< PreviousThe Next Epidemic Nine Ways to Stamp out the Mental Health Stigma in Your Workplace BY DIANA HENDEL, PHARM.D. AND MARK GOULSTON, M.D. W hen Japanese tennis star Naomi Osaka withdrew from the French Open after refusing to speak to the media, she did it to protect her mental health. She may also have struck a blow on behalf of all who feel the need to downplay or even hide our depres- sion, anxiety, grief, and other issues in the interest of meeting work obligations. Osaka’s courage in speaking up on this issue is a huge step forward in help- ing break down the stigma surrounding mental health issues. It has inspired a lot of others to tell their own stories. Leaders need to take note. While mental health issues have always been a concern in the work- place, the widespread stress, distress and trauma caused by COVID-19 have forced leaders to zero in on the subject. There’s a new realization that, in an era of uncertainty and volatility, we need to not only prepare for future crises, but also bring psychological well-being out of the closet. Everyone won’t be as brave as Osaka, which is why leaders need to get intentional about destigmatizing mental health issues. If we don’t, people will be afraid to acknowledge they are struggling. They’ll just push through and just move on. This will cause big- ger problems down the road. It’s not good for employees or for your company. A few tips: If you have an EAP, make sure people feel comfortable accessing it. An employee assistance program (EAP) helps employees with issues that affect their health and men- tal and emotional well-being. If your organization has an EAP, make sure that people know the services it offers, and that they can access those services confidentially. Further reinforce the message that there is no shame in using an EAP. And if your organization does not currently have an EAP, consider set- ting one up now. Talk up the subject of mental health. Don’t assume people “just know” you care about this issue. They probably don’t. Say the words “I want you to be mentally and emotionally healthy. Please come to me if you need help. My door is always open.” And don’t just say it once. Say it, announce it, write it, and reinforce it over and over. Regularly meet with employees one- on-one so you’re more likely to be aware of their personal struggles. This is a good leadership practice anyway, as it builds strong connections between leaders and employees. But especially in tumultuous times like now, it helps you know if they’re grieving a loss or their spouse has lost a job, or their child is struggling in school. The better you know your employees, the more likely you’ll be to intervene when they need it. Be aware of the signals you’re send- ing. People need to feel psychologically safe to tell the truth. It’s crucial for leaders to allow people to feel their emotions and to talk about it when they are having a tough time. Pay attention to the sig- nals you’re sending. Never penalize people, overtly or subtly, for bringing their secret struggles into the light. Never imply INDUSTRYINSIDER themeetingmagazines.com 10 DECEMBER 2021 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT PHOTO BY ANDREW HENKELMAN VIA WIKIMEDIA COMMONS Naomi Osaka’s courage in speaking up on mental health is a huge step forward in breaking down its stigma.that this is a sign of “weakness” or that they are finding a reason to shirk their duties. And if you think you’d never do this, know that it’s possible to subcon- sciously push people away through stigmatizing them. We often stigmatize others because sometimes what others are going through hits too close to home about our own mental and emotional issues. It seems that most of the world copes with anxiety and depression — as opposed to healing from it — by trying to run away from it by keeping busy. Hearing about someone else’s issues can get in the way of our being able to run from ours. Show your own vulnerability. It is OK to admit that you too are afraid, stressed and exhausted at times. In fact, being vulnerable with your own feelings frees others to do the same. Not only does this level of transparency normal- ize conversations about mental health, it also helps you to be seen and heard, which supports your own mental health. Remember, leaders are also human! Model empathy for others’ expe- riences. The ability to show empathy truly is one of the most powerful lead- ership skills. Not only should you listen to people’s experiences, you must let them know that you really care and feel for them. Further, let it be known that the organization will not toler- ate the teasing or bullying of those who are visibly struggling to carry on. That is the opposite of empathy. Put a stop to any and all criticism or gossip immediately. Handle workplace shake-ups care- fully. When a crisis, disruption or trauma happens at work, how leaders respond really matters. COVID is an obvious example, but in a chaotic world, all sorts of disruptive events can — and even- tually will — happen. These events can exacerbate mental health issues, which is why leaders must approach them the right way. For example: It’s impossible to communicate too much. When lead- ers acknowledge and speak about what is happening during a crisis — particu- larly the bad stuff — employees feel safer to speak up, ask questions, and make their needs known. Fear, stress and anxiety ARE the elephants in the room. Address them head-on. We often think if we talk