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"I realized this morning that your event content is the only event-related 'stuff' I still read. I think that's because it's not about events, but about the coming together of people to exchange ideas and learn from one another and that's valuable information for anyone." — Traci Browne

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You're in the right place for the latest posts on conference design, facilitation, peer conferences, associations, consulting, and stories like being trapped in an elevator with a Novel Prize winner.

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Giving people permission to connect

How can we give people permission to connect?permission to connect: a black-and-white photograph of bus passengers. Photo attribution: Flickr user seattlemunicipalarchives

On the bus

Sitting on the chartered hotel bus on the first day of the conference, I noticed something. I was presenting at EIBTM: a huge hosted buyer tradeshow, held in Barcelona every year with the principal purpose of acting as a matchmaking service between venues and meeting planners. At EIBTM, making connections is why people come, spending hundreds of millions of dollars and over a thousand person-years in the process.

The bus was full of event industry professionals. Yet hardly anyone on my bus was talking to anyone else.

When I got on the bus, I sat next to a woman about my age and said good morning. From the tone of her reply, she was clearly not interested in talking to me. As the bus crawled through morning traffic, I thought about the opportunity I was squandering. And I seriously considered inviting everyone to introduce themselves to their seatmates.

<stands up>
“Good morning everyone! I’m Adrian Segar. I’d like to invite all of you to introduce yourselves to the person sitting in the seat next to you. And the people sitting across the aisle too, if you like.”
<sits down>

I would have been just a crazy American doing something a little weird—something that doesn’t bother me much these days.

I was tempted to do this.

But I didn’t.

Can we talk?

We are often victims of our social conventions. Sure, some of the people on the bus, including my seatmate, may well have had good reasons for not wanting to chat. And, yes, most of us don’t want every stranger who sits next to us on our travels to engage us in conversation. But we were not on public transport. Every person on my bus that day was being paid, one way or another, to meet with each other. Yet here we were, sitting together and ignoring our neighbors.

I bet that if I had bobbed up that morning and given my little speech, many of the people on the bus would have grinned sheepishly and introduced themselves to their neighbors—and some of them would have discovered they had things of value to share. Perhaps people would have exchanged business cards; perhaps they’d schedule follow-up meetings.

Environment affects behavior

Interestingly, at the trade show itself, people acted differently. Empty seating was hard to find during the hosted buyer meals and I had to share tables with strangers. Each time, everyone introduced themselves right away and exchanged interesting information and business cards. Same people, different behavior!

Give people permission to connect

We are all social animals under the right circumstances. Given the increasing importance of incorporating participation and connection into conferences, we must get better at giving people ways to connect that make it more comfortable to meet and engage new peers. Just being a good host—explicitly giving people the opportunity and permission to introduce themselves to each other is often all that’s needed. This may seem hokey, but it’s effective. I’m sure you can think of occasions where a small ritual like this would have made it easier for you to meet people.

Giving ourselves permission to act

I’m sorry I didn’t perform my little introduction that day. If I’m at EIBTM again under similar circumstances, I’m going to do it. (I’ll let you know what happens.) And if you find yourself in a situation where you’re able to host connection, take a deep breath, Say Yes, and do it! I think you’ll like the results–and some of the people you invite to connect will too.

Photo attribution: Flickr user seattlemunicipalarchives

The moment when you know

moment when you know: photograph of a bearded man looking into the camera. Photo attribution: Flickr user zilverbat.Sometimes you meet someone again, perhaps someone you haven’t seen for a long time, and you connect through the eyes and you both know, in that moment, the love you have for each other. The love may be buried deep in one of you. Hidden under hard, seemingly impenetrable layers that have built up over the years. The moment is only a flicker and it’s gone—buried again. But in that moment you know.

Remember it.

Treasure it.

