Money makes the world go ‘round. And when it comes to meeting planning, money can probably get you whatever you want. However, few event planners have the luxury of an unlimited budget. Your boss may like to drink champagne on a beer budget. In other words, caution you to spend less, but expect miracles at the same time.

Preparing and managing a realistic budget is serious business, but to score “big boss” points you also need to be a savvy negotiator and cost-cutting aficionado. To help you on your way, here are 30 tips in a variety of different areas to keep your meeting expenses at a minimum without losing quality you strive for.

1. Keep your budget flexible. Be prepared to build in a contingency of 10 percent into your total budget to take care of any unexpected expenses and emergencies. Unforeseen or overlooked costs such as, overtime, overnight mailings, phone and computer hookups or speaker substitutions could skyrocket your budget.

2. Check all invoices. Question anything on your invoices that doesn’t compute against the written quotation. Scrutinize your hotel/facility and food and beverage invoices while on-site. Ironing out discrepancies in person is much easier than over the phone.

3. Limit authorization. Only a select few should have the authority to charge items to your master account at the hotel. Make sure hotel has a list of these people, and refuse to pay for charges signed by unauthorized personnel.

4. Review accounts daily. To avoid any major surprises or heart failures when you see the final bill, review your accounts with the facility on a daily basis. It’s easier to spot errors or make necessary changes if costs are escalating in certain areas.

5. Schedule during low-usage times. If you have the flexibility, consider scheduling your meetings during low seasons or days of the week when the facility is less busy. Booking near holidays such as Easter, Memorial Day, and Labor Day might definitely be to your advantageous.

6. Ask for the best rates. Do your research. Check out the rack rates, corporate rates, AAA discounts and so on, and compare them to the group rates you’re being offered. Call the toll-free reservation desk for information.

7. Confirm and reconfirm your dates and event details. Overlooking a detail may cost you big bucks.

8. Request a discount for on-site payments. When the facility doesn’t have to wait for payment because you arrange to pay immediately after the event or as the meeting is ending, they may well be open to a discount for prompt payment.

9. Be conservative with room blocks. With more and more guests using discounted hotel sites for room bookings, attrition on unused rooms can get very expensive.

10. Negotiate comp rooms. As part of your discussions with hotel management, negotiate comp or discounted rooms for speakers, staffs and or upgrades for VIPs.

11. Understand your cancellation clause. Don’t sign anything you’re not completely happy with. Be certain that your cancellation clause is reciprocal, so that both parties get the option to back out of the contract before a specified date, in case of any changes to the original agreement.

12. Negotiate set prices. To help with your budgeting, arrange to pay a specified amount on food and beverages during your entire event, rather than a rate per person, per function.

13. Consult a tax attorney. Investigate tax laws for your business location and the event location. You may be eligible for tax breaks that you’re not claiming.

14. Keep room setup simple. Wherever possible use theater style (where only chairs are used) as it is less labor-intensive than classroom-style (which includes both table and chairs), thus lowering setup costs. Also, plan to keep setups the same from day to day.

15. Check into other groups. Find out about groups holding their meeting prior to and after yours and discuss staging needs. You may find that you can save on setup and teardown if you all have the same or very similar requirements.

16. Investigate sponsorship opportunities. Find sponsors to cover as many of your program expenses as possible, especially speaker fees, audiovisual equipment, and special meal functions.

17. Investigate grants. Although it might be a time-consuming exercise, you might look into specific federal, state, local or corporate grants that might be available for holding your meeting.

18. Use industry experts. To save on speaker expenses, consider using industry experts whose companies often pay expenses. Alternatively, use local speakers where appropriate to save on travel expenses. However, check how good they are before hiring them. You may end up with a dud!

19. Avoid renting unnecessary equipment. Double check speaker needs for audiovisual equipment to avoid renting unnecessary items.

20. Keep signage simple and reusable. Consider investing in a laminating machine to make your own signs.

21. Discuss economical audiovisual setups. Limit the number of microphones needed. Check if the hotel supplies a complimentary microphone in each meeting room. Skirt a cocktail table instead of renting special carts for A/V equipment.

22. Use outside suppliers. Look outside the hotel for possible audiovisual suppliers whose prices may be more competitive than those in-house. However, the hotel may match the other supplier’s prices if asked.

23. Save on transportation. Use airport shuttles instead of taxis. If you have a sizeable group attending your event, negotiate special discounts with the shuttle bus company. Alternatively, check if the local taxicab company can provide discount coupons.