about stress, fear, or anxiety, that we’ll dwell on it and make it worse. The opposite is often true — being able to express feelings and speak about fears in a psy- chologically safe environment leads to less isolation, which can be detrimental to our well-being. Cut out the pithy platitudes or superficial pep talks. Workers’ fears and anxieties must be acknowledged as real and understandable. They don’t need to be told to “get over it” or “buck up.” Their feelings are not unfounded or delusional. Make sure you are always listen- ing. When we’re under great stress, it can be very difficult for any of us — particularly leaders — to hear the angst, pain, resistance and sometimes anger of others, or to have it directed at us. But bearing witness to others’ feelings is often what is most needed during and in the aftermath of a traumatic episode. Offer a peer-to-peer support group. Group work can greatly ben- efit health care workers, especially those who have encountered traumatic experiences together. When groups share similar suppressed and repressed thoughts and feelings during, and fol- lowing, a trauma, they are immersed in the bonding hormone oxytocin, which is associated with emotional connect- edness and emotional safety. If your organization does not already have a formal support group, consider forming one now. They can meet once or twice a week for sessions in person or even by video conference. Emphasize self-care. Talk openly to employees about how to keep stress and pay, and practice, the basics of self-care. At first glance, practices like getting enough sleep, eating well, exer- cising, and so forth may seem overly simple or self-evident. However, they’re more important than most realize in keeping us mentally, emotionally and, of course, physically healthy. The more you talk about such matters, the more it will dawn on employees that you care about their well-being. None of this is over the top. Many people feel mental health issues are the next big epidemic people will face. It is a leader’s place to get involved and try to neutralize the problem before it really takes root in the organization. Making 100% sure people aren’t afraid to raise the alarm is the first crucial step. I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2021themeetingmagazines.com 11 Diana Hendel, Pharm.D., and Mark Goulston, M.D., are the authors of “Trauma to Triumph: A Roadmap for Leading Through Disruption and Thriving on the Other Side” and “Why Cope When You Can Heal?: How Healthcare Heroes of COVID-19 Can Recover from PTSD.” Hendel is an executive coach, leadership consultant and former hospital CEO. Goulston is a board-certified psychiatrist, former assistant clinical professor of psychiatry at UCLA-NPI, and a former FBI and police hostage negotiation trainer. THE AUTHORS Many people feel mental health issues are the next big epidemic people will face. It is a leader’s place to get involved. Tough Talk How to Have Difficult Conversations Without Damaging Relationships BY QUINT STUDER INDUSTRYINSIDER themeetingmagazines.com 12 DECEMBER 2021 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT N o one enjoys conflict and confron- tation. We all want to be liked and accepted, and very few of us enjoy hurting people’s feelings. Unfor- tunately, leaders must be able to handle conflict or we’re not doing our job. We need to be able to hold tough and productive conversa- tions with others, and address conflicts inside the organization. The goal with tough conversations is twofold. One, you want to solve a problem; two, you want to do it without damaging your relationship with the other person. Remember that an organization is simply a network of strong, collaborative, mutually benefi- cial adult relationships. The better the relationships, the better the company. It benefits all leaders to master the art of resolving conflict while preserving great relationships. The good news is that tough conversations can actually strengthen relationships and help both par- ties grow personally and professionally if you handle them the right way. Before you go into a tough conversation, ask your- self these three questions: 1. Am I being fair and consistent? It’s important that you don’t have one set of rules for one person and a different set for another. 2. Am I too focused on being “right?” Just because you may disagree with someone doesn’t mean they are wrong. People have different experiences and points of view. 3. Do I need to call in a witness, document the conversation, or consider other legali- ties? If you’re not sure, consult an HR rep or employment attorney. Read on for some tips for having diffi- cult conversations: Stay focused on preserving the relationship. It is possible to convey difficult messages while still treat- ing the person with dignity, respect and empathy. This conversation is just one moment in time. If you dam- age the relationship, you shut down future opportuni- ties for collaboration and innovation. Keeping this in mind should help you stay civil, focused and sensitive to how you say what needs saying. Consider that you might be wrong. Go in with an open mind. You may not know all the variables caus- ing the person to do the things they’re doing. Often, we hear something totally unexpected that shifts our perspective. We can always be wrong. Knowing this and being willing to admit it is a sign that you’re a strong leader. It will also help you be a better listener. Before you call the