So why was it a mistake to do a panel discussion?  What went wrong?  What could have been done differently?  Let’s take an objective look at these questions.

The “Pain Points”

Scheduling — we scheduled this panel discussion as the last session for Day Three of the conference.  Everyone was tired, from two nights of late night wining and dining, and two intense days of program content.  That morning we featured a fantastic speaker, Scott Koslosky, who was both engaging and entertaining.  We may have been better served to flip flop (reverse) the scheduling of these two general sessions.

Poor Topic Choice — Our topic for the panel was “The New Normal of Business.” Several months ago this was a hot topic, but it has been addressed repeatedly, at numerous conferences this year, and now has become an overused cliche.  We received many comments from attendees expressing their disdain with this topic.

Why Most Panel Discussions Fail

Talking Heads — Seemingly, most panel discussions fall short of their intended impact for one simple fact … they don’t engage audiences.  Yes, there are usually sporadic opportunities for the audience to ask questions, or share comments.  However most of the time, during the session, is spent with attendees quietly listening to panel members share their thoughts. That is not energizing.

Not Optimal Learning Conditions — This is the core problem with panel discussions.  The human brain is not wired to sit quietly for long periods of time, without some stimuli.  So, in the absence of stimuli, the brain shuts down and people become disengaged.  A really good book on this subject is called “Brain Rules” by Dr. John Medina.  I would highly recommend it to anyone interested in the brain and its relationship to learning concepts.

For the record this panel was comprised of very credible, knowledgeable business people, with strong experience.  They were led by a moderator with a proven track record in that role.  I do not blame them one bit for this situation.  They delivered what we asked them to, and that was the real mistake.  Nuff Said!

Question:  Have you encountered a situation where a panel discussion was highly effective?  What, in your opinion, made that situation work?  If you attended the session referenced in this article, how did it resonate with you?

On Friday I arrived in Montreal for the 2010 PCMA Education Conference (PCMAEC).  The event, which takes place at the Fairmont Queen Elizabeth Hotel,  does not actually kickoff until today, so, in the interim, I have been  getting better  acquainted with Montreal and its wonderful culture.  What a wonderful city!

I have been honored with the opportunity of being co-chair (along with Bob Hancock) of the conference committee for PCMAEC.  To say the least, it has been a rewarding experience.  So what have been the high points?

New Conference Content Model Emerges

The Conference Committee and PCMA staff met in early January, during the PCMA Annual Meeting to establish our collective vision for this event.  Together we agreed the 2010 PCMAEC would embody a spirit of collaboration and experimental event design.  Here’s a recap of what has changed:

Birth of Peer to Peer Sessions — We decided to replace traditional “lecture-based” and “panel-based” concurrent education sessions with facilitated interactive “peer to peer” discussions.

Socially Developed (Attendee-Influenced) Content — Our strategy was to engage members in the idea generation for the session topics.  So we surveyed them through social media and email channels.  There was a terrific response.  Many of the actual peer to peer sessions scheduled for this conference were born out of that process.

“Unconference Style“ Peer to Peer Session — One alternative session was added for Tuesday, where the actual content will be determined at the start, by the participants.  I am facilitating that event and look forward to the thoughts and solutions generated from it.

The Big Exchange — On Wednesday morning the entire group will convene in a session where we will collectively share the takeaways, with one another, from all the peer to peer sessions.

Social Media — Webcasts and Twitter Hash Tag

General Sessions — Over the three days of the conference there will be five awesome General Sessions.  Each will be featured in live video webcasts available complimentary to all industry professionals.  To preview and sign up for these sessions please click here.

Twitter — The official Hashtag for the conference is #PCMAEC.  A Twitter moderator will be assigned to each session and will monitor questions/comments from the remote audience.  Please join the online conversation in the back channel!

The ‘A’ Team

I have been blessed to partner with some really terrific people throughout this project.  Special thanks go out to the following individuals:

PCMA Staff — True Professionals — The PCMA staff including Deborah Sexton, John Potterton, Kelly Peacy, Mandi Kasper, Lorena Fuentes, Brad Lewis, Mary Reynolds Kane, and Maggie Endres have all been stellar colleagues in this venture.

My Partner and Co-Chair, Bob Hancock — Bob is one of the kindest, most generous people you will ever meet.  Throughout the last six months I have enjoyed every moment of working with him.
The Conference Committee — There are some exceptional, talented people whom have served on this committee.  This event would not be possible without their dedication and solid work.

So now the conference begins.  The pre-work is done, a record 370+ people are registered, and the rest is up to our attendees, presenters, and facilitators.

I look forward to seeing many of you at the Fairmont Queen Elizabeth!  At the very least, if you are not attending this event face to face, then please register for the webcasts and join the interaction.  It will be an outstanding event!

Have you ever wondered why those young guys wear the baggy pants?  You know who I mean…. the dudes that wear their baseball hats backwards, with over sized t-shirts, and shorts that are 3-4 sizes too large, with their boxers hanging out.  What’s the point of it?  What are they thinking?

Believe it or not there is a method to that fashion madness.  Skateboarders first developed that style (baggy pants) years ago so they could wear knee-pads under their clothes.  It was their way of managing the ‘fear’ or ‘risk’ that goes along with the extreme sport of skateboarding.

