event


Gratitude is one of your biggest sales tools

Most of the sales people who I know have lots of confidence. With some, it might even border on arrogance. Confidence is a critical attribute for successful sales, as believing you can get a result is vital to making it happen. But another attribute is almost as important: the often-underappreciated trait of gratitude.

Ridiculous, you might think. Why would someone in sales need to be grateful? How is humility helpful?

Consider this. How many of you find overconfidence to be a turnoff, particularly when the offender is trying to sell you something? The feeling conveyed is that the seller is smarter, knows more, and overall is just better than you are. Of course, nobody likes that feeling. But so many in sales behave that way and never change.

What about gratitude makes it a great quality in a salesperson?

A grateful sales person is grounded in reality and can see things for what they are.

A grateful sales person does the necessary homework on an opportunity, doesn’t try to wing it in a presentation, and doesn’t assume that personality will overcome objections.

A grateful sales person can walk in the shoes of others, recognizing that while they may represent a different perspective, they are a peer with respect to any transaction or relationship.

A grateful sales person doesn’t push ideas too hard, recognizing that a sale should come more naturally, and the case made that it’s obvious that the prospect should buy, rather than be forced.

Who wants to feel that they are being forced to buy something? Don’t get me wrong, gratitude without confidence is a non-starter. But having the right balance can be the difference in a well-rounded sales approach.

In sales, as with many things, being grateful for what you have is the right foundation for getting what you want and perhaps what your prospect needs.


Your Network is Terrible and It Will Kill You

A couple of questions:

  • Could you quickly secure a new job solely on the strength of your connections?
  • Could you start a business and achieve self-sufficiency immediately based upon your connections?

I suspect that the answer is ‘no’ to both questions, as it proved to be for me in December 2005 when I chose to start my business. At the time, my thinking was “Hey, I used to run Macworld. Once people know I have my own company the phone will ring off the hook.” Unfortunately, reality proved to be different and I struggled for the first two years.

 

The Event Mechanic! struggles

The main reason for my early struggles? My network was only 10% of what was needed to make a living. With both time and considerable effort that network now is much healthier and now financially I do well. As a result of my network, I often get referrals for new opportunities or, because of the range of my network, I can usually reach whoever I need through a couple of connections.

If you have the six months to two years of savings to support the lean times between jobs, then you might be fine. If not, you should be working on your network. And the time to work on it is when you don’t need it, not when you are scrabbling for financial survival.

 

How can you create a vibrant network? 

  1. Focus on connections that offer value.
  2. Make sure that any connection is recognized as being mutually beneficial, rather than a one-sided ‘extraction.’
  3. Offer value before expecting it from others.
  4. Be open to making connections on behalf of others.
  5. Don’t neglect your core network in deference to focusing on new connections.
  6. Use LinkedIn as a roadmap.
  7. Treat your efforts as a business; develop a board of directors for advice.

 

More or better?

Is the goal to have more connections or better connections? My old boss, Ron Gomes, often would answer that kind of either/or question with a ‘yes,’ since ideally, you want both. But, if there’s a trade-off, I would argue that it is better to have fewer, stronger connections than have many distant connections who you don’t really know. As a metric, I’d recommend trying to develop a network of one hundred core connections with whom you connect at least annually. That number should be complemented by several hundred “secondary” connections who will, at a minimum, respond to an email or take your call on an “as needed” basis.

 

Don’t be an Extractor

Building and maintaining a network takes work, but you should consider it an investment in your ‘rainy day’ fund. And, as was noted earlier, remember the importance of reciprocity. To be successful with network building you should enjoy helping others, as there will be times when members of your network need YOUR help. Relationships that are one directional will not be sustainable and your network will have the fraction of the power it should have.. When you’re only seen as an extractor, there soon will be nothing to be extracted as your connections will leave in droves.

I learned the value of a good network the hard way, and now enjoy the benefits of having invested in that effort. Will you make the same effort or risk being caught short when you need the resources?

 

Extra Credit reading:

https://www.fastcompany.com/90246816/the-5-people-you-must-have-in-your-network

https://www.americanexpress.com/en-us/business/trends-and-insights/articles/7-ways-to-build-a-strong-network/

https://www.fastcompany.com/90265127/how-to-build-and-maintain-an-effective-linkedin-network

And thanks to Dan Schwabel for his outline of the seven steps to creating a sound network.

