Is the end of an event important?

end event importantIs the end of an event important?

It’s complicated.

8 years ago, I wrote about how to create especially memorable events. Including many different kinds of short experiences during our meetings, allows us to hack the peak-end rule to maximize the impact of an event on attendees.

Here’s what I said…

…the peak-end rule suggests that we judge experiences largely based on how they were perceived at their peak and at their end. This implies that we should concentrate on making sure that our events end powerfully. That’s because the peak-end rule implies that we’ll better remember an event with a peak and then a powerful finish than one with two peak experiences sandwiched in the body of the event.
Hack the peak-end rule to maximize conference impact, April 2013

So, clearly, we should ensure that events end with a “powerful finish”, so they’ll be especially memorable.

Right?

Well, maybe not.

What can we learn from professional speakers?

Think about good professional speakers for a moment. They know about the peak-end rule. Professional speakers invariably include one or more peak moments during their presentation, and end powerfully. They do this to be memorable.

Good professional speakers have an emotional impact, which makes them memorable. But, as I’ve written elsewhere, there’s no guarantee you’ll learn anything more from them than a “poor” presenter covering the same content.

The danger of focusing on a powerful event ending

There’s nothing wrong with employing a powerful event ending to make it memorable.

Unless—we do so at the expense of making the entire event not only memorable but also useful.

Because memorability is great while it lasts. But it actually isn’t usually important in the long term.

What is important is that the entire event ends up satisfying stakeholders’ goals and objectives as much as possible.

Here’s Seth Godin’s take on the danger of what he calls the focus on the last thing:

“…We focus on the thing that happened just before the end. And that’s almost always an unimportant moment.

Things went wrong (or things went right) because of a long series of decisions and implementations…

When you get to the thing before the last thing, don’t sweat it. It’s almost certainly too late to make the outcome change. On the other hand, when you’re quietly discussing the thing before that before that before that before that, it might pay to bring more attention to it than the circumstances seem to demand. Because that’s the key moment.”

—Seth Godin, The focus on the last thing

So, is the end of an event important?

The answer is yes.

And, so is everything that leads up to it!

To make an event maximally useful and productive, concentrate on its conference arc rather than a grand climax.

That’s the way to create a truly memorable event for everyone involved.

Creating Conferences That Work with Adrian Segar

For an excellent summary of the work I do, check out this interview and podcast, Creating Conferences That Work by Celisa Steele of Leading Learning. The podcast recording is nicely summarized in the show notes, so you can just read about what interests you, and then listen to any or all of the interview sections from the links on the page.

Here’s an overview:

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The Conference Arc — the key components of every successful participation-rich conference

Traditional conferences focus on a hodgepodge of pre-determined sessions punctuated with socials, surrounded by short welcomes and closings. Such conference designs treat openings and closings as perfunctory traditions, perhaps pumped up with a keynote or two, rather than key components of the conference design.

Unlike traditional conferences, participant-driven and participation-rich peer conferences have a conference arc with three essential components: Beginning, Middle, and End. This arc creates a seamless conference flow where each phase builds on what has come before.

Participant-driven and participation-rich peer conference designs improve on traditional events. They don’t treat openings and closings as necessary evils but as critical components of the meeting design.

Let’s examine each phase of the peer conference arc in more detail.

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How to crowdsource a conference program in real-time

Here’s a real-life example of how to crowdsource a conference program in real-time.

In May 2017 Liz Lathan, Tom Spano, and Nicole Osibodu invited me to design and facilitate the session crowdsourcing at the first Haute Dokimazo unconference in Austin, Texas. Eighty invited participants from around the U.S. spent a joyful and productive day at the Austin Children’s Museum’s Thinkery where we crowdsourced a program focusing on event portfolio needs and wants of brands and agencies.

Watch this three-minute video for a taste of the event — then read on to learn how we crowdsourced the program.

Pre-crowdsourcing work

Every peer conference has an arc that includes and integrates three elements: a beginningmiddle (the program itself), and end (reflecting, evaluating, and developing individual and group outcomes & next steps). The beginning is when crowdsourcing takes place. Before crowdsourcing it’s critical that participants get to learn about each other as much as possible in the time available. The best way I know to support initial inter-participant learning and connection is The Three Questions process I devised in 1995 (see my books for full details).

After quickly introducing and having the group commit to six agreements to follow at the event, we had forty-five minutes available for The Three Questions. To ensure each person had time to share, we split the participants into four equal sized groups. Facilitators, trained the previous evening, led each group.

Once group members had learned about each other, we reconvened to crowdsource the afternoon program.

How we crowdsourced the Haute Dokimazo program

Crowdsourcing took just 25 minutes. Participants used large colored Post-it™ notes to submit session topics. We used pink notes for offers to facilitate or lead a session, and other colors for wants, as explained in the diagram below.
crowdsource a conference program
We read the topics aloud as they came in. Once we had everyone’s responses, the participants left for their morning workshops. Meanwhile Liz Lathan and I moved the note collection to a quiet space, clustered them…
crowdsource a conference program
…and worked out what we were going to run, who would facilitate or lead each the session, and where it would be held.

The resulting sessions

During lunch we checked that the session leaders we’d chosen were willing and available for the schedule we’d created. Finally, we created a slide of the resulting sessions. We added it to the conference app, and projected the afternoon program on a screen during lunch.

This is just one way to crowdsource a conference program in real-time. Want a comprehensive resource on creating conference programs that become what your attendees actually want and need? My next book Event Crowdsourcing: Creating Meetings People Actually Want and Need contains everything you need to know. Learn more, and be informed when it’s published in 2019.