meeting, get clear on what you want to say. Be sure you can express up front what the problem is, how it’s impacting others and what must change. Stick to these points and don’t go off topic. Be prepared with hard metrics if you can: “You missed the sales goals by 37% last quarter” or “You’ve been absent 13 days in the past 6 months.” Productive conversations are grounded in facts, not observations. Schedule a time to discuss the issue and give the person a fair warning beforehand. Otherwise, it gets blurted out in the moment and results in unfa- vorable outcomes. For example, say, “Chris, I’d like to chat with you about what happened with the Jones account earlier this week. Can we meet tomor- row morning at 8?” This gives the person a chance to gather their thoughts and prepare emotionally for the meeting. Meet on neutral ground. It’s usually best not to call the person into your office. This shifts the balance of power to your side and puts the other person on the defensive. It’s better to meet in a conference room or a restaurant. This sends the signal that this is a solutions- centered discussion, not a dressing down from an authority figure. Seek to be collaborative, not authoritarian. You want the other per- son to work with you to make things better. Outcomes are so much better when the person feels a sense of own- ership for the solution. Ask positive questions like — “How are you feeling about our partnership?” “What factors do you think led to this issue?” Don’t exhibit a “my way or the highway” atti- tude. It’s good to listen to the other per- son’s perspective and to compromise when you can. It shows the person you respect and value them. Might doesn’t always mean right, and the loudest voice shouldn’t always win. When you ask questions, give the person time to gather their thoughts. Don’t just talk to assert your point of view or fill up silence. This comes across as you steamrolling over the other per- son. This is especially important when you’re dealing with an introvert who needs time to think before they speak. Listen actively. It’s all too easy to spend your time calculating your response and not really listening. Try to stay focused on understanding what the person is saying, both verbally and nonverbally. Summarize what they are saying and confirm that what you think they said is actually what they meant. Trying to understand where someone is coming from is a way of showing empa- thy. It helps them accept what you have to say, even if it isn’t what they wanted to hear. When people don’t feel heard or listened to, it damages relationships. Keep things civil. Never yell, insult, threaten or bully the person. This should go without saying, but we’re all human and emotions can get out of control. If things start to escalate, end the meet- ing and reschedule when you’re both calmer. A single episode of bad behavior can tear down a relationship that took years to build. The person may appear to comply in the future, but there will be an underlying resentment that affects performance and outcomes. It’s OK to take a break or come back later if you need to calm down. End with an action item. Ideally, you and the person will both have a task to do going forward. This way you can schedule a follow-up conversation to see if things have changed for the better. Most people will never enjoy tough conversations, but one can get more comfortable with them. People often find they are the catalyst for growth. They get people unstuck and moving in a positive direction. When one thinks of tough conversations this way, they may feel more inspired to get better and better at having them. I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2021themeetingmagazines.com 13 Quint Studer is the author of Wall Street Journal bestseller “The Busy Leader’s Handbook” and a lifelong businessman, entrepreneur and student of leadership. He has worked with individuals at all levels and across a variety of industries to help them become better leaders and create high-performing organizations. To learn more, please visit thebusyleadershandbook.com, vibrantcommunityblueprint. com and studeri.org. THE AUTHOR Be sure you can express up front what the problem is, how it’s impacting others and what must change. Great leaders can have a tough talk without damaging the relationship. DEPOSITPHOTOS.COM 2022FORECAST themeetingmagazines.com 14 DECEMBER 2021 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT 2022 Industry Leaders Remain Steadfast in Their Hopes for a Strong Rebound COMPILED BY HENRY FITZGERALD STEVE BOVA, CAE EXECUTIVE DIRECTOR, FINANCIAL & INSURANCE CONFERENCE PROFESSIONALS (FICP) Q: What encouraging signs or trends do you see for the meetings and events industry? A: There are a number of encourag- ing signs that the meetings and events industry is rebounding, from increased hiring in hospitality, to industry orga- nizations hosting in-person events themselves, to feedback from the FICP community itself about what is being planned by their companies and orga- nizations in 2022. While the full results of FICP’s 2021 Fall Pulse Survey will be released in Q1 of 2022, one of the more encourag- ing signs for the meetings and events industry seen in the survey was a com- mitment to hosting in-person events in 2022 that is fueling positive predictions from the hospitality industry. According to 54% of meetings professional participants, companies’ philosophy on meetings was that they cannot wait to move away from hybrid/ virtual and have people together in per- son. Perhaps even more telling is that nearly two-thirds of hospitality part- ners anticipate that business volume will return to pre-pandemic levels by the end of 2022. While there are more indicators than these — and certainly some increased uncertainty with the rise of the Omicron variant — there is a more encouraging vision of 2022 within in our grasp. Q: How did the in-person 2021 Annual Conference, differ from the 2019 in-person Annual Conference? A: FICP has always been a leader in our industry, so we’re proud to have led by example into the great return of meetings and events with the 2021 FICP Annual Conference in November. The Annual Conference is FICP’s marquee in-person event that is part of a year-round event strategy, supported by five other in-person events and vir- tual education events held throughout the year. FICP made the decision early on to host the 2021 FICP Annual Con- ference in person, as it was important to demonstrate to financial services and insurance companies that we can still meet safely, and for FICP’s attendees to experience what a safe, in-person event looks like. The decision to host the Annual OUTLOOK any insurance and financial meetings and incentives experts were optimistic that 2021 would see things improve quickly after a dismal 2020 caused by the COVID-19 pandemic. However, the optimism waned even after the vaccine rollout started in earnest early in 2021 as the Delta variant and unexpected supply chain issues pushed back many of those recovery projections. So where do we go from here? Industry leaders remain steadfast in their hopes for a strong rebound, saying the recovery is just around the corner. We asked three of these leaders for their thoughts on how the industry can continue to improve in 2022.Conference as an in-person event did not mean that it would look exactly the same as it did pre-pandemic — despite overarching event goals remaining the same as in years past: to bring the industry together and provide invalu- able education, networking and rela- tionship-building opportunities for the FICP community. FICP made several key decisions along the way that shaped our overall approach to health and safety,m and the on-site experience, all while staying true to the event goals. Here are some of the key changes at the 2021 FICP Annual Conference: • Pre-Event Virtual Day: FICP received feedback that attendees wanted more relaxed networking time while in person at the Annual Conference, yet also did not want to lose the opportunity to have valu- able business meetings. Hosted on October 25, the Pre-Event Virtual Day provided a forum to hold those important business meetings online and also helped promote making connections across all attendees in advance of the Annual Conference. • COVID-19 Vaccination Require- ment: The decision to require vac- cinations for all attendees was not only a risk management strategy, but also helped spur attendance, as many attendees could not attend an event without this requirement in place. FICP partnered with CLEAR Health Pass to facilitate all attendees provid- ing proof of vaccination when check- ing in at the registration desk on-site. • Mask Requirement Indoors: This was a fact-based decision made two weeks prior to the event, based on CDC mask recommendations for the event’s host county, specifically. Adherence to this requirement by all attendees was supported through signage and messaging, and we also had third-party secu- rity personnel at the entrance of the conference. • On-site Medical Support: FICP partnered with InHouse Physicians to provide medical support on-site. Attendees were encouraged to con- tact the on-site paramedic should they feel ill during the event. • Adapted Food and Beverage Proto- cols: In addition to hosting network- ing events, refreshment breaks and meals outdoors, it was important to serve food that people felt safe eating while keeping up the qual- ity and experience. One way this was accomplished was by having attendants serving the food, which allowed for safety controls while offering high-quality food options for all attendees. All attendants were masked — indoor and outdoor — and Plexiglas served as an additional safety barrier in most situations. • Sponsorship Engagement and Options: The sponsor program was altered based on the state of the industry — given that hospi- tality was greatly impacted — and there was more emphasis on flex- ibility for sponsors. • Recorded General Sessions: For the first time, the full FICP community has access to the general session recordings. FICP offers a lot of alternative programming through- out the year for the community to tap into, but this was one new value- added offering from FICP to those who could not attend the event live. • Structured and Unstructured Edu- cation and Networking: Stepping away from a fully structured event, the conference also provided space for personal health and well- ness, and unmanaged network- ing. Everything at the event was a learning or relationship-building experience, yet offered flexibility in the Event Design to approach the Annual Conference in a way that best fit the needs of the attendees. • Communication and Risk Mitiga- tion Planning: Throughout the planning and execution of the event, extra attention to commu- nication and risk mitigation were key. This included prepared crisis communications regarding on-site exposure to COVID-19 during the event and up to seven