 


Take Responsibility for Your Actions

Recently I have started to notice a trend where people will blame others for situations that are truly their own responsibility. You probably know what – or who – I’m talking about.

 

Can you sell or what?

Typically, as a sales manager, I am fairly cautious when setting sales goals. Some would say that I am too conservative. If I were managing someone like me, I’d certainly want a larger commitment. But, as a sales person, I’d also want to be known as someone who always exceeds my goals and who will agree to a ‘stretch’ goal where the push for higher results makes sense.

Regardless of whether the target is aggressive or conservative, accountability is the important thing. I remember a time when I fell short of selling the desired number of sponsors for an online event. In a conversation with my boss, I started to roll out all the reasons why I had missed the number – until I stopped myself. Not hitting the goal was my fault, despite all the factors that I could name. My responsibility! Fortunately, it was a small piece of the $1 million that I was due to produce and I had already made up the deficit by overachieving in other areas.

 

Yet the episode was instructive in several ways:

Taking responsibility, now a rare act, can be a competitive advantage if you do it consistently.

It’s liberating to know that, because an outcome is within your control (regardless of circumstances), you can and will make it happen.

Acknowledging a “failure” is almost never as painful as you fear it will be.

 

Do you have the character?

A willingness to take responsibility is a character trait that I seek out in those with whom I work or considering to hire. It signifies power, leadership and independent thinking. Of course, when you are the CEO, the buck should naturally stop with you but most of us typically report to someone, so indications of accountability at any level are positive signals necessary to be a star, no matter what role you perform.

I’m not going to descend into the messy pool of today’s politics for less affirming examples of the trend to blame others.  Make sure however that you frequently conduct your own objective self-review and acceptance of your responsibilities if you plan to succeed in the long run.

 

See you soon?

On a separate note, I’ll be in New Orleans for Expo! Expo! in December. If you’d like to discuss this or other newsletters that I’ve written, I’d be thrilled to get your perspective. And I love to meet event people as passionate as I am about our business.

 

Until the next time, consider how you can make ‘the buck stop’ at your own desk….

 


Am I Important to You?

While on a recent a business trip, I continued reading a book, The Magic of Thinking Big, that I had first started reading a number of years ago. The book has many great insights, but one that particularly struck me was the recommendation to “treat everyone you deal with as if they are important.” The idea is that if your interactions with others assume that each person is important, you will most likely notice major improvements in your attitude, positive impact on your success, as well as gaining insights regarding how you come across to others.

 

I thought to myself “Don’t I do that already?” But, upon some reflection the answer was “no” when you talk about everybody.. The volume of communications that I receive means that I often screen phone calls, mail, and emails. And that screening means that I am prioritizing the communications of some over that of others. In addition, face to face I may judge someone poorly if they ‘don’t look right’ or approach me in the right way. The result might be that I disregard them and lose an unknown opportunity. They could very well be important and someone I need to treat better.

 

I want to test the book’s recommendation. For one day in the future (in the next month) I will treat everyone encountered as though they were of equal importance – and I will report on what happens as a result.

 

Here’s a challenge to you. I want you to do the same and email me with what you get for results. I’ll compile the responses in a future newsletter and see if we have any breakthrough ideas…..

 

Will you join me?


The secret to success is……

The secret to success is the ability to stand in another person’s shoes. That’s particularly true if you are trying to do business with that person.

 

An Old Tale Still Rings True

Remember the story of the two brothers who had to share a piece of cake? The elder brother managed the situation in a way that ensured his younger sibling got the smaller piece. When the situation repeated itself with the same result, the younger brother complained to their mother. In her wisdom, she advised the elder brother that he could continue to divide their treats into portions, but “from now on, your little brother gets to pick the piece he wants.” From that point on, you can imagine they got equal pieces.

 

Transaction or Relationship?

It’s the same in business. If you are going to try to take advantage of every situation, then you’ll always be doing individual transactions where you try to maximize your advantage. But those transactions will rarely lead to long-lasting relationships that are mutually beneficial. Building relationships requires both sides to let down their guard and trust the other party in the long term, and to go into a transaction not expecting the other to take advantage.

 

Business is not a zero sum game where the gains of one participant must be achieved at the expense of another. If you take the long view where each transaction is part of a relationship to be developed and nurtured, then a concession is not a concession, but rather an investment in the relationship. Conversely, it’s usually a struggle if you are always engaged in transactional business.

 

Which would prefer? Are you willing to stand in the other person’s shoes?

 

For extra reading on this kind of thinking, I’d encourage you to check this out.

 


Six things that you must do between shows

The show is over, and you can breathe a sigh of relief. If you are smart, you’ll also do these things before taking too long of a pause.

 

1. Clean your database

You’d be shocked how many event companies don’t ‘sanitize’ their contact lists on a regular basis. Cleaning out the bounced emails and returned mail (if you do direct mail) is critical, particularly if you want to improve the open and click-through rates in your next campaign. If GDPR is a concern(and you should have a plan here), you also should consider removing the contacts in your database from whom you’ve had no activity in the last five years. You also may be considering plans to add new contacts that can be implemented later.

 

 2. Finish your rebook for the following event

If you know in advance that you are going to repeat an event, you should have prepared and implemented a rebook or resign process for the following year’s event. At the very least, try to get feedback on how you are doing, as well as information on your client’s budget cycles, any changes of decision makers, etc. Successful rebooks can save you hundreds of sales hours since you will have already taken care of the low-hanging fruit and can focus on newer companies.

 

 3. Survey your attendees, including making outbound calls for feedback

Most companies conduct on-site and/or post-show surveys. What I am suggesting   is that you make a shortlist of the changes/improvements you already are committed to make for the next event. That list can be part of your marketing effort to this year’s attendees   and it also signals your continuing effort to improve your program.

 

 4. Check in with your suppliers for event feedback

We event organizers tend to treat suppliers like ‘red-headed stepchildren’, failing to pay as much attention to their opinions. That’s a big mistake. Many have worked on hundreds of events and can offer valuable feedback on an event, both independently, as well as in comparison with others. Thanks to Nicole Peck for this one.


5.  Find 10 more influencers and figure out what to do now

Though buzzing from a recent show, you may know a number of key people who didn’t attend. They might be influencers who could have helped attract more exhibitors or attendees. Make a list of these people and start working on getting them involved – sooner rather than later.

 

 6. Write up and implement strategic and tactical changes to make for the next show

In addition to the above-referenced feedback from attendees and exhibitors, you likely have also compiled structured feedback from your on-site team regarding what went well, what didn’t, and what you can change for the next one. Make a list of these ideas, with a deadline regarding when you will decide on the actions to take.

 

 

Although what I suggest might be wearying to contemplate so soon after the conclusion to a [hopefully] successful event, all the above recommendations will save you hours and money when you begin planning the next one. Wouldn’t it be great to start things off and find that you are way in front of the starting line?


Are You Running a Reactive Event?

Unfortunately, the answer is likely to be ‘yes.’ If so, it’s likely that your event will be entirely forgettable for your attendees as soon as they leave. They’ll have learned nothing new and will be dreading the meeting with their boss when they must explain why they’ve spent $2 – 3K of the company’s money to attend.

 

Consider an attendee’s perspective:

You’ve committed both the time and money to attend. The event might be part of a circuit in which one show is fairly indistinguishable from others or it might be a top industry show. Or perhaps it’s a new show with some potential, but also a risk that it will disappoint. Experience suggests that these kinds of events fail to meet expectations and you wish you’d never left the office. After all, it will take two weeks to catch up on the work that you’ve missed. And that does not consider the hotel’s terrible mattress, the delayed flight, the lost bag, etc. As everyone knows, business travel has lost much of its luster.

But you begin, perhaps with a bad night’s sleep that precedes the 8:30 AM keynote, followed by a walk to a first session – at which you learn nothing new. Then there’s a trek down the hallway and up the stairs to another session at which you again are told nothing you have not heard previously. Next, you stand in line to grab a bun and some coffee. And the day continues: rinse and repeat.

When the exhibit floor opens, you walk the floor with hundreds of others. Untrained vendor staff either try to cajole you into their booth or exhibit a posture of disdain that makes clear their disinterest. It’s not clear who has the products and services you want. And, despite the lanyard that displays your name and company, nobody seems to know anything about you.

The late afternoon/evening reception is full of cliques. People from the same company or who have history from past events seem content to speak with each other. If you are not part of one of the cliques you grab a beer and end up speaking with someone trying quite hard to sell you something. The beer is free, but is your time?

Then you leave for the evening, but with an expectation that the same sequence of events will be repeated the following day.