24. Arrange for one room. For smaller committee meetings that may be held during a larger conference arrange for a buffet luncheon to be held in the same room as the meeting to save on having to rent a separate room.

25. Negotiate food. Negotiate paying for food based on consumption. You can then return food without having to pay for it.

26. Minimize portions. Sever mini-Danishes, muffins and doughnuts, or cut larger servings in half. Many people (especially women and dieters) only want half to start with. Alternatively, serve a continental breakfast instead of a full breakfast buffet.

27. Opt for fewer choices. When it comes to hors d’oeuvres, go for fewer choices in larger quantities rather than a large selection in smaller quantities. And, remember to avoid the shrimp. People inhale it. There’s never enough!!!

28. Check for dead stock. Check if the hotel has dead stock wine available (such as wine that in no longer on the wine list). You may be able to negotiate a great price for some really good quality wine.

29. Store opened bottles. Find out if the hotel can store opened bottles of liquor from one reception and us them another reception during the same conference.

30. Open bottles as needed. As the banquet captain to open wine bottles only as needed. You pay for every bottle that’s been uncorked.

Bonus tip: Avoid salty foods during receptions as it encourages people to drink more.

Written by Susan A. Friedmann,CSP, The Tradeshow Coach, Lake Placid, NY, author: “Meeting & Event Planning for Dummies,” working with companies to improve their meeting and event success through coaching, consulting and training. Go to http://www.thetradeshowcoach.com to sign up for a free copy of ExhibitSmart Tips of the Week.

Business meetings may be conducted formally or informally, depending on the company and the circumstances. The following guidelines are based on Robert's Rules of Order.

Taking Minutes  

 

Steps:

 

1.  Obtain the meeting agenda, minutes from the last meeting, and any background documents to be discussed. Consider using a tape recorder to ensure accuracy.  

2.  Sit beside the chairperson for convenient clarification or help as the meeting proceeds.  

3.  Write “Minutes of the meeting of (exact association name).”  

4.  Record the date, time and place of the meeting.  

5.  Circulate a sheet of paper for attendees to sign. (This sheet can also help identify speakers by seating arrangement later in the meeting.) If the meeting is an open one, write down only the names of the attendees who have voting rights.  

 6.  Note who arrives late or leaves early so that these people can be briefed on what they missed.  

7.  Write down items in the order in which they are discussed. If item 8 on the agenda is discussed before item 2, keep the old item number but write item 8 in second place.  

8.  Record the motions made and the names of people who originate them.  

9.  Record whether motions are adopted or rejected, how the vote is taken (by show of hands, voice or other method) and whether the vote is unanimous. For small meetings, write the names of the attendees who approve, oppose and abstain from each motion.  

10.  Focus on recording actions taken by the group. Avoid writing down the details of each discussion.    

 

Tips:You do not need to record topics irrelevant to the business at hand. Taking minutes is not the same as taking dictation. Consult only the chairperson or executive officer, not the attendees, if you have questions.the person taking minutes does not participate in the meeting.    

 

Transcribing Minutes

 

Steps:

1.  Transcribe minutes soon after the meeting, when your memory of the event is still fresh.  

2.  Follow the format used in previous minutes.  

3.  Preface resolutions with “RESOLVED, THAT…”  

4.  Consider attaching long resolutions, reports or other supplementary material to the minutes as an appendix.  

5.  Write “Submitted by” and then sign your name and the date.   6.  Place minutes chronologically in a record book.    

 

Tips:Write in a concise, accurate manner, taking care not to include any sort of subjective opinion. No matter what type of minutes you take, focus on capturing and communicating all important actions that took place.    

 

Tips from eHow Users:Handout notes by eHow Friend
I find it very helpful to make notes on the back of my set of handouts. That way, what was discussed about the items on that particular handout is on the back of the actual sheet.    

 

Follow up by eHow Friend
Make sure action items are clearly marked on the notes. When they are disbursed they can serve as reminders for those in attendance.

Do you announce a meeting and find either no one shows up on time, they come with their own agenda, or the meeting goes on and on? If this is true in your case, then worry no more.

Here are six steps to help you develop successful meetings:

1. Establish a realistic and specific objective. Ask yourself, ‘What do I want to accomplish?’ or ‘Why am I calling people together at this time?’

Do I want:

• to solve problem(s). * to inform. * to gain feedback. * to orient.
• to motivate. * to reward. * to buy. * to sell.