days after the event. While none of these commu- nications ended up needing to be deployed, the behind-the-scenes strategy and planning was critical. • Consulting With Attorneys and Health Officials: Another critical behind-the-scenes change was the need to increasingly consult FICP’s legal counsel, as well as health offi- cials throughout the life cycle of the event planning process — well beyond their engagement for past events. Leveraging third parties to provide their expert guidance allowed FICP to more confidently make decisions and changes. There was no playbook on exactly how to plan and host a meeting in this environment. It required agility and adaptability of the entire FICP Board of Directors, Event Team and staff. However, walking away from the suc- cessful, safe, in-person conference, attendees and the industry at large have a real-life example of how to execute one themselves. Q: What are the key takeaways you hope planners received? A: The theme of the 2021 FICP Annual Conference was “Adapt. Nour- ish. Execute.,” and our goal was for all attendees to walk away with the tools, resources and renewed creativity to design and execute flawless meet- ings and events in the future, develop and lead high-performing teams, and confidently own the strategic direc- tion of their companies’ meetings and events. All education was focused on how meetings professionals can and INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2021themeetingmagazines.com 15 There was no playbook on exactly how to plan and host a meeting in this environment. It required agility and adaptability ... STEVE BOVA, CAE FINANCIAL & INSURANCE CONFERENCE PROFESSIONALS (FICP)should adapt to our rapidly chang- ing landscape, while being mindful of their personal well-being. A key part of that learning was not just hearing from speakers and fellow attendees about best practices and successes, but witnessing an in-person event being managed in a safe and effective man- ner, firsthand. SHERRI K. LINDENBERG SENIOR VICE PRESIDENT, MARKETING COMMUNICATIONS CRUMP LIFE INSURANCE SERVICES Q: As the U.S. eases out of the COVID- 19 pandemic, how does the meetings and events industry continue to rebound? A: With the pandemic situation continuing to evolve, it feels less to me like the meetings and events industry is rebounding, but more like we are try- ing to keep the ball in play. Many of us are in a bit of a toss up situation, where we find one business unit is moving for- ward scheduling in-person programs, and another is holding back and stay- ing all virtual. Decision making seems to be pushed off as long as possible when it comes to booking, which adds a variety of challenges for all parties. Incentive events seem to be coming back first, as those are optional partici- pation programs that give flexibility to those who aren’t comfortable traveling to opt out, and the nature of the venues and programming more often allows for COVID-19-friendly precautions, including outdoor meals and activities, and social distancing. Q: What challenges will insurance and financial meeting planners face in 2022? A: Unfortunately, to me, it looks like insurance and financial meeting plan- ners will continue to face many of the same challenges in 2022 that we expe- rienced in 2021 and 2020, compounded with the increased complexity added by the varied regulatory environment in different parts of the country for social distancing, masking and vaccinations, and the unknown impacts of variants. Another challenge is the new expec- tation for hybrid delivery, but with the condensed planning runway and meeting specs that we have become accustomed to for virtual-only events. Hybrid is a different animal — twice the work, added expenses and different technical solutions. Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic? A: I can admit here that I was abso- lutely one of those naive people who ini- tially thought we were looking at two to four weeks of work from home, as I just couldn’t fathom the scope of what we have been through. My view has clearly changed, and now I think it’s less that the pandemic will have a definitive end, and more that we will learn to live, and work, with our increased understand- ing of best practices to minimize con- tagion and spread of airborne diseases. Q: What is the biggest hurdle other than the pandemic facing the meetings and events industry right now? A: The biggest hurdle I see facing the meetings and events industry right now is the same issue that is facing the rest of our country — and much of the world, and relates to people and goods. The realignment of the workforce — layoffs, retirements, resignations — has impacted staffing levels everywhere, which then impacts what can be deliv- ered and at what cost when it comes to service levels and products/inventory. In the developed world, we have got- ten very accustomed to our “Amazon- Prime”-like expectations for service and product delivery, and it’s hard to go backward in time to scenarios where we cannot easily get the things we want when we want them. Q: How is the 2022 meeting budget different from 2021? 