This Bird

In a recent op-ed in The Washington Post, Tufts poli-sci professor Daniel Drezner justified his attendance of an in-person conference that will take place this weekend by claiming it will allow him "to see old friends, but also to meet new colleagues."

Despite the health risks posed by attending, Drezner wrote, "my benefits far exceed my risks."

Five thousand of Drezner's colleagues disagree. 

The conference he will attend normally attracts 7,500 attendees. But only 2,500 poli-sci professors have registered—and many are cancelling, as opening day approaches.

Live event organizers in every field ought to take notice: poli-sci professors represent the canary in the coal mine.

When two of three customers drop you overnight, it's time to question your value proposition. It's time to stop acting like an ostrich.

Poli-sci professors, after all, aren't fools: they're experts in risk-benefit analysis. And two of three have rendered their judgement: the conference simply isn't compelling enough to ignore the dangers.

Birds of a feather flock together.

This bird has flown.

If the value you provide isn't compelling, yours will, too.

No Vaccine for Vanity

Vanity costs money and is a long way leading nowhere.

— Ralph Waldo Emerson

Planners of scientific and medical meetings are captivated by yet another band-aid fix for flagging attendance: vaccine passports.

Vaccine passports will bring back the crowds, they insist.

But one such planner, Ben Hainsworth, has called vaccine passports a "red herring." Planners should instead be focused on their value proposition. 

“If we have vaccine passports, but we are still thinking about events in the same way we did in 2019, the recovery will be a big flop," Hainsworth says. "We need to think about the unique value of face-to-face and start re-pitching and redesigning our meetings."

It's no surprise scientific and medical meeting planners love vaccine passports. For daydreamers like them, vaccine passports are the panacea of the month. Naysayers like Hainsworth are simply that—naysayers.

But is he? I think not. When you consider their elements, today's scientific and medical meetings offer attendees little of real value: they draw no leading practitioners, provide no unpublished research, and appeal to practically no one but job-hunters. Why would they recover after the pandemic?

I saw these gatherings lose their value long ago, while working for scientific and medical meeting planners back in the '90s. 

A smug bunch, the planners I worked for clung vainly to the status quo, repeating tired formulas and delegating the crucial work of program-design to volunteers. Content to live in the "fairyland" of federally subsidized science and medicine, they denied that meeting attendance was declining—geometrically—and that my research was showing first-world practitioners found their events irrelevant.

Two real-world movements drove the decline and irrelevancy: open science and managed care. But these vain planners would have none of it. They bristled when presented with the fact that their events were subsisting on job-hunters, grad students, and a few third-world practitioners, while pointing with pride to their swelling exhibit halls, a boon to hospitals in search of equipment. But there were hidden economic pressures on equipment-makers, too, thanks both to managed care and the inherently unaccountable nature of tradeshow exhibiting.

Flash forward to 2021 and the chickens have come home to roost. The pandemic has already up-ended meeting planners' reality and experts are predicting that by 2025 the world will be a world of "tele-everything." Practitioners, yearning for safety and convenience, will work from their homes and private offices, travel less frequently, and make few forays into public spaces. Live scientific and medical meetings may be nothing more than a pale memory.

Too bad there's no vaccine for vanity.

HAT TIP: Thanks go to Warwick Davies, principal of The Event Mechanic! for alerting me to Ben Hainsworth's remarks.

You Cannot Download Experience

 

We event dinosaurs—who've witnessed and dealt with the long- and short-term effects on face-to-face marketing of recessions, travel-bans, terrorism, pandemics and the web—are frustrated by the industry's vivid demonstration of inaction and incompetence in reacting to Covid-19.

Experience stems from bad judgments. 

But in a youth-oriented, know-it-all society like ours, the lessons learned from bad judgments made in the past are considered trivial; and the dinosaurs who made them, annoying.

It's too bad you cannot download experience with a click.

My Take on the Events Industry

Dear Pollyanna:

So sorry to burst your bubble.

The ride you're on is neither brief nor V-shaped. 

Covid-19 has thrust events into an existential crisis.

Whether the crisis was overdue is beside the point.

Everyone knows this year will be seen disruptive.

But no one knows—once we get control of the virus—whether or when the events industry will rebound, or what shape events will take.

Yes, I agree with you: face-to-face fills a Maslowvian need.

But events will have to be reformulated to succeed post-pandemic. 