Then decide the best mode to accomplish your objective. Ask yourself which best suits your needs:

• a conference with a panel(s) of speakers?
• a half-day workshop? Or a full-day seminar?
• a staff meeting that includes your immediate staff?
• a staff meeting that includes your department or division?
• a staff meeting that includes everyone from all levels of the entire organization?

2. Create a well-developed agenda. Review your agenda before announcing your meeting. Make sure it avoids:

• spending too much time on details technical subjects. (It puts people to sleep and does not communicate with them.)
• failing to specify the starting and ending times. (Employees need to know when to be there, when it is expected to start, and when it is expected to be finished so that they can reschedule their other duties and responsibilities.)
• adding irrelevant topics. (Doing so only lengthens the meeting time and serves to anger people or put them to sleep.)
• having speakers or presenters who are known to ramble. (One of the surest ways to put your audience to sleep is to have a boring meeting with speakers or presenters who talk on and on. This is especially true in cases where the agenda covers technical or scientific material.)
• crowding the agenda with too many subjects. (It is better to have a question and answer period during the meeting than to try to cover everything.

Now review your agenda and make sure you have included:

• a chairperson or Master of Ceremonies to move topics along without rushing the presenters, or allowing them to ramble.
• general logistics before hand, such as restroom locations, break times, and telephone or walk-in interruptions.
• a priority system so that the most important topics or pressing matters are covered first.

3. Assign particular responsibilities. Be sure to select responsible people to carry out the responsibilities of your meeting. Also be sure:

• to match the topics and tasks with competent presenters.
• to give them clear, complete, and specific instructions including assigned time to complete their presentation.
• to gain the concurrence of your key participants.
• to have a clock in clear view of the presenters.
• to start on time, regardless. (This is perhaps the most important aspect of running a successful meeting.)

4. Establish a positive meeting environment. Take the time to plan your meeting. Perhaps the most important aspect to consider is the environment where you will hold your meeting. To insure its success, be sure you:

• create an environment that is conducive to effective communication.
• set start and ending times that are conducive to all.
• develop the environment around a theme.
• consider the objective of the meeting when selecting the room.
• consider decorating the room, if this is warranted.
• arrange and test the audio-visual support before hand.
• arrange the seating of participants and attendees, depending on the estimated number of attendees.
• arrange the seating plan for optimal effect.

5. Plan all the activities. Take the time to plan and plan again all the events, people, places, and things related to the objective and theme of the meeting. Be sure to:

• gather input where relevant.
• take notes where necessary.
• prepare adequate quantities of handouts.
• prepare to post adequately the announcement of the meeting along with its agenda, times, participants, and any other relevant information.
• prepare backup materials.
• prepare post-meeting evaluations, where necessary, and summary handouts.

Remember: When you maximize your potential, every one wins. When you don’t, we all lose.

© Etienne A. Gibbs, MSW

SEAL Inc.

847.394.9857

stinnish@ameritech.net

 

Innovative meetings occur where there is a good match between speakers, topic, your requirements/needs, desired outcome and the setting with a twist of the right chemistry.

 

The best speakers create in audiences the desire to change, the confidence to act, and the knowledge or tools to succeed. Speakers can impact people's:

 

·          Attitudes (how they feel)

·          Knowledge (what they know)

·          Actions (what they can or will do)

 

Before even previewing or considering a single speaker, be clear on your objectives for hiring a speaker. “Because we always have a keynote speaker.” is not a good reason to hire a speaker again this year.

 

Clarify why you want to hire a speaker. Select speakers who will deliver the outcomes you want/need. Some common objectives include the desire to:

 

·          Entertain (change how they feel)

·          Motivate (change how they feel)

·          Promote a cause or organization (change how they feel and what they know)

·          Educate (change what they know; perhaps what they do)

·          Shift behavior (change what they do)

 

Many other sources (including speaker bureaus) offer checklists that cover logistics, legal issues and also content. This checklist is intended to help you hire a speaker who is the best match with your meeting. This checklist of 20 questions will help you create an innovative meeting.

 

Checklist for Innovative Meetings

 

1.       What size of a group do you work with?

2.       What level of people do you work with?

3.       Are we an attractive audience for you? Why? Most top speakers don't accept every engagement even if they are available. They select audiences with whom they have the greatest chance of success.