Photo attribution: Flickr user zilverbat

Creating a Good Conference Impression: Ways to Welcome Attendees

ways to welcome attendees: photograph of welcoming women at the Women Deliver Conference“Ways to Welcome Attendees” guest post by Aileen Pablo

If you’ve ever been involved in the organization of a conference, then you know how much work it can be. From finding the right speakers and hiring competent staff to securing a suitable venue and working out smaller details like meal plans and schedules, the to-do list can be endless.

One of the most important characteristics of a successful conference, however, is ensuring that your attendees leave feeling like it was time well spent. The best way to achieve this is to make them feel welcome, put them at ease, and most of all, keep them engaged and entertained.

Here are a few tips on ways to welcome attendees—making your upcoming conference a memorable event for all who attend:

Work closely with your speakers

Even if you are just the organizer, it is important to work together with your speakers to ensure that you will be providing the audience with real value and to prepare the speakers for what they can expect from their part in the event.

Let them know what sort of audience they will be dealing with, and make sure they are aware of the specific topic and direction that you want your conference to take. Don’t just invite speakers and give them a vague topic to work with, as this could lead to misunderstandings or dissatisfaction on the part of your audience.

Take the time to review their presentations, slides, and anything else they plan to cover during the conference. If you feel the presentation will be off-topic or possibly even boring, you could suggest a few different angles or introduce visual aids that might spice things up.

Encourage audience participation

The last thing you want is for your attendees to be yawning in their seats or watching the clock. To keep your audience engaged, it is important to find ways to keep them on their toes and have them actively participate with the speakers.

Ask questions from the very beginning so that you can get a feel for what the audience is hoping to hear about, and encourage people to speak up with ideas or join in with a discussion.

If you can get people involved early on, they won’t feel as nervous about speaking up or asking questions later on, which will ultimately make your conference more productive.

Schedule plenty of breaks

People’s attention span is only so long, and no matter how interesting your topic or speakers are, interest will start to wane if they have to sit on a hard chair for hours on end.

It is advisable to schedule short breaks at least every two hours. This gives attendees time to stretch, use the bathroom, freshen up, get coffee and a snack, and generally recharge their batteries so that they can give the next two hours their full attention.

Some organizers feel that in order to make the most of their time and give attendees what they came for, they need to fit as much information into as short a period of time as possible.

Unfortunately, however, this leaves people tired and spaced out, looking forward to the end of the conference so they can get home and relax. By scheduling sufficient breaks, you are actually helping your audience get more out of the whole event.

Have question-and-answer sessions

It is important to open things up to the audience at some point during the conference and hear what questions or opinions they would like to voice.

The person hosting sessions should be able to keep the conversation going and get as many people as possible involved.

Don’t give abrupt “Yes” or “No” answers that end a discussion before it starts, but don’t get so long-winded that people can’t remember the question by the time you’ve finished giving them your answer.

If you notice that the questions are starting to go off-topic, you can offer to answer those particular questions after the lecture or engage in email correspondence about them with the person in question at a later date.

Try to work in an unexpected surprise or two

You don’t always have to stick to the program religiously; there are times when it may actually be a good thing to break people’s expectations with an unexpected surprise. A popular guest or speaker that wasn’t announced, for example, or perhaps an unexpected activity can be inserted somewhere if you feel interest is waning.

Have a backup plan

No matter how well you have planned things in advance, something is bound to go wrong on the day itself. For this reason, it is important to have a good backup plan in place.

Projectors may break down, equipment that was meant to be delivered may get lost along the way, key guests or speakers may not show up for unavoidable reasons, and you must be able to think on your feet and come up with a solution quickly.

Before the event, think about what could go wrong and then try to put some security measures in place to prevent a total disaster. For example, you could have a backup guest speaker ready to step in should someone fall ill, or organize some replacement equipment that can be delivered quickly if you should need it.

Of course, you cannot possibly plan for everything, but expecting the unexpected can certainly go a long way to ensuring that your event is a success no matter what.

About the Author
Aileen Pablo is a Filipina business and finance blogger. She works at Open Colleges, one of the pioneers of online education in Australia, and can be reached at aileen (at) oc.edu.au.

Integrating participation into conference sessions to improve learning and connection

Simon Waddell‘s second ten minute video interview of me at EIBTM 2012 (the first is here). We cover:

  • the challenges and advantages of incorporating participative techniques into events;
  • my new book; and
  • an upcoming one-day workshop at the FRESH conference.

How to explore opposing viewpoints in a group

explore opposing viewpoints: Photo of Jan Steen's "Argument Over a Card Game" c.1665. A crowd of people indoors, two fighting around a backgammon table with some pieces of the game on the floor. Flickr user johnmcnabI recently described using a standard fishbowl to focus group discussion. There’s a less common fishbowl variant, which I call the two sides fishbowl. You can use a two sides fish bowl to explore opposing viewpoints in a group. A two sides fishbowl allows representatives of a point of view to listen to and question representatives of an opposing viewpoint for a period of time, after which the two sides switch roles.

You can use a two sides fishbowl to explore introverts’ experience of extraverts and vice versa, to examine two alternative proposals for solving a business problem, or to go deeper into divergent views on a social issue, etc.

A two sides fishbowl uses a chair layout of two concentric circles as shown below. In general, you won’t know the number of people on each side in advance. So this layout will need to be set up on the fly once the sizes of the two groups are known. If the groups are not approximately the same size, participants will need to reposition chairs appropriately when the two sides swap places.

Two sides fishbowl

Use a single facilitator for both sides. Or, choose a facilitator from each group to lead the inner circle discussion.

Running a two sides fishbowl

Once the groups for the two sides fishbowl have been established (a one-dimensional human spectrogram can be used for this), decide which group will go first and have them sit in the inner circle of chairs. The other group sits in the outer circle.

The rules for a two sides fishbowl are simple. The inner circle does most of the talking. Inner circle members, guided by a facilitator, discuss, explain, or champion their viewpoint for the benefit of the outer circle group. Outer circle members are not allowed to respond to what they hear with one exception. They can ask questions that clarify the inner circle discussion.

After holding a useful discussion, the groups change places. Give an approximately equal amount of time to the new inner group to repeat the above process.

Questions or suggestions on how to explore opposing viewpoints in a group? Share them in the comments below!

Photo of Jan Steen’s “Argument Over a Card Game”: Flickr user johnmcnab

An introduction to Conferences That Work


An introduction to Conferences That Work.

Simon Waddell‘s ten-minute video interview of me at EIBTM 2012. How Conferences That Work were developed, why they are growing in popularity, and the problem of getting meeting owners to buy into participant-driven events.

3 tips for facilitating group discussions

tips for facilitating group discussions. A photograph of a fishbowl discussion. People sit in a large circle, listening, around a smaller circle of five filled chairs where a discussion is taking place.

Most of us have had to suffer through a “discussion” occurring in the presence of a large number of people, most of whom never get an opportunity to speak. Here are three tips for facilitating group discussions.

Use a fishbowl

A fishbowl provides a simple, ingenious process for focused discussion.

The advantage of a focused discussion over an informal discussion is that it greatly reduces the cross-conversations that frequently occur when many people want to respond or comment on something that’s been said. And it manages this feat without limiting the discussion to a few voluble people, as it provides all attendees an equal opportunity to contribute.

The term “fishbowl” can refer to a couple of different techniques for focused group discussion. In this post, I’ll describe the standard fishbowl design, which assures that the conversation at any moment is restricted to a few clearly defined people while still allowing others to join the discussion in a controlled manner.

The standard fishbowl

A standard fishbowl requires a chair for each participant, with chairs set in a horseshoe or circle, as shown in the diagrams below. See the second tip to decide which layout to use.

The number of chairs in the mouth of the horseshoe or the center of the circle is typically four or five. The fishbowl facilitator sits in one of these chairs for the duration of the fishbowl.

How the fishbowl works

At the start of the fishbowl, the facilitator sits alone in the small group of chairs. They explain how the fishbowl works by saying something like this:

“We’re about to start a focused discussion using a fishbowl. If you want to talk, you must come and sit in one of these chairs next to me. If all these chairs are full and no one has yet spoken, wait a little. Otherwise, when you come up, someone sitting here must go back to a chair in the [horseshoe/outer circle]. Also, if you’re sitting up here and have finished what you have to say, go back to a [horseshoe/outer circle] chair. When you’re up here, you can talk to someone else in these chairs or the whole group—the choice is yours.

Any questions?

[Pause for questions.]

The discussion is now open. Who would like to start?”

You’ll probably find that some attendees will want to talk from their chairs in the horseshoe or outer circle. When this happens, gently interrupt and gesture for them to come up and sit next to you. If they’ve interrupted someone in the conversation chairs, steer the conversation back to the folks up front.

Once people get the hang of the fishbowl, everyone’s likely to be surprised by how well it works. Those who tend to monopolize unstructured discussions invariably become aware of how much they’re doing so in a fishbowl. If they run on, it’s easier to gently ask them to leave the speaking chairs for a while. Participants appreciate how:

  • the format focuses the discussion;
  • contributors change as needed;
  • the front row or inner circle shows who may talk; and
  • it’s clear when the conversation on a topic has run its course.

Use the best layout for the fishbowl

I prefer the circle version for square rooms and the horseshoe layout for rooms that are significantly longer than wide. If both versions can be accommodated, I like the circle version for general discussions, and the horseshoe version when decisions may be made or if you are scribing discussion points onto flip charts, which can then be placed next to the small row of chairs for all in the horseshoe to see. If you have less than twenty people in the fishbowl, use the horseshoe layout to avoid some participants having to stare at the facilitator’s back the whole time.

Have a set of topics to review

Don’t run a fishbowl at the end of a session or conference without first creating a preliminary list of topics. This can prove frustrating when people with different topics in mind occupy the speaking chairs, leading to a conversation that jumps around from topic to topic as each person speaks. To avoid this, I’ve found that it’s best to precede a fishbowl with techniques like plus/delta or affinity grouping (see Conferences That Work: Creating Events That People Love). Both techniques create a list of opening topics for the fishbowl to address. The facilitator then uses the list as a roadmap for discussion.

What tips for facilitating group discussions do you have? Share them below!

How To Design Events That Get Amazing Participant Feedback


Here’s how to design events that get amazing participant feedback. Nick Martin of Denmark’s workshopbank interviews me. Topics include participant-driven events, ground rules, The Solution Room, The Three Questions, and Personal Introspectives.

Nick is building an interesting collection of interviews with facilitators about the processes they use. His site is well worth checking out. The interview is under half an hour and includes an extremely cute intruder around the 23-minute mark.

Stepping down as community manager of the #eventprofs Twitter chat

community manager #eventprofsFor the last twenty months, I’ve been the volunteer community manager for the weekly Twitter #eventprofs chats. During this time, I’ve helped to produce over one hundred weekly chats.

Sadly, it’s time for me to step down.

I love our community and have greatly enjoyed the work of discovering topics, finding and encouraging interesting guests, and moderating many chats. But the work involved as the community manager of the #eventprofs Twitter chats is taking too much time from an increasingly busy professional life. With a second book on the way and a travel schedule that is becoming more and more packed, I don’t believe I’ll be able to dedicate the amount of time needed to do a competent job in the coming months.

I want to thank the hundreds of people who have moderated, been guests, or tweeted during #eventprofs chats, which have been running continuously since May 2009. Though much has changed since we started, and the initial excitement of using social media to meet in a new way has become almost routine, the chats still provide a valuable opportunity for event industry veterans and newcomers alike to meet and share, irrespective of their physical locations.

Whatever the future of the #eventprofs chats, I believe they can continue to serve the important needs of the events community, and I’m happy to have been able to play a small part in facilitating their development and value.

How to continuously improve your work life

continuously improve work life: photograph of happy workers in an office. Photo attribution: Flickr user jamescridlandI’ve already shared what I’ve learned about working productively. Now, here’s a simple review you can use to continuously improve your work life.