Attendees aren't going to revert to old behaviors. 

Your can't, either.

If you're betting otherwise, call me.

I have a bridge to sell you.

More on James' Hierarchy

A colleague asked me to rate his organization's events on the 5-point scale I proposed earlier this week.

The events are among the most important, prestigious and successful in the market they serve.

That understood, I gave them a single star.

To recap the rating system I proposed: 

• 1-star events focus on everyday needs, satisfying attendees' needs to navigate without stress through physical space; meet other people and chat; acquire useful information; and talk business.

• 2-star events cater to fantasy, satisfying attendees' needs to lessen anxiety and escape reality.

• 3-star events provide cheap thrills, satisfying attendees’ needs to be wowed and titillated.

• 4-star events provide genuine thrills, satisfying attendees’ needs to be awed by proof of human ingenuity and displays of daring.

• 5-star events focus on melioration, satisfying attendees’ needs to improve not only themselves, but to better the lives of others.

If you are honest about your own event and can at best award it one star, remember that to earn a 1-star rating from Michelin, a restaurant has to represent, “A good place to stop on your journey, indicating a very good restaurant in its category, offering cuisine prepared to a consistently high standard.”

Even celebrity chef Gordon Ramsay’s restaurants all don’t have a Michelin 1-star rating.

James' Hierarchy

Like gourmands, event attendees crave a "5-star" experience, and event producers should want to deliver one.

But how do you define a 5-star experience? Or, for that matter, a 1-, 2-, 3- or 4-star one? 

To my knowledge, nobody's offered a definition. So I will.

With a nod to Abraham Maslow, James' Hierarchy of Experiences presupposes:

1. Experiences can be categorized by their capacity to fill attendees' needs, and
   
2. Experiences can be ranked hierarchically.

So, from the bottom to the top, here goes:

Everydayness. This term characterizes the experience delivered by the vast majority of successful events; cribbing from restaurant-rating systems, you might label them "1-star" events. Events in this category more or less satisfy attendees' basic needs to (1) navigate without stress through physical space; (2) meet other people and chat; (3) acquire useful information; and (4) talk business. Of course, many events don't meet even this rock-bottom standard: their signage is inscrutable; they over-schedule attendees; they make every session a panel; and they treat suppliers like lepers.

Fantasy. This term characterizes "2-star" events like Mardi Gras, Coachella and Fantasy Fest. Events in this category fill not only attendees' everyday experiential needs (to navigate, converse, learn and do business), but their next-level needs to lessen anxiety and escape reality. Disney has mastered the delivery of such experiences. The more event producers can emulate the company, the closer their events will advance toward "2-star" status. Virtual reality is a quick and dirty way to accelerate that advance.

Cheap Thrills. This term characterizes "3-star" events like Comic Con, Burning Man and Bike Week. Events in this category fill not only attendees' everyday needs and their needs for fantasy, but their needs to be wowed and titillated. Remarkable stunts, goofy sideshows, celebrity appearances, and novel tchotchkes abound at events in this category. Every producer should strive to produce an event that delivers cheap thrills; few do.

Genuine Thrills. This term characterizes "4-star" events like CES, Sundance, and the Indianapolis 500. Events in this category fill not only attendees' everyday needs, their needs for fantasy, and their needs for cheap thrills, but their needs to be awed by (1) proof of human ingenuity and (2) displays of daring. The delivery of genuine thrills is the reason the Colombian Exposition, The 1964 New York World's Fair and the 1992 Summer Olympics made the history books.

Melioration. This term characterizes "5-star" events like TED, SXSW and the Aspen Ideas Festival. Events in this category fill all of attendees' needs, including the very highest-level ones: to improve not only themselves, but to better the lives of others. Maslow would call it self actualization.

NOTE: The term everydayness is borrowed from the philosopher Martin Heidegger; and melioration, from the philosopher William James (alas, no relation).

Who Attends B2B Events?

According to American Express' 2018 Global Meetings & Events Forecast, five kinds of folks show up at B2B events.