 

Why is it like this? Because event organizer profits are good. And events can’t possibly cater to every attendee and their unique needs. The job of an event organizer is to create the same comprehensive experience for everyone. So, you copy what has worked for you previously or you mimic someone else.
What do I mean by “reactive”? It means your event copies the formula of thousands of others. All the principals – advisory board, speakers, sponsors, media partners – have an agenda and want what’s best for themselves. Given that mindset, are you strong enough (or smart enough) to do what’s best for everyone given all these others trying to drive your event?

 

It’s easy to do what has been done before and/or copy what’s been done by a major player. But ultimately, you must decide: are you a market leader or a market follower?

 

Some questions to ask yourself:

What are the takeaways you expect for your attendees? Do you know why they are of value? Who is in charge of assuring that they are delivered and is there alignment amongst all parties? And I really hope that you are not marketing deliverables without actually having any.

Can you incorporate industry events within your conference agenda, even if the conference program was established many months earlier? Have you allocated open spots, so you have the flexibility to plug in last-minute things?

Is there something unique that you are doing with your event that you HAVEN’T copied from another?

Are you courageous enough to change major elements of your event the week before it happens – if the situation warrants doing so?

 

It’s easy to do what has been done before and/or copy what’s been done by a major player. But ultimately, you must decide: are you a market leader or a market follower?


Case Studies Don’t Work as Conference Programming – Unless….

When I started in the conference business it was a common recommendation that when putting together a program, get as many user stories or case studies as possible. The presumption was that attendees want to listen and learn from peers and high-profile companies in their industry. And so, I followed that advice and sought out those types of presenters. As a marketing tool, this approach often worked as a way to get people to come to an event. But almost as often, the attendees were disappointed in the sessions themselves.

 

Why was this the case, given that these presentations usually included:

  • The problems encountered by the attendee’s peers;
  • How the problems were solved;
  • And how the attendees could do it.

 

Though that sounds like the right formula, here’s why it does not necessarily work:

  • Frequently these sessions are funded by vendors and the presentations imply – or overtly state – that the primary reason for success is attributable to use of a particular product.
  • Or the presentations rely on YOU, the audience member, to distill the material in ways that can be applied to your specific situation. After all, the presentations were not customized for each attendee.

 

If attendees were paying attention, their best bet is to ask questions at the end of a session or try to meet with the presenter afterward. But all the attendees of a particular session can’t do this. For those that cannot, the session might be interesting, but offer no real payoff.

 

What can you do as the event’s manager to succeed with these sessions? Make sure the presenters:

  • Will not discuss a particular product and service in the presentation;
  • Are not funded by vendors or  have vendor speakers on stage ;
  • Have allocated enough time for a good Q&A period as part of the session;
  • Review the session in advance to ensure that the takeaways are clear and relevant.

 

Managed the right way, case studies can become a marketing tool while also delivering real value to attendees. So manage them properly!

 


Are Event Marketers About to Become Extinct?

 

Imagine that you’ve missed another attendee goal for an event. Or, possibly worse, your attendee revenue number is short of the target. Why?

Some questions to ask are:

  • Did you do the same things that you did the previous year?
  • Was that because your marketing staff chose the familiar route rather than changing things up?
  • Are they skilled enough to know how and when to change strategies or can they only work to the original plan?
  • Were they wary of new strategies because they were afraid to fail?
  • Are they attuned enough to what’s happening in marketing to explore the latest tactics?

 

I know many marketing people who were cutting edge ten years ago, but no longer are. Why? They’ve not done what’s needed to update their knowledge and skills or they’ve not worked at companies that offered such training and they have drifted.

Is it their fault?

 

I would estimate that 90% of all event marketing professionals have learned “by doing”, rather than having undergone specific training. In truth, there is no “formal” marketing training that is designed for event professionals. Nor is there the higher-level skills training for those who have some industry experience but need to update their capabilities as new tools and techniques and market trends have emerged. That means that over time your event staff is likely to become less and less proficient in executing the marketing tasks in ways that can deliver results. There’s a skills atrophy. This in a time where getting attendance is proving harder and harder every year.

 

Are our Trainers up to Scratch?

And, given the inverse correlation between “time in the industry” and “familiarity with the latest in marketing,” those with the most experience, who might be considered the likely source for knowledge and expertise – and could serve as trainers – are likely to be the least able to do it well for what’s needed now….

