While stuck in cramped seats during a six-hour Boston to San Francisco flight recently, my wife gently pointed out that I had become quite grumpy. She helped me notice that my lack of body comfort was affecting my mood. Luckily for me, Celia remained solicitous and supportive, reducing my grouchiness. Once we were off the plane my spirits lightened further.
Unfortunately, I tend to be oblivious for a while of the effects of physical discomfort on my feelings. Until I notice what’s really upsetting me, I typically and unfairly blame my irritability on innocent culprits, for example:
The tediousness of gardening because insects are swarming around my head.
The delay in waiting for my food to arrive in a noisy restaurant.
A presenter’s inability to capture my full attention while I’m sitting with my neck twisted permanently towards them in an auditorium.
I suspect I’m not alone in these errors of judgment. Pivoting to the world of events, this means if we want to give attendees the best possible experience, we need to minimize the quantity and severity of physical comfort issues that are under our control.
Here are six common mistakes you’ve probably experienced, together with suggestions for mitigating their impact. (Feel free to add more in the comments below!)
I’ve worked out of my home office for the last thirty years, and have learned a few things about working productively. During that time I:
Consulted on information technology for hundreds of companies.
Wrote and maintained almost a million lines of code.
Ran a couple of small non-profits (still do) and served on my local United Way Board.
Wrote Conferences That Work: Creating Events That People Love, and am now hard at work on my second book.
Along the way I spent a fair amount of time experimenting with different environments and work processes, always with the goal of improving my productivity. As you might expect of a proponent of the philosophy of risky learning, some things worked and some didn’t. I’ll reserve the things that didn’t for another post.
You may not have as much control over your work environment and process as I do. Nevertheless, perhaps you will find helpful some of what follows.
Work environment: Office furniture, ergonomics, and beauty
Twenty-five years ago I purchased two astronomically expensive high-quality office chairs. Until then I had sat on a sagging ancient chair rather like the one pictured. Hours spent in this chair had taken its toll. A kneeling chair replacement, while an improvement, was not comfortable for long periods. The marvelously adjustable Steelcases that made me gulp when I signed the check paid for themselves many times in adjustability, comfort, and eliminated physical therapy appointments.
A few years ago I replaced both chairs, and this time I was happy to sign the check. In the same spirit, I learned the importance of correct ergonomics for computer keyboards and mice (later, touchpads). Long hours toiling over these machines translate to pain and discomfort if keyboard heights aren’t right and you don’t position pointing devices correctly. Don’t skimp on firm work-surfaces, keyboard drawers, and touch devices that are easy to use; you’re body will be the victim if you do.
Finally, when I had the opportunity and funds to add a custom home office onto my home I spent serious time and money creating a space that I would find beautiful. Built at the northwest corner of my home, the office receives natural light from two sides and looks out onto a flourishing garden and beautiful Vermont stone walls and woods.
Knowing my appetite for workspace, I also took the opportunity to build about three times more beautiful custom desktop space than I thought I’d ever need. (A good thing I did—these days it’s pretty full most of the time.) Having a beautiful space for my work feeds my energy and spirit and helps me get through those times when I’m feeling creatively blocked and work isn’t going so well.
Getting Things Done
No question—until the day I die I’m going to have tasks on my to-do list. Being at peace with this reality in the here and now is hard. I am perpetually interested in exploring more than I can practically accomplish. As I age, my ability to keep track of and continually re-prioritize what’s important lessens. Embracing Dave Allen’s Getting Things Done has been a lifesaver. I may always be trying to bite off more than I can chew, but GTD allows me to avoid being overwhelmed by the consequences of my curiosity. What many don’t understand about GTD, and what makes it so powerful, is that it doesn’t impose a specific implementation on you; it’s a framework that helps you build process customized for your needs. Here’s more information on why and how GTD works.
Highly flexible, continuously-on backup of digital stuff
I have one word for those of you young enough to miss the decades when personal computers were expensive, hard to use, and frequently broke. Lucky! I’ve spent too much time configuring and running expensive and all-too-fallible equipment designed to back up valuable digital data. Today, there’s no excuse for losing any of the ever-increasing quantities of information we entrust to our electronic gizmos. My four computers continually back up to each other (local back ups—great for fast restoration of a lost file or two) and to the internet cloud (remote back ups—where I’d go if a catastrophe took out all my computers).