In reality the majority of people wearing baggy pants aren’t skateboarders at all.  According to Steve Farber,”They’re called ‘posers‘; they want you to think they’re risk takers, and real skaters can’t stand them.”

Extreme Leader or Poser?

That scenario can be played out in an analogy, to describe the world of leadership.  Mr. Farber, in  his book, “The Radical Leap:  A Personal Lesson in Extreme Leadership” asserts that, in business, calling yourself a leader, or wearing a title that implies it, doesn’t mean “squat.”

“People who wear ‘leader’ as a label without putting themselves wholeheartedly into the act of leading are just like fashion hounds — they’re the posers of the business world.” – Steve Farber

I have quickly become a “Farber Fan,” as his books and presentations contain powerful, relevant messages, that are easy to read, and understand.  For more information about Steve please visit his website, or feel free to review an article I published earlier this month, about him.

The OS!M (Oh Shit! Moment)

A common mistake made by many (wannabe) business leaders is in their belief they should be viewed as invincible.  In reality, the opposite is true, as human beings, by nature, follow other human beings, not “idealized icons of unattainable perfection.”

The path to Extreme leadership is paved with having the heart to take on risk, embrace the fear of the moment, and allow ourselves to grow.  Farber calls this the “Oh Shit! Moment (OS!M).  When you share your OS!M’s publicly, for everyone to see, you send a message that says we should all be doing this.”

Ironically, while the action of transparently sharing your moment of fear feigns weakness, it actually demonstrates your resolve, as a leader, to courageously do what is right for the business, its customers, and its employees.  That, my friends, will go a long way towards building your reputation, as a person that “walks the talk.”

When people see, by your actions, you are a person of integrity, with a human side, they will be drawn to you.  Your messaging becomes believable.  In fact, it’s contagious!

Motivated by Love

So why should extreme leaders care?  Really, it could be a variety of reasons, but above all things it is rooted in love.

“If I love who we are , and if  I love what we can be, then I’ll love the process of how we get there.  And in order to make it all happen, I will act boldly and courageously and I will, at times, fail magnificently.  But my love demands that I try.  Demands it.”  — William G. Maritime (fictional character depicted by Steve Farber)

It is this passion, or love of our business, the people we work with, and our customers, that energizes us to care like we mean it!  How we “walk through the fire,” navigate through fear, or embrace those OS!M’s is largely determined by our core love for what we do.

When I finished reading Steve’s book, this morning, I have to admit it left me feeling a little bit unsettled.  In fact, I feel downright challenged.  I can no longer accept anything but full commitment from myself, into everything I do.  To settle for anything less than that, is a dis-service to myself, and to everyone around me.

Question:  Are you a ‘Poser’ or are you the real deal… an Extreme Leader?  How have you learned to walk through the fire?  How are you changing the World?  Love to hear your thoughts!

I recently read an article published by MeetingsNet entitled “Why Choose an All-Inclusive for Your Meeting?”  Jean LaCorte, the author, raised some interesting points in favor of purchasing events this way.

For clarity, an all-inclusive plan is one employed by a venue (usually a hotel), in which customers pay room, tax, gratuities, and food and beverage included in one package price, on a per person basis.  There are variations to this methodology, at some facilities, and other services and products, such as audio visual, in-room amenities or recreation,  may be bundled into the package.  Most commonly Conference Centers utilize this business model.

The premise of the aforementioned article is “Variety and cost-effectiveness are the two main reasons” for opting to use this type of plan.  While I agree that an all-inclusive package typically offers budgeting convenience, and variety with food and beverage selections, I don’t necessarily agree that it is cost-effective.  Here’s why…

The Challenge

In the realm of hotel food and beverage, the profit margin is usually very narrow, usually somewhere in the neighborhood of 20-25%.  Hotelier friends, am I on track with that statistic?

To offer food variety, means the facility has to purchase, hold in inventory, and potentially prepare a broader selection of items, resulting in higher food and beverage costs.  Secondly, with buffets, there is less portion control, so more food must be prepared and put out to maintain the integrity of the customer experience.  So, as with any good business, the pricing for delivering these goods and services must be developed in consideration of these factors, in order to meet profitability goals.

The Upside and the Downside

From my perspective here’s a quick look at the basic upside and downside of “all-inclusive” style packaging:

In my experience, as an event professional, all-inclusive pricing is  only an economical option if all attendees use all or a majority of the services bundled into the package.  With many events, it does not play out that way, particularly with food and beverage.

My comments in this article are absolutely not intended to alienate, or diminish the value of “all-inclusive” packaged facilities.  In fact some of the finest meeting and conference venues operate successfully, using this business model.  I believe what is most important is to match up an event to a facility that meets its historical needs and personality.

If quality is your event’s primary objective, and you have limited event management staff, and ample financial resources, then all-inclusive priced facilities may be the best solution for your situation.  If your meeting has a history of low attendance at meals, and your organization is operating on a tight budget, then it may be wise to consider alternatives.  Make sense?

Question:  How do you perceive your event fits into this scenario?  What factors do you consider?  Have I missed something in this article?  Please add your thoughts!