Knowledge Seekers. These attendees want to improve themselves. Content and speakers drive their decision to show up. To woo them:

• Target your content to them
• Invest in a high-profile speaker
• Offer lots of choices
• Provide for note-taking and session-materials archiving in your app
• Offer creative meeting-space set-ups
• Include sessions that feature attendee-speaker interaction
• Provide great post-event information

Tech-Savvy Networkers. These attendees value relationships. The volume of opportunities to connect drives their decision to show up. To woo them:

• Include features in your app that ease connection
• Gamify your event
• Provide tons of networking sessions
• Offer speed networking sessions
• Supply the attendee roster before the event
• Keep conversations going post-event

Inspiration Seekers. These attendees crave purpose. The volume of experiences drives their decision to show up. To woo them:

• Include motivational speakers and self-help and coaching sessions
• Offer brainstorming and co-creation sessions
• Offer chances to become immersed in the destination
• Use alternate venues that remove them from the traditional one
• Offer community outreach or CSR experiences

Social Butterflies. These attendees love meeting new people—and sharing the experience. The volume of meet-ups drives their decision to show up. To woo them, you should:

• Offer tons of opportunities for interaction in breakout sessions
• Offer informal meal settings, to encourage socializing
• Pack your event with entertainment and leisure activities
• Ask Social Butterflies to be your advisors
• Give them opportunities to be influencers through your app

Reluctant Attendees. These attendees are introverts. Professional obligations—and nothing more—drive their decision to come. To woo them:

• Make the professional benefits of attending clear in promotions
• Offer ice-breakers early during the event
• Include lots of breakout sessions
• Point out content that is forward-thinking or research-based
• Include ample free- or down-time
• Include a recommendation engine in your app
• Provide a virtual version of your event

Brand Fanatics. These attendees are devoted followers. Opportunities to get the "inside scoop" drive their decision to attend. To woo them:

• Include plenty of gadgets
• Provide access to key brand representatives
• Offer chances to win exclusive merchandise and experiences
• Provide product demonstrations and early access to new products
• Hold focus groups to allow them to share their insights and ideas
• Showcase the brand end to end

Why are Conferences Dying?

Millennials are killing dozens of industries, according to Business Insider.

"Psychologically scarred" by the Great Recession, their wayward generation is boycotting:

• Retail outlets like banks, department stores, and home-improvement outlets
• Chain-restaurants like Applebee's, Hooters and Ruby Tuesday
• Groceries like beer, cereal, and yogurt
• Household goods like bar soap, fabric softener, and napkins
• Sports like pro football, golf, gyms, and motorcycles
• Luxury items like diamonds and designer handbags

Will conferences be next?

Many industry watchers predict so; and some producers are clearly anxious, if this ad's any indicator:

But for the scrappy producer, as Mark Twain said, "the reports of my death are greatly exaggerated."

That breed of producer is testing the participatory "unconference," embracing the design ideas of trailblazers like Adrian Segar.

Segar insists old-school conferences "unconsciously promote and sustain power imbalances"—imbalances anathema to new audiences, who crave equality opportunity with producers and presenters to influence outcomes.

The power imbalances stem from producers' "underlying belief that when you lose control everything turns to chaos," Segar says.

"Meeting stakeholders and planners typically subscribe to this viewpoint because they can’t conceive of (usually because they’ve never experienced) a form of meeting that successfully uses a different kind of power relationship."

It's high time conference producers abandoned that viewpoint.

Or it's Goodbye, Ruby Tuesday.

Stirred, Not Shaken

An angel investor and a tradeshow producer, Marco Giberti and Jay Weintraub, have pooled their considerable talents to write the 185-page book The Face of Digital, a look-see into the turbulent tradeshow industry and the changes that will be wrought by technology in the coming five years―a time they agree "will redefine the way we think of digital media in connection with live events."

Tradeshows, "the original social networks," can stand a stirring, the authors insist. Exhibitors, who foot the bills, cannot calculate ROI; and attendees, shows' raisons d'etre, can barely navigate them.

But the improvements wrought by tech will be gentle, the authors say.

"The events industry is not ripe for a disruption, in the mold of Uber or Airbnb," they write. "Instead, it's more likely that hundreds, even thousands, of small players will emerge to solve individual problems."

Among the problems solved by digital technology:

• No attendee will ever again stand in a line to get in; apps will let them buy their badges weeks in advance, in seconds.

• No attendee will ever again feel lost in a crowd; apps will signal when friends are nearby.

• No one will waste time scrutinizing inscrutable signs; apps will recommend the best path to the next booth you want to visit.

• No attendee will ever miss a speaker's session; livestreaming will let her watch it on demand.