 

Given the importance of marketing – it’s the foundation to getting attendees to an event, and the gateway to attracting exhibitors – I find it difficult to reconcile myself to this situation people less well equipped to handle tougher circumstances. Whose responsibility is it to ensure that marketing staff has the most up-to-date skills?

 

In principle, I’d argue that it’s the individual who must take personal ownership of keeping their skills current rather than rely on the company for whom they work. But, if event marketers learn primarily by doing, then they need the opportunity to “do.” However, going to training or a learning experience ‘to learn’ is frequently seen as a reward and not considered something that all staff should have the chance to do.

 

Should you Outsource your Strategy to Technology?

Much of the marketing training that is available focuses on developing skills with specific marketing software packages that can, if you believe the claims, do everything for you. Readers can probably identify many examples of sales pitches that urge attendance at webinars or classes with suggestions that mastery of a certain product will make things right. The reality is that software can help execute decisions once they are made but less suited as a tool for determining what those decisions should be.

 

I would argue that we, as an industry, need to start figuring out how to train (and retrain) our marketing people so that they are self-sufficient, strategic assets within our companies, rather than just the staff we need to operate software programs. Otherwise, we will regress to the point where we hand decision-making and execution of critical attendance acquisition plans to technicians who operate analytics programs rather rely on smart, multi-resourced marketing teams.

 

If we proceed in the direction that ‘technology solves all marketing problems’, the question to ask is whether these marketing jobs will become extinct since you will just need to be an ‘operator’ to do the work…..

 

I see a business opportunity for someone….


Brace Yourself for the Analytics Nightmare

There’s considerable talk within the events industry about analytics and how it can be used to attract and convert prospects into attendees and exhibitors. Much of the discussion is quite enlightening. Creating content that is of interest to your targets can engage them in ways that can get them to register. The event becomes a logical extension of online interactions, a physical venue for learning about the topics that have been explored online. And seeing what people click on – tracking their web behavior – is a great way to identify the topics that matter to your audience. In short, it makes great sense to use analytics to attempt to build an audience and fill your exhibit hall. We’re all doing it now.

 

Beware! You Are Being Watched and Tracked

But those who seek to benefit from such analytics should recognize it in action. Your own experience should give you a sense of what it’s like to be tracked and segmented. Have you ever been called while you were in the middle of something, cornered at the wrong time by people who really have no idea who you are, but speak to you as if they do know you?

I recently attended a digital revenue conference during which I asked one of the speakers if they understood what it was like to be a ‘hunted’ prospect and whether such understanding affected how they conducted their marketing efforts. My intention was not to embarrass the speaker; I truly presumed that he would have thought this through. But all I got was a blank stare; he had no idea what I was talking about. The answer I received was pretty much equivalent to “this one goes to eleven.” (Check out this YouTube clip if you’re not a Spinal Tap fan and don’t know what I mean.) ie I never considered what you are describing and have no intention of understanding what you are talking about.

 

Technology Solves Everything?

Unfortunately, despite the technology that is available to connect with prospective customers, many event organizers still don’t get it. In their minds it’s all about transactions and getting people to hit the register button. It’s not about forming relationships at any level for the long term. It’s often a simplistic view of customers: if someone is spending big, we will pay attention. If not, then automate an email blast with the right message based on their past behavior and have someone who does this work do it without any innate understanding of the prospect.

As an event manager, are you defaulting to dashboards and spreadsheets, delegating action to technology tools and numbers? If so, consider your own behavior when, as a prospect, you are the recipient of such attacks. What actions do you take to repel the effort?

 

Build Your Wall and You Can’t Be Ensnared

If you’re like me, you erect barriers so that you can’t be reached: spam folders that are rarely checked, cold call voice mailboxes that are often ignored, and executive assistants who are trained to find and delete junk emails, filter incoming calls, and toss out direct mail. Quite often websites no longer provide phone numbers that encourage inbound calls; they offer forms to be completed as a mechanism to vet the contact requests(and ignore them).

 

Should There Be a Marketing Code of Conduct?

Why has this happened? Because we, as an industry, have abused email. Analytics is not a silver bullet unless you have sound customer practices behind it that reflect that you really care about – and know – your customer. Trying to use analytics to automate a company philosophy that’s poorly conceived or outdated will not succeed. Automating poor practices just means you are doing the wrong things more quickly and more often. And that’s a proven way to annoy those who you are trying to attract.

 

Do you like to be hunted? If not, don’t do it to your prospects….