2020? A: Our 2022 meeting budget looks closer to 2019 than it does 2020 or 2021 because we are optimistic that we will have some return to strengths of our past programs, while still leveraging the advantages of virtual. While we will re-evaluate the need for each event, and not just return to a clone of 2019’s calen- dar, we are also seeing a need for differ- ent type of events than we had before, perhaps to play catch up of sorts, by bringing some smaller groups together. Q: Did your company host a meeting or event in 2020 or 2021? A: Our company has continued to hold about the same number of meet- ings in 2020 and 2021 that we had in prior years, converting them all to vir- tual in some way and meeting our basic business needs. I’m the first to agree that virtual cannot completely replace in-person, and I can’t wait to begin full in-person meetings safely. Virtual has worked well for train- ing and educational programs, and saved enormous amounts of travel time that has been put back into productive work hours. It’s clearly not as strong at building interpersonal relationships, creating serendipitous connections, fostering shared experiences that drive engagement, enhancing creativity with brainstorming and networking, or just having fun together. Q: What encouraging signs or trends do you see for the meetings and events industry? A: I see a few encouraging signs for the health of our industry: • The return of industry confer- ences, which demonstrate that events can be held safely, by lead- ing the way with proactive stances toward implementing best prac- tices, adoption of technology tools and vendor solutions, and forward- thinking leadership. • The increase in transient travel, which shows the pent-up demand and risk tolerance that most people themeetingmagazines.com 16 DECEMBER 2021 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT Decision making seems to be pushed off as long as possible when it comes to booking, which adds a variety of challenges for all parties. SHERRI K. LINDENBERG CRUMP LIFE INSURANCE SERVICESINSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2021themeetingmagazines.com 17 now have for getting out and mak- ing connections. • The popularity of incentive travel leading the way, given its voluntary participation and ease of incor- porating recommended health care guidelines. • The willingness of senior leadership to be role models in best practices. WAYNE M. ROBINSON, CMP, CMM STAFF VICE PRESIDENT, EVENTS AND MULTIMEDIA FM GLOBAL Q: As the U.S. eases out of the COVID-19 pandemic, how does the meetings and events industry con- tinue to rebound? A: The hospitality industry rebound is incredible, and has created both opportunities and challenges for us. Labor, availability, lift and rates are all challenges we’re facing. The pent-up demand for travel, face-to-face busi- ness and incentive meetings, events, etc., has come back faster than most experts anticipated. The economy overall maintained its balance and strength despite the many challenges presented by the pandemic. Ironically, our industry was one of the hardest struck during the pandemic, but has made major strides in a short period of time to not only get back up and running, but in some markets at almost pre-pandemic levels. Our resil- ience as an industry is amazing. Q: What challenges will insur- ance and financial meeting plan- ners face in 2022? A: [There are] many of the same chal- lenges we’ve faced in the past — avail- ability, rates and other factors, such as airfare and ancillary service charges. But the turnaround time and the “unknown” weigh heavily on decisions, such as our continuing reliance on virtual meetings, which are the norm, as well as exploring hybrid meetings as options, and keeping a watchful eye on new developments regarding COVID-19 variants. We’re leaning heavily on technology, but com- pany travel policies and attendee com- fort plays into these decisions. On a high note with the vaccine protocols, we’ve seen a major uptick in requests for face-to-face meetings in 2022 and beyond from our stakeholders. Q: What were your initial thoughts about how long the industry would be affected by the COVID-19 pandemic? A: I personally had no idea in the beginning, because the needle moved constantly. As soon as we began to craft our communication, or the risk man- agement team got their arms around a temporary solution, the entire situa- tion would change. It was disappointing to constantly cancel meetings without being able to provide date options to hotels and ven- ues, let alone service providers, who relied heavily on group business. Q: What is the biggest hurdle other than the pandemic facing the meetings and events industry right now? A: Availability and consistency — everything shifted to 2022 and 2023 and beyond, so it affects availability, and the rate environment and bud- gets will be impacted. And if there is a hybrid component, it will affect production costs and logistics because we’re essentially planning a meeting within a meeting. Q: How is the 2022 meeting budget different from 2021? 