You can easily back up to other computers or hard drives in the same location or across the internet (perhaps your friend’s business across town) or to hosted servers sitting elsewhere on the internet. The name of this magic is CrashPlan. (No, I do not get a penny for recommending their service.) If you’re not using a service like this with every computer you own these days you’re nuts.
Work in sprints, not marathons
It took me years to learn that working at a problem or task for hours on end without a break is not an optimum way to work. Please don’t make this mistake (no matter how young you are). Currently I decide on the task I want to work on, set a timer for twenty minutes, and work uninterruptedly until the timer sounds. Then I’ll take a break for five minutes and repeat two or three more times before taking a longer break. I came up with this approach myself; an almost identical version is called Pomodoro. The frequent breaks give my brain relaxed downtime to mull over a problem and, often, propose creative solutions. And I find it easier to ignore the lure of the modern environment of constant email and internet distractions by telling myself I’ll just work for twenty minutes first.
That’s my summary of what I’ve learned about working productively. Do you have lessons to add?
Conference organizers have an unfortunate tendency to stuff their programs full of sessions. It’s an understandable choice; if participants have committed all this time and money to be present, shouldn’t we minimize white space and give them as many sessions as we can cram in?
Unfortunately, filling every minute of your conference schedule does not lead to an optimum experience for attendees. We need white space; free time for attendees to do what they want and need to do. Here are some science-based, light-hearted, yet serious reasons why.
Biology Yes, all of us need to use the bathroom every once in a while. The good news is that just about all event organizers remember this.
Physics But what many forget is that Star Trek technology is not currently available; we cannot instantaneously teleport from one meeting room to another. At a minimum, breaks between sessions need to be long enough for attendees to walk leisurely between the two session locations that are furthest apart. But don’t program the minimum; people also need time to check their messages (otherwise they’ll just do it in the sessions, right?), get a cup of coffee, fall into a serendipitous conversation, etc.
Physiology On average, conference session attendees sit 99.13% of the time.
OK, I made that up. But I’m not far off. And here’s a cheerful graphic about the perils of sitting created by Jan Jacobs:
Give your attendees more time to stand up and move about between sessions (and during them, see below) and, who knows, they may live longer.
Neuroscience Neuroscience supplies the most important rationale for providing white space at your events. As molecular biologist John Medina describes in his book Brain Rules: Learning occurs best when new information is incorporated gradually into the memory store rather than when it is jammed in all at once. Brains need breaks.
We need white space not only between sessions, but also during them to maximize learning. Medina suggests that presentations be split into ten minute chunks to avoid the falloff in attention that otherwise occurs. (Back in the ’70s, Tony Buzan, the inventor of mind maps, recommended studying in cycles of twenty minutes followed by a short break, a technique that has served me well for forty years.)
In addition, Medina tells us that multisensory environments provide significantly more effective learning than unisensory environments; recall is more accurate, has better resolution, and lasts longer. So make sure your sessions include multisensory input (participatory exercises, participant movement, smells, touch, etc.) and your conference locale provides a pleasant multisensory environment.
So, what to do? How do we find a balance between providing white space during and between conference sessions and our desire to provide as much potential content and opportunities for our attendees?
During sessions it’s important to provide white space between every ten to twenty minute chunk of learning, so that the learning that has occurred can be processed and retained. This is something that we should all be doing to optimize the learning experience at our events.
Between sessions it’s important to include significant unstructured time. A ten-minute break between two one-hour sessions is the absolute minimum I’ll schedule, followed by long refreshment or meal breaks. I am not a fan of providing intrusive entertainment during meals—eating together is one of the most intimate bonding activities humans have—for goodness sake, let your attendees talk to each other during this time!
I’ve saved my best advice for last. Instead of deciding how much white space should exist at your conference, let the attendees decide! At the start of the event, explicitly give people permission to take whatever time they need to rest, recuperate, think, etc. It may seem silly, but I find that if you publicly define the event environment as one where it’s expected and normal for people to take whatever time they need for themselves it becomes easier for attendees to give themselves permission to do so.