• No attendee will ever go home empty-handed; matchmaking apps will connect her to other attendees and exhibitors even after the show.

• Exhibitors will no longer pay a penny for drayage; products will be demonstrated in virtual reality.

• Follow-up will no longer be dismal; CRM systems will automate and personalize the activity.

• Exhibitors will no longer grouse about foot-traffic; beacons will smooth crowd-flows.

• Rainforests will no longer fear tradeshows; digital will replace paper exchanges 100%.

The solutions to these problems aren't imaginary, the authors point out: they exist now. 

Tradeshow producers just don't know it―or care much.

"Like the newspaper industry," they write, "the events industry is still very much in transition between the predigital age and an era in which digital integration will become commonplace in every aspect of our lives and businesses."

But competition against digital marketing for exhibitors' dollars will wake complacent producers up, just in time for "the Cambrian explosion of digital tools for events."

Giberti and Weintraub's book is a must-read for every tradeshow producer and exhibitor, as well as anyone whose livelihood is derived from face-to-face. Their viewpoints are sensible and admirably realistic.

My own is that the changes ahead will be less incremental; that the tradeshow business is less like the newspaper business and more like the apartment-rental one; and that an Airbnd-ish "disruptor" lurks just over the horizon.

Yes, tradeshow producers have a lock on things for the moment.

But, as James Bond might say, the industry's about to be "shaken, not stirred."

10 Must-Try Meeting Innovations

If you had to identify, in one word, the reason why the human race
has not achieved, and never will achieve, its full potential,
that word would be "meetings."

― Dave Barry

Why must attendees―and the rest of our species―stultify, when great meeting designs abound?

In Meeting Design, Adrian Segar outlines 10:

Elementary

An "elementary" meeting maps a familiar event onto the meeting. The familiar event―for example, a holiday dinner, a wedding, a court trial, an autopsy, a science experiment, or a club outing―functions like a metaphor.

Participation-rich

A participant-rich meeting substitutes experiential learning for the "expert broadcast." Attendees interact with each other, rather than listen to a speaker. Popular variations include the affinity group, roundtable, fishbowl, pair share, seat swap, guided discussion, and World Café.

Participant-driven

A participant-driven meeting lets attendees pick topics. Post-Its are distributed during breakfast that let attendees "crowdsource" topics. The impromptu approach may feel chaotic, but 25 years of research has shown over half the topics offered at conferences are irrelevant to attendees.

Small niche

The small niche meeting―the opposite of the industry convention―connects 100 people or fewer through a "micro event" where they don't waste a moment's time navigating crowds of strangers, or listening to motivational lectures they won’t remember in a week.

Short plenary

The short plenary is a TED-style or "lightning” talk. The format is doubly effective when paired with a follow-on breakout (or breakouts) with the speaker.

Learning and action

Adding a facilitated, end-of-day roundup to a meeting improves outcomes. It lets attendees recap what they learned, deepen connections with others, and find out what they missed. Popular formats include the "personal introspective" (attendees reflect on the changes they want to make as a result of what they learned) and the "group-spective" (attendees publicly evaluate the event's content and discuss next steps).

Sensitive topic

While a large meeting isn't a safe place for confidential discussions, small peer-groups can be convened to explore sensitive professional topics. Everyone must commit up front to the statement, “What we share here stays here,” and agree others have the freedom to ask questions and speak their minds.

Movement

Ten minutes of sitting slows blood-flow to the brain. Letting attendees move around mitigates the bad effects. Meeting facilitators can lead attendees in fast, frequent stand-in-place exercises; or conduct entire sessions standing up; or lead strolls around the room―or, better yet, through a beautiful spot outdoors (provided it's ADA-compliant).

Surprise

A meeting where significant parts of the program surprise attendees will have better outcomes. That's because they're instinctively wary of new formats and may opt out of experiential learning. By surprising them, they'll discover rewarding new ways to learn and connect.

Solution room

A "Solution Room" runs 90 to 120 minutes. After an intro, attendees are asked to describe a personal challenge for which they'd like peer advice. They then gather at small roundtables and mind-map the challenges on paper. Seat swaps allow each attendee to get―and give―advice. At the start of a meeting, Solution Rooms help groups of six to eight people connect, and are good for introducing new attendees into a community.

Meeting Design is free―and well worth a look.

B2B Events Get Hip

Expect more annual B2B events to market themselves like music festivals, according to Cramer.

Meetings once held in convention center halls and hotel ballrooms will migrate outdoors and to hip, alternative venues, offering inspired music and entertainment.

"Festivalizing" your B2B event means adding not only rad surroundings and music, but the other hallmarks of a big festival: frictionless registration, entry and wayfinding; a "choose-your-own-adventure" schedule; post-modern structures; exotic food and beverage; cause-related happy hours; playrooms and coffee houses; co-created artworks; social media extravaganzas; and event themes that celebrate coolness, community and creativity,

Festivalization's dual goals are "reinvigorating attendee bases and attracting millennial prospects, who prefer experiences, touchpoints and connections at events," Cramer says.

B2B event planners are riding a wave. According to Billboard, 32 million Americans attended a large music festival last year.

Content Precedes Connection

Before the web, organizing a successful B2B event was child's play, as easy as saying, "Hey, kids, let's put on a show!"

But content shock has made event organizing hard. 

Really hard.

If you want to attract a content-shocked audience today, you'd better get your own content right, says Ricardo Molina, cofounder of Bright Bull. 

"Marketing B2B brand events is basically impossible to do successfully unless you have this step done right," Molina says.

Your ability to identify content that connects can only come from one place, as Warwick Davies, owner of The Event Mechanic!, says: "Knowing what’s going on in your market from a DNA level."

"Imported" knowledge of your market won't cut it.

Scratch any failed B2B event and, under the skin, you'll likely find the organizer got the content wrong.

"Get your event content straight," Molina says. "Make sure it's the kind of stuff people want to hear about. Make sure you're offering something that's definitely going to drag them away from their desks and into a room with you."

Yesterday

Does your meeting need a chief experience officer?

Samantha Whitehorne answers yes in Associations Now, and identifies three roles for the CXO:

• Attendee advocate. The exec who spots and fixes "small mistakes that could frustrate attendees."


• Listener-in-chief. The exec who studies live audience feedback and recommends adjustments in real time.


• Brand guru. The exec who polices branding before, during and after the event.

To Whitehorne's list of duties, I'd add:

• Guardian of truth. The exec who goads planners to up their game.

Want the truth? Attendees have zero tolerance for mediocrity.

Salesforce.com proves that fact in its new study, State of the Connected Customer:

• 80% of B2B customers say they expect real-time response
• 75% say they expect providers to anticipate their wants
• 70% say technology makes it easy to take their business elsewhere
• 66% say they'll abandon you if treated like a number

It's easy for planners to pine for yesterday, when the audiences were pliant; the competitors, pipsqueaks; the margins, porcine. But today's audiences want more.

"Excellence, quality and good should be earned words, attributed by others to us, not proclaimed by us about ourselves," Disney animator Ed Catmull says in Creativity, Inc.

The time is now to appoint a CXO for your event.

Indeed, it was yesterday.

Corporate Wedding Planners Strike Back

An "aspirational" ad campaign of the late 1960s proclaimed, "You've come a long way, baby."

It took event planners a while to catch up.

But they assuredly have, as made clear by Kerry Smith and Dan Hanover's 200-page Experiential Marketing: Secrets, Strategies, and Success Stories from the World's Greatest Brands.

No longer "corporate wedding planners," experiential marketers in the 2010s have become marketing kingpins—the drivers and integrators of all the marketing "silos."

"Live experiences have ignited a marketing revolution in which brands around the world have committed to upgrading their marketing strategies, budgets, and platforms," Smith and Hanover write. "And that revolution has driven a much-needed evolution of the marketing channels and silos used by brands for 50 years."

The heart of the book lies in Chapter Four, "Anatomy of an Experiential Marketing Campaign," where the authors describe the 11 "Experiential Pillars" underpinning the channel.

"As with a great recipe in which the ingredients are blended together to create a unique flavor, these pillars work together to optimize engagement and will allow you to achieve the brand-building, value-creating, clutter-braking power of experiential marketing," they write.

They base the chapter not on hard knocks or gut feelings, but an analysis of the 1,000+ winners of the Ex Awards, the annual awards competition for live events they've produced since 2002. And the events they consider take not one form, but many, from PR stunts, in-store events and road shows, to trade shows, user conferences and sales meetings.

Reading Experiential Marketing tempted me to update my recent post, "My 5 All-Time Favorite Books on Marketing," because the book has the same quality as the "mind-blowing game-changers" I listed there.

No matter how much you've dabbled in event production, the authors give you a palpable sense while you're reading the book that you're on a path of discovery; that you're like one of those "Pioneers of Television" who's in at the inception of a powerful new medium with a yet-understood capacity to build large audiences and fundamentally reshape worldviews.

Buy it. Read it.


You've come a long way baby! by JustAnotherJester

B2B Events are Wending toward Wow

Once upon a time, a hotel ballroom sufficed to fill the conference producer's need for a space suited to parking 300 butts, and maybe 30 booths, for a day or two.

But Millennial attendees have crabbed so much, for so long, about B2B events' blandness producers are rethinking venue, hoping to provoke a wee more wow.

According to Skift, B2B events are now being situated in many privately owned "alternative venues," including factories, warehouses, mansions, museums, boats, restaurants, cocktail lounges, wineries, art studios, work spaces and incubators. (Aside: With my partner producers, I just chose the latter type of venue for a new conference myself).

But blocking the way to wow is convention. For decades, producers have worked cozily with hotels.

"They’ve always met in the same hotel meeting rooms with the same carpet and the same white walls,” says Jan Hoffmann-Keining, CMO of an online matching service named Spacebase.

Producers' cherished comfort comes at a cost—to corporate innovation and creativity.

"People are realizing that if you keep meeting in the same rooms and thinking the same thoughts, then it’s going to be hard to find that innovation and creativity,” Hoffmann-Keening says.

Patric Weiler, Head of Strategy for American Express Meetings & Events, thinks more producers will gradually buck tradition.

“The meetings industry is changing, and the classic silos are breaking up about how to plan a meeting,” he says.

Event-Goer: Won't You be My Neighbor?

Are you an adventurous event-goer?

Airbnb wants you.

Room-sharing represents the ultimate way for event-goers to personalize business travel, says company exec Chip Conley.

While she once aspired to stay in a predictably clean and conveniently located hotel, today's event-goer seeks “discovery”—a craving Airbnb satisfies by providing rooms in every sort of neighborhood.

The company fills a need that's not without precedent, Conley says:

• Home-swapping dates to the 1950s, when the Dutch teachers' union suggested members could swap houses to save on vacation rentals.

• VRBO web-ified peer-to-peer vacation rentals in 1995.

• Boutique hotels surged about the same time, proving “there was a growing number of customers for whom predictability and ubiquity were not the right model."

Airbnb targets “customers who are a little adventurous, especially in locations that they know already,” Conley says.

To accommodate event planners, Airbnb is hawking widgets planners can embed in their websites. The widgets link attendees to blocks of Airbnb listings available during the event's dates and in proximity to the event's venue. 

Following in the footsteps of Amazon and Netflix, the company plans to use algorithms to become a global hospitality giant, according to Conley.

How to Guarantee Gate-Shut-Panic

It is a hopeless endeavor to attract people to a theatre unless they can be first brought to believe that they will never get in.

—Charles Dickens

"Of all the thousands of events that exist, only 5% represent those that I’d consider as ‘must-attend,’" says event designer Warwick Davies.

"These are the events where your absence will be noted, whether you are an attendee, speaker, sponsor or exhibitor. They are the kinds of events that prompt a ‘fear of missing out'—FOMO—the fear that it will somehow cost you in some way if you aren’t there."

Germans have a word for FOMO, Torschlusspanik, "gate-shut-panic."

The word dates to the Middle Ages, when peasants had to scamper from the fields at dusk, to guarantee they got home before the city gates were shut. The ones who dawdled could be eaten by wolves, beaten by robbers, or killed by the cold.

You can't loose wolves or release the Kraken on resistant attendees. But you can instill FOMO by offering a must-attend event.

Davies says these six actions guarantee it:

Make sure influencers show up. Buzz about your event only occurs when "influentials, connectors and mavens" attend, Davies says. Be sure to find ways for them to see value in attending.

Make sure you connect with influencers. Connect with 10 influencers, and you can't help but spark FOMO. "It will help not only your event, but also your own personal industry profile, and potentially your career."

Make sure you know the next big thing. You can't be clueless and run an irresistible event. Become a trend-spotter and build the next big thing into your event.

Make sure to connect with your Top 10 sponsors.  To create FOMO, you need tight connections with all the decision-makers at your leading funders.

Make sure to offer 10 networking activities. "Have 10 really dynamic and interactive things on the schedule that allow the movers and shakers, as well as their followers, to get together." Activities can include receptions, community projects, roundtable sessions and morning runs.

Make sure to market your event as a "must-attend." But don't just claim it. Prove it. Publish an agenda that shows you're leading your industry.

HAT TIP: James McCabe inspired this post.

5 Game Designs Guaranteed to Boost Event Traffic

Almost always, games score big as traffic-boosters at events.

The reasons why are well understood: games satisfy attendees’ innate needs to compete, win recognition, and bring home swag.

But today—with a slew of tech-enabled amusements at our fingertips—games are undergoing a renaissance at events.

To create a memorable and buzz-worthy game, you need a design that's aligned with your goals and that attendees will find alluring. Here are some design alternatives:

Skills competition. Suppose you want to increase traffic at some specific location. You could design a game that challenges attendees’ physical or mental skills—anything from hitting a target to taking a quiz. An attendee could play by completing an action (answering a trivia question, for example), for which she earns a token. The number of tokens awarded for repeat plays could increase as the difficulty of the challenge does. After playing, the attendee redeems all the tokens won for a matching-level prize by visiting a winner’s station.

Treasure hunt. Suppose you want to offer exhibitors a traffic-building sponsorship opportunity. You could design an old-fashioned treasure hunt. Attendees could earn points toward prizes by visiting a series of exhibits, where each participating sponsor rewards them with tokens. After the series of visits, the attendees would visit a winner's station, where they would enter a prize drawing by redeeming their tokens.

Game show. Suppose you want attendees to actively listen, while you communicate a lot of information. You could train a presenter to act as MC, and design a game show that challenges players’ knowledge. Attendees would play and, based on their game-show scores, be awarded variously valued tokens, which they could redeem for the corresponding prizes.

Mission. Suppose you want to collect market research from attendees. You could send them on a “mission.” Under this scenario, attendees would earn tokens by visiting a series of kiosks, where they complete your research surveys. Players who take part in the mission (even the ones who don’t complete it) would receive real-time recognition on a leaderboard and through social-media posts, as well as collecting tokens they can redeem for rewards.

Chance. Suppose you want to draw a crowd and maximize word-of-mouth throughout the event. You could design a game of chance. Attendees who play would win tokens worth a various number of points that they could redeem for the corresponding prizes.

Your Event is Either an Experience or a Waste of Time

Event no longer describes the work of planners, Kevin Jackson says in Event Manager Blog.

Planners no longer merely organize events; they design experiences.

What's the difference, he asks?

"An event is a one-off moment in time and an experience is a whole campaign that builds a community of interest around the subject or topic we’re promoting," Jackson says.

The difference becomes clear when you consider where the two words come from.

Experience comes from the Latin word experientia, a "trial" (as in a "trial run"); event, from the Latin word eventus, an "occurrence."

Your event is either a memorable experiment or a forgettable incident.

A reveal or a recap.

A verb or a noun.

A festival or a funeral.

An experience or a waste of time.

As They Like It

All the world’s a stage, and all the men and women merely players.

As You Like It, Act II, Scene VII

As Adrian Segar says in The Power of Participation, given everything we know about active learning—and everything today's attendees crave from a conference—it's "almost unethical" to focus on an event's stage, where speakers control the content.

But how do you shift attention from a handful to many players?

Do your homework. The whole of attendees' perspectives is greater than the sum of speakers' parts. So ask attendees through a pre-event survey what content matters most. And consider using professional telemarketers to conduct the survey. The findings will surprise you!

Demand more. Insist your emcee lets attendees know you expect participation and highlight the opportunities attendees have to participate throughout your event. You can technologize participation by adding a second-screen experience.

Offer carrots. Ignite your audience by building in rewards for participation. Chances to win gift cards and sponsors' swag will bring out attendees’ competitive urges.

Deliver an experience. Provide content in contexts that sensually engage attendees (brands do it all the time). Use A/V, lighting, decor, aromas, and professional talent to boost audience involvement.

Continue the conversation. Extend participation after your event through online forums, hangouts, and social media. Create post-event videos and e-books, send them to attendees, and solicit feedback.