2020? A: Rates are higher, and technology and production costs are more preva- lent than ever. The full-on production costs of an event will be a larger factor whether produced internally or utiliz- ing a third party. Q: Did your company host a meeting or event in 2020 or 2021? A: Our meetings were all virtual in 2020, and the majority of our client- facing meetings were virtual in 2021 with the exception of a few high- profile events. We did follow strict COVID pro- tocols established by local govern- ments of the destinations as well as the venues we utilized. The live events were successful and well attended. We offered testing on-site for several of our meetings and this proved very convenient for our international trav- elers who required a negative test for re-entry into their home countries. The prevalent feedback was people were happy to see one another and be together again. Q: What encouraging signs or trends do you see for the meetings and events industry? A: We are coming back stronger than ever, and at the same time, we couldn’t be more cautious. We have been forced by the pandemic to develop a new approach to meetings and events and a new set of skills surrounding technology and implementation that makes our roles that much more vital to the success of our meetings and events. The experiences we create that we’ve hung our hats on in the past are more complex due to technology. Our indus- try is standing on the precipice of the new reality of technology driving the experiences, while still being the stan- dard bearer for face-to-face meetings. I look at this as an opportunity to be an even bigger player in our company’s event strategy by taking advantage of the opportunity to gain new skills and experience. We have no choice but embrace and adapt to change. I & FMM As soon as we began to craft our communication, or the risk management team got their arms around a temporary solution, the entire situation would change. WAYNE M. ROBINSON, CMP, CMM FM GLOBALAWESOME A Great Meeting Outline Benefits Planners and Attendees BY MAURA KELLER A s meeting planners and organizers ramp-up their event coordination efforts, they’re faced with chal- lenges to host effective in- person, online, and hybrid events that create memo- rable experiences and capture new attendees. And one way to do this in a pandemic-modified world is by cre- ating a meeting or event agenda that truly “wows.” Not only should today’s meeting agendas answer potential attendees’ key question: “Why should I attend this meeting?” but the agenda should also resonate with the audience long after the meeting or conference has concluded. Sasha Pasulka, vice president of market- ing at Splash, a next-generation event marketing platform, says in-person meetings and events are making a come- back. Over the last few months, we’ve seen the in-person events landscape shift dramatically with restrictions being lifted and adjusted across most states. Pasulka points to a recent survey from a London-based conference-venue pro- vider etc.venues, which says that 76% of U.S.-based meeting planners said they will hold their next face-to-face event this year. “Because of the complexities of the ever-changing pandemic land- scape, many organizations are choosing to host hybrid events, inviting guests to attend either in-person or online, which requires not only creating an agenda that will impress one group of attendees, but two separate groups with differing needs,” Pasulka says. As Heather Odendaal, founder, CEO and event planner at WNORTH & Blue- bird Strategy, explains, the agenda is key for setting the tone, discussions and mood of every conference or meeting. The agenda can also shape the type of people who will be attracted to attend- ing your conference. Meeting planners have a unique opportunity to cultivate change within an industry or organiza- tion. “When a diverse group of people are brought together for an event, new ways of thinking are shared and can col- lectively have a large impact on the tra- jectory of that industry or organization,” Odendaal says. Planners also need to understand the interests of the attendees and why they are attending the meeting or event to properly and accurately curate the INDUSTRYTIPS themeetingmagazines.com 18 DECEMBER 2021 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT AGENDASprogram. Odendaal suggests utilizing social media, community software, surveys or email marketing to take a pulse check on attendees. “According to Bizzabo, 97% of survey respondents believe in-person events can have a major impact on achieving a company’s primary business goals,” Odendaal says. “As an event planner, it is your responsibility to arm yourself with the information to help ensure that your meeting or event can have a positive impact on achieving these objectives” DEFINING THE AGENDA Lee Gimpel, founder & principal at Better Meetings, says if people are planning a conference to wow attendees, each decision being made for the event should be examined through a lens of whether it will, in fact, achieve that goal. “There are a lot of aspects of conference and meeting agendas that clearly don’t put attendees first,” Gimpel says. “As an example: Think about almost any panel discussion with more than three peo- ple. Typically, conferences add panels with lots of people in order to please sponsors, exhibitors and friends of the organization, like board members and past presidents. However, putting so many people on stage to boost their egos tends to result in mushy sessions that not only don’t wow attendees, but drives them to pull out their phones and start replying to email. There are lots and lots of decisions, big and small, that just are made because they’re easy or what’s always been done, rather than what’s going to wow attendees.” Lee Gimpel Founder & Principal Better Meetings There are lots and lots of decisions, big and small, that just are made because they’re easy or what’s always been done. INSURANCE & FINANCIAL MEETINGS MANAGEMENT | DECEMBER 2021themeetingmagazines.com 19 Heather Odendaal, founder, CEO and event planner at WNORTH & Bluebird Strategy, says the best agendas are those that set the tone for your meeting or event. PHOTO BY JENN DI SPIRITONext >