But first, a confession…

An important part of the Getting Things Done methodology, of which I’m a devotee, is a weekly review. For years I’ve struggled to consistently implement the GTD weekly review, but I’ve never been able to completely integrate it into my professional life. Creating a regular review habit isn’t easy for me, and, I suspect, for many. That’s why my success with a work-life review could be valuable for you.

An accidental discovery

I fell into doing a work-life review by chance. When I was an information technology consultant, I billed my clients at the end of each month. As I added up the billable hours, I found myself thinking about the work I had just completed for them: the effort it took and the aspects I did or didn’t enjoy.

As the months went by, based on what I was noticing, I slowly started to make changes in:

  • How I was doing my work.
  • The kinds of work I promoted to potential clients.
  • The clients I chose to work for.

For example, I realized that working with clients who paid well but wanted me to be at their beck and call, or who treated me disrespectfully was not worth the stress and occasional unpleasantness I experienced. Over time I dropped these clients and became better at choosing work situations that were a better fit for me.

My monthly work-life review became an essential part of my professional routine during my 23 years as an IT consultant. Twelve times a year, with the results of the past month’s work spread before me, I gave myself the opportunity to reflect on what had happened and what I might like to change. This practice made me a better consultant—and a happier one!

But I’m not a consultant!

Even if you’re not a consultant or self-employed, invariably there will be aspects of your work that you can make choices about, and a regular work-life review will still be useful. Implementing a work-life review is important because, in the constant rush to keep your business healthy and responsive or to keep up with the demands of your job, it’s easy to neglect to review the direction of and satisfaction with the work you perform. When you don’t take the time to do a regular work-life review, your relationship with your work is likely to get stuck in a rut.

For example, during a review perhaps you’ll notice there are certain work tasks you like better than others. At some point, you may be able to alter your job duties so they’re more aligned with what you’ve discovered you prefer. Or you get an opportunity to delegate activities that don’t fit with your abilities or interests. Being aware of what you want for your work environment makes you ready to act on openings that could appear at any time.

Even if your manager or boss directs every minute of your workday, a work-life review can still be a useful exercise if you’re considering changing your job.

Getting in the habit

Convinced that a work-life review would be useful for you? It’s helpful to tie it to a regular and appropriate work activity. Why? Because it’s hard to make time for, and easy to put off such optional activities. My end-of-the-month billing was ideal since it required me to review all the work I’d done over the previous four weeks. Look for similar kinds of reviews you already perform as part of your work. See if you can incorporate a work-life review at the same time.

It’s important to schedule a regular review. Once a month worked well for me.

Review tasks

Here are questions to ask yourself during each work-life review.

  • What activities am I spending time on?
  • How much do I enjoy working on each activity?
  • How stressful has my professional life been since the last review, and how is that related to the amount and type of work I’ve done?
  • Could I change my work emphasis to make my professional life more enjoyable/lucrative by:
    • Concentrating more on a particular subset of clients, or giving up a client?
    • Focusing on the kinds of work I enjoy/find more lucrative?
    • Turning down work offers that my reviews indicate are not a good fit for me?

I didn’t find it necessary to include the development of action outcomes at the end of every review. Rather, I began to notice patterns over several months and these helped me make changes, both small and large, to my consulting practice when the right opportunities presented themselves. You may prefer, however, to include a brief evaluation at the end of each review, perhaps in writing, so that you can discover recurring themes from one review to the next.

I encourage you to develop your own design for your review. You may decide, like me, on an informal, intuitive review, or a more formal process with fixed questions, written responses, an evaluation, and action steps. Ultimately, creating a review that works for you and is easy to implement regularly is what’s most important.

Perhaps you already use a work life review? What do you do, and how has it affected your work life? Share your process and discoveries here. And if you are inspired to start a work-life review, I’d love to hear how it works out!

Photo attribution: Flickr user jamescridland