We hope everyone had a healthy and mentally productive holiday break! We're back at it for the new year, and are finishing up the list of Live Spark's The Seven Truths About Events (that you may not want to know). This time, focusing on Truth #5.
Truth #5: All events will produce an outcome--but it might not be the outcome that you want.
If you don’t set explicit objectives for your event and then align every aspect towards achieving those objectives, you messages may be disparate and lost – and even downright confusing. Without having every presenter--every meeting element--in line with the predetermined outcomes, radically different conclusions may be drawn from the audience.
An example of mis-aligned event elements would be playing, "Rainy Days and Mondays Always Get Me Down" as walk-out music for a break immediately after the CEO's upbeat call-to-action and company vision. It doesn't exactly project a musical vote of confidence, does it?
But this is a superficial example. What if the marketing team is telling a sales force that it's important to gather existing customer data utilizing their pre-existing relationships, and the VP of sales is telling them to be proactive in seeking out new leads. These messages are not exactly mutually exclusive, but they could be seen that way if not tied together properly.
Here are ways to keep your outcomes in the forefront of your mind and, thus, into the minds of your audience:
1. Set outcomes for the event, and have each presenter align their outcomes to the main goals of the event. If it doesn’t fit—you must not present it.
Often times, presenters will come up with content based on what's important to them--not what's important to the meeting or the audience. This is not a fault or a surprise, for when one spends their entire working life in their department, executing their objectives it can be hard to see where they fit into the big picture or difficult to acknowledge that those objectives might not be front-of-mind relevant to the audience.
We also see a lot of departments justifying their work throughout the year--which would be fine if they were presenting to the board, or relevant upper management. It might not be fine considering the audience at hand.
Having a specific set of outcomes and requiring presenters to adhere to them can eliminate some of this extraneous content, and keep the event sharply focused.
2. Make sure outcomes are SMART: specific, measurable, attainable, realistic and timely.
There's a trick to setting event outcomes. When we ask some of our clients what the outcome is for their event, often times we'll get the response: "Well, to get everyone together." Which is a great thing, but not something that can be acted on and carried out after the event.
Outcomes should be specific: Do you want the audience to gain knowledge of new product XYZ? To feel a cohesive sense of team that will carry on to their job performance after the event? Don't be afraid to narrow outcomes.
Outcomes should be measurable: Increasing knowledge of a new product will do what? Will it help the audience sell more of widget x? How much more?
Outcomes should be attainable: Setting the outcome for all audience members to have absolute knowledge of all new products immediately after the event might not be attainable.
Outcomes should be realistic: Events are a great vehicle for producing outcomes (or they can be, if done right), but one event is not going to radically change the job performance of the entire company without adequate follow-up. Be careful of setting unrealistic goals for a 2-5 day event.
Outcomes should be timely: If a new product is not being released till next year and cannot be sold till then, the outcome of knowing and selling the intricacies of the new product is not timly, because the audience cannot use that outcome right away after the event. An outcome of generating excitement for a new product so they can start communicating that it's coming to their customers might be a more timely goal.
3. Have a clear idea of what you want your audience to do after an event—and make it a pointed call to action.
A meeting can only do so much. Have an action plan set up after the event to follow through with audience members--reinforcing the outcomes and leading to execution.