4.       How would you characterize your “style” of speaking?

5.       What is your focus? Are you more of a “special event” speaker? Do you focus on keynotes? Do you offer ongoing, long-term training as well? Most speakers operate a three-pronged business: Keynoting, workshops and consulting.

6.       Do you specialize by topic or industry?

7.       How long is your “typical” program?

8.       How do we make sure your program works?

9.       What will you do to make your message relevant to our group?

10.    How will you create an empathetic connection with the audience?

11.    How will you create involvement and interactivity? Professional speaker Patricia Gardner says “People don't want to listen to a lecturer.” That requires speakers to use techniques and tactics that involve the audience.

12.    What will you do to finish on time?

13.    How can you help us promote this meeting?

14.    What else do we get when hiring you? Some options include:

·          Deliver one or two “breakout sessions” or a spouse program

·          Introduce other speakers

·          Emcee the event that they are part of

·          Host a book signing

·          Meet and greet at a reception

·          Coach other internal speakers either in advance or on-site

·          Moderate a panel

·          Sign autographs

·          Appear in the sponsor's booth to increase the value of their sponsorship

 

15.    What are the pros and cons of having you speak to our organization more than once?

16.    Will you customize your program for our organization? Content, titles, introductions, props and visuals are areas that can be customized? For example, your organization's name, logo, and meeting theme can be incorporated in the handout.

17.    What type of pre-program research do you conduct?

18.    Do you provide handout masters and/or finished handouts? Who pays for the handouts?

19.    How do you accommodate hearing and sight impaired audience members (i.e., Handouts in Braille, audio tapes, etc.)?

20.    Will you be accessible to all attendees before and after the event?

 

Ultimately when narrowing down your selection, ask yourself these questions to help guide your decision:

 

1.       Have I considered a widely-diversified group of potential speakers? Does the pool of speakers address the type of diversity in my audience?

2.       Do I have a match between Content (topic), Style (delivery), and the Call to Action (outcomes)?

3.       Is the speaker entertaining as well as informative?

4.       How does our location/site influence our selection of a speaker and that speaker’s success? How will a rugged, individualist speaker play in a tony, urban 4-star property? Can I use our site to help build a theme or thread running throughout the meeting?

Does the speaker have verifiable references that increase my comfort?

 

These questions will help you get a great match between your speakers, topic, requirements/needs, desired outcome and the setting while maximizing that all important twist of chemistry.

 

 

SEAL Inc.

847.394.9857

stinnish@ameritech.net

 

Do your meetings fall victim to Corporate Attention Deficit Syndrome? 

The message of your meeting is the most important aspect of your meeting. Food, drink, sleeping rooms…yes these are all important. But the ultimate reason for a meeting is to deliver a message. Even an incentive trip to the most exotic, luxurious destination would go awry if the “message” sent to the participants wasn't correct.

The message must be well crafted (clear, articulate, and consistent).
The message must be delivered (physically heard).
The message must received (fall upon receptive ears).

Presenters or paid speakers certainly shoulder responsibility for crafting their messages. But how can you create the optimal environment to allow that message to be heard and received?

 Today’s meeting audiences are typically filled multi-tasking and over-tasked individuals.  Many have likened the challenge of getting and keeping our audiences' attention as Corporate Attention Deficit Syndrome.

The book, The Attention Economy, outlines what we pay attention to and divides our attention into 6 types:

• Attraction (victory, super models)
• Aversion (car wrecks)
• Captive (bad weather, movies)
• Voluntary (hobbies, print advertising)
• Front of Mind (discussion, task at hand)
• Back of Mind (to do list, commuting)

The authors, Thomas Davenport and John Beck, promote the idea that understanding and managing attention is now the single most important determinant of business success.

You can help meetings be an attraction.  You can help create environments where our audience feels they are participants not captives.

The majority of people are visual learners (60%). They retain information best when they can “see” the information. Numerous surveys show that retention increased by 70 - 80% when visuals are used. That's one reason every speaker seems to use PowerPoint. (In addition, to the fact that speakers find it a great crutch!)

Beyond PowerPoint, consider changes in your meetings to make presentations more visual so you and your presenters shine:

• Stories This is not your traditional visual. However, stories woven within a presentation create pictures in people's minds. Stories work to grab attention and create emotional connections. When done in support of a point in the presentation, stories help increase retention and interest.
• Props Props help make information tangible. Props should illustrate or emphasize a key point. Several suggestions for presenters when using props:

1.       Make sure the prop is large enough to be seen

2.       Allow sufficient time for the audience to see the prop

3.       Don't let the prop become a distraction from you or your presentation

 

• Handouts Handouts need not be the PowerPoint slides reproduced. Handouts can include background information, supplemental charts and statistics, anything that supports the presentation. Handouts have the following advantages:

1.       Handouts can help fill in gaps in the audience's knowledge and understanding of the topic

2.       Add to the presenter's creditability

3.       Keeps everyone focused

4.       Serve as a place to take notes

 

• Flip Charts The old fashioned flip chart is still a work horse in small to mid-sized meetings. Flip charts allow a presenter to:

1.       Create group interest and attention

2.       Focus the group on key points

3.       Allow people to visually trace their conversation

 

• Change the scenery The same part of your brain that controls long-term memory also controls large motor skills. Who among us hasn't sat through a mind-numbing presentation? When a presenter asks the audience to move, they get their attention and re-awaken the part of their brain that controls long term memory.
• Questions Questions ask the audience if the picture is complete for them. Presenters can ask rhetorical questions or they can ask the audience to respond to a question. Additionally, PowerPoint slides can be crafted in such a way that each slide asks questions thereby inviting the audience to reflect and possibly express their opinions and feelings.

You can fight Corporate Attention Deficit by creating visually more interesting meetings.  Work toward well crafted (clear, articulate, consistent), well delivered (physically heard) and well received (fall upon receptive ears) messages.  Both you and your meeting participants will be glad you did.

    

by Sue Tinnish

847.394.9857

stinnish@ameritech.net

 

You want new ….
You want different …
You want innovative …
You want to borrow from something done before…

Many of us have only a passing familiarity with the principles of copyright law and the area of intellectual property. The Internet’s technology, ease and flexibility have made it incredibly easy to have access to, copy or even forward information. For the first time, the average person sitting at a computer can gain access to a wide range of every type of copyrighted material and can easily copy or communicate that material virtually instantaneously.

In a digital format, it’s not so easy to determine if a work has been copied. Original photocopy machines left tell-tale signs that a work was a copy. Later, color copies made near perfect originals. Now it is next to impossible to ascertain whether and at what point in the process a copy has been made or a performance has occurred.

From students to authors to people involved in planning meetings, copyright law is important to understand. There is a price to innovation and in many cases it’s determined by copyright laws or other areas of intellectual property rights.

Copyright or © is a legal protection for authors. Copyright law affords protection from “copying” of material. Ideas and facts are not protected by copyright laws. Individual words can not be copyrighted.  Copyright only protects the particular way an author expresses facts or ideas. Ultimately, copyright laws allow authors to profit from their work.

Like many laws, copyright laws have been amended since first created in 1790. Some parts of the law are ambiguous or poorly written. And no law can cover all situations in all circumstances. (And hence lawyers can make a profitable living!)

Materials that are protected by copyright include:

• Writings
• Musical works
• Cartoons
• Plays
• Photographs
• Maps
• Artworks, sculpture
• Movies
• Pantomimes and choreographed works
• Recipes
• Architectural drawings

Copyright law protects published and unpublished works. Copyright protection for all works created after 1978 begins the instant a work is created – whether it is registered or not with the US Copyright Office. It is not even necessary to publish the copyright notice.   Some works may not be copyright protected but exist in the public domain. Public domain works are available for copying or using without gaining permission from the author.

How do you tell if a work is copyrighted? Unfortunately, there is no straightforward rule. To understand when a copyright has expired, you need to know when the work was published.

• Everything published in the United States before 1923 is in the public domain.
• Works published in the United States between 1923- 1963 and not renewed are in the public domain.
• All unpublished works by authors dated over 70 years are in the public domain.
• Foreign works published before 1901 are in the public domain.
• Foreign works published 1909-1923 with copyright notice are in the public domain.
• Copyright protection for current works (published after 1977) generally lasts for the extent of the author’s life plus 70 years.
• Works made for hire – that is works that are created as part of a job are protected for 90 years from the date of publication or 120 years from the date of creation whichever comes first. Examples: Training materials.

Examples of Public Domain works:

• Louise May Alcott’s Little Women
• Leonardo DaVinci’s Mona Lisa
• The Lone Ranger but not E.T. or Hopalong Cassidy
• Any facts

Copyrightis a complex issue. If you find a work that you want to copy, adapt or otherwise use and it is not in the public domain, you have three alternatives: