< PreviousHow to Captivate an Audience When the World is in Crisis BY MELISSA FORZIAT W hen you are an event manager, you can spend months or even years organizing a single event. After all the time and effort you put in to the planning phase, you hope that your attendees, your VIPs and your many key stakeholders will have a fulfilling, valuable experience. Yet, when the world of all or some of your attendees is in crisis, what can you do to create an engaging experience for them so they get the most from the event? As a keynote speaker who also has event-management experience rang- ing from the Olympic Winter Games to local fundraisers, I know the nuanced ways that the vibe of a room can be influenced both by those working from the stage and by those working behind the scenes. While you cannot control what is happening outside of your event for your attendees, you are actively able to shape and design the experience they have inside your event. Since part of facilitating a successful event is helping everyone stay on track with the event objectives, having strategies to engage or re-engage event attend- ees is critical in challenging situations. Even if your audience is dealing with extenuating circumstances, you can help them to refocus on the mission of the event. Here are a few tips for captivating an audience even during challenging times: Make sure you have good communication between your event staff and your emcee, your speakers and entertainers. Communication is everything. Event staff are often better-positioned to get intel from behind the scenes on what is happening with the audience. Registration staff may have unique 10 ENGAGING DURING TIMES MELISSA FORZIAT is a keynote speaker who encourages event attendees to “Take the Doughnut” (her version of “Carpe Diem”). Prior to starting her business, Forziat worked in event management for major international sporting events, including the Vancouver and Torino Olympic Winter Games, New Zealand Rugby World Cup and with the U.S. Olympic Committee. For more information about her motivational or marketing keynotes, visit melissaforziatevents. com/keynote-speaker/. themeetingmagazines.comAUGUST 2022 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT INDUSTRY INSIDERinsight into the conversations happening at check in. Those dealing with the venue or the different vendors will have a more holistic view of timing and delays. Those behind the scenes may be putting out little fires on a regular basis, but they have a valuable perspective on what is going on in the room. A GOOD EMCEE SETS THE TONE Some of this information may be useful to the people who are delivering your programming and talking directly to your attendees. A good emcee or speaker, for example, may be able to weave in a note to the audience that can help everyone get on the same page. They are the bridge from you to the audience. They can manage expectations or provide reassur- ance on your behalf, and they can do it while preserving a consistency of tone for your event. In the Olympic world, we often would do “table-top exercises” in which we would assemble staff from all differ- ent departments at a venue. The exercise involved picking a random crisis situation and going around the room asking everyone what they would do and who they needed to call. “The Olympia machine breaks down on the ice. Go!” (This actually happened at the Games, by the way.) After you do enough table-top exercises, you start to realize that every situation resulted in calling the same handful of people from other departments to get and stay informed and then — when necessary — figuring out who was developing the message of what to say to your client base and delivering the message. It is the same thing at any event. If you have an emcee or a key- note speaker to set the tone of the event, they can help you deliver the information in a way that will feel on brand with the event vibe you wanted to create and your overall objectives. Know when to acknowledge the elephant in the room. There are some situations when “the show must go on” as if there is nothing wrong is the right approach, such as when privacy breaches or legal issues could arise from over-sharing with your attendees. If a problem situation can be entirely resolved by your event team without most of the audience ever even knowing about it, then usually fixing a problem qui- etly is the best answer. However, when something is happening in or out of the room that is widely known and affecting a large portion of your audience, it can become a distraction. From five years of improv training, I have learned from the world of comedy how powerful it can be to call out a distrac- tion up front. Comedy shows are constantly dealing with hav- ing to be funny after serious occurrences. Often the way they deal with it is to announce the elephant in the room at the top of the show, to acknowledge that it is flat-out not funny, and then to note that for the next hour or so, the audience can use this show as a space to breathe, feel a little normalcy and then be ready to go back to the world. A good speaker can acknowledge a challenging situation to disarm it, then create a safe container and new rules of engage- ment for your audience to experience the event you created as it was intended. If a tragedy happened, for example, a speaker can respectfully address it, give the audience a moment of time and space with the issue, then create a segue that shows why this makes it important to be present at your event. Sometimes, the elephant in the room is not as serious, but is still distracting. I once spoke at an event where there was a Jazzercise class happening in a nearby room. My talk was now set to ’80s music and the occasional “Five, six, seven, eight!” I could feel a palpable tension in the room from the attendees who were partially struggling to focus themselves and partially worried about how I would handle it. I paused for a moment and said, “They are counting us in. Let’s get up and shake it out. Five, six, seven, eight!” Everyone stood up, shook their bodies for 20 seconds, laughed and sat back down. The tension had dissipated. They were more ready to listen, and they felt safe in knowing that I was still able to take care of them as a speaker. It also gave the event coordinator an opportunity to leave the room unobserved to deal with the volume level of the neighboring group. Find a way to accommodate different styles of coping. The more lead time you have in knowing that there is a crisis hap- pening, the better prepared you can be to accommodate the variety of ways people may need to cope. Some members of your audience will want a business-as- usual sense of normalcy, some may want more connection with people and some may want a quiet space between ses- sions. Not everyone will find focus in the same solutions. As an event organizer, if you have advanced notice, you can create options that fit within the context of your event. If you have an emcee or speakers, let them know what options are available to the attendees. There are speakers who will be able to adapt and share this information with the audience, and some may even go as far as to find appropriate content from those solutions you created that they can weave into their talks. The result can be an event that feels even more integrated and a stronger bond between your speakers and your attendees. As an event planner, you work too hard to have a good event be lost to attendee disengagement. Outside challenges happen for the people in your room, but your event can still be a success. Keeping your audience captivated will allow you all to achieve your goals for the event. I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | AUGUST 2022themeetingmagazines.com 11 Event staff are often better- positioned to get intel from behind the scenes on what is happening with the audience. How to Rethink Your Operating Strategies in an Age of Remote, Virtual and Online Operations BY SCOTT STEINBERG R emote and hybrid work is the new normal, virtual desktops and online connections are suddenly standard, and flexibility in scheduling, working assignments and operating/management models is now the baseline organizational operating reality. Welcome to the wild world of flexwork — also known flexible working — in which entire organizational workplans and even everyday work- weeks will soon take on wildly creative shapes and forms, necessitating major changes to policy handbooks and organizational guidelines. With many of the world’s largest, most well-established firms already shifting to at-home and distance operations and adopting a more employee- vs. employer-centric focus, it’s clear that tomorrow’s working world will look radically different than today’s. As a result, organizations need to drastically rethink how they design policies and programs to not only attract and retain top talent, but also maintain operations and grow their organization in an age where virtually anything goes. Here’s what you need to know about what’s coming next for the working world: WHY FLEXWORK IS ON THE RISE Unpredictability is the only thing that leaders can predict in the months ahead. Organizations seeking to stay competitive in coming years need the capacity to quickly scale, pivot and maintain responsive operations at every turn. That means having to cultivate the elasticity needed to successfully adapt to changes in the market, manage workforces remotely and adapt to unexpected shifts in the wake of health- or geopolitical-related concerns. As a result, firms are having to rethink operating models to accommodate 12 ADAPTING FUTURE WORK Hailed as the world’s leading business strategist, award- winning expert witness, strategic consultant and professional speaker SCOTT STEINBERG is among today’s best-known trends experts and futurists, and the bestselling author of “Think Like a Futurist;” “Make Change Work for You: 10 Ways to Future- Proof Yourself, Fearlessly Innovate, and Succeed Despite Uncertainty;” and “Fast >> Forward: How to Turbo-Charge Business, Sales, and Career Growth.” The president and CEO of BIZDEV: The International Association for Business Development and Strategic Partnerships, his website is FuturistsSpeakers.com. themeetingmagazines.comAUGUST 2022 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT INDUSTRY INSIDERunexpected events, unforeseen scenarios and ways of giving employees greater latitude in how they perform their work. Likewise, with staffers coming under increasing duress, firms are also having to place greater priority on employee satisfac- tion and offer greater flexibility in terms of perks, professional development and benefits. UNDERSTANDING FLEXWORK IN PRACTICE Of course, flexwork can take many forms. But there are several common areas in which organizations have begun to double down on the practice as of late. Among them are: SCHEDULING AND STAFFING To promote safety and social distancing, employers are increasingly bringing fewer employees into the office, sta- tioning more remotely and staggering workers’ schedules to minimize the number of employees on-site. These organiza- tions are also offering greater choice in terms of days, times and hours at which work can be performed. Many are likewise beginning to rethink the role the office plays in communica- tion, and reserving physical gatherings only for collaboration, facilitating cross-functional meetings or engendering empa- thy and teamwork. Workspaces are also being redesigned to accommodate greater spacing, more contactless and touch- less solutions and more frequent cleanings and sanitizations. A growing number of employers are additionally letting employ- ees work from home and furnishing workers with laptops, videocameras, high-speed Wi-Fi routers and other tools that facilitate remote connections. PROCESSES AND PROCEDURES Likewise, to promote greater speed, convenience and heightened safety, myriad firms are employing cost-affordable technology tools and clever redesigns to reimagine the shape of interpersonal exchanges, meetings and everyday business efforts. For example: Numerous retailers are turning to online apps and curbside pickups to facilitate transactions, countless hospitality providers are implementing app-based tickets and registrations in lieu of manual check-ins and myriad meeting and event planners are facilitating gatherings using online vid- eoconferencing and livestreaming tools. Going forward, more organizations will only continue to rethink processes and procedures to involve less human contact, and fewer direct exchanges, in favor of connected and virtual solutions. TRAINING AND EDUCATION To keep up with changes in working models and commer- cial environments, organizations are also committing to provide staffers with more regular rounds of training and professional development. Providing more routine upskilling of workforces, and more routine opportunities for employees to connect, communicate and boost distance leadership and management capabilities are also becoming more of a priority for the world’s largest organizations. Noting that best practices are shifting at head-spinning pace today, many firms are making a more regular effort to keep teams briefed on emerging happenings and events, and more consistently offering workers access to numerous training ladders on a wide range of topics to help keep them up to speed on current happenings in their industry space. Going forward, companies will also look to provide more personalized professional development paths as well, tailored to the needs of the individual worker and their specific situation and career level. Customizable and on-demand educational platforms will become the new norm, letting workers retrieve learning modules how and when they desire on-command. EMPLOYEE BENEFITS Given a growing focus on staffers’ individual situations and needs, flexwork-friendly employers are also looking to offer more flexible benefits programs. Often presented in the form of a fixed allowance that the employee can spend on a menu of choices, perks can range from babysitting and tutoring help for single-parent households to gym memberships and Internet-ready exercise equipment for singles. These perks are designed to promote well-being across a range of areas from mental health to physical wellness and professional develop- ment, and give staffers the custom support that they need to give their best efforts at work every day. As you can see, the days of a 9-to-5 workday, office com- mute and one-size-fits-all approach to doing business are quickly becoming numbered. In addition, the growing rise of flexwork models and programs is putting rising pressure on increasingly outdated working paradigms and continuing to challenge organizations to fundamentally rethink how they operate. As a meeting and event industry professional, that means having to take a step back and reconsider where poli- cies, procedures and guidelines must quickly be modified or adapted to accommodate these new norms. More flexible, remote and virtualized working models — like more personal- ized perks and scheduling — may seem strange and unfamiliar at the moment. But make no mistake — they’re here to stay, and in an age of skyrocketing digital transformation, will only continue to impact your organization long after the COVID-19 pandemic recedes. I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | AUGUST 2022themeetingmagazines.com 13 The days of a 9-to-5 workday, office commute and one-size-fits- all approach to doing business are quickly becoming numbered.themeetingmagazines.com 14 AUGUST 2022 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT COUNT Tips to Boost Networking at Hybrid Events BY MAURA KELLER T he hybrid environment is rapidly evolving as we continue to navigate the events and meetings structure that took off in the midst of the global COVID-19 pandemic. As hybrid events become a “must have” option within the meetings and events industry, establishing the best networking options for attendees is paramount. Networking has long been synony- mous with in-person meetings and events, and now, thanks to the pandemic, it has become one of the biggest challenges facing today’s meeting planners: How to create the face- to-face networking options in a virtual environment where participants can think they are receiving a solid “return on investment” as it relates to making contacts and connections? Brad Weaber, principal at Brad Weaber Consulting Group LLC, works with companies and organizations looking to improve their marketing and networking efforts, including in the virtual realm. As such, Weaber stresses that the hybrid or multi-access environment is rapidly evolving as we continue to navigate the bouncing “forward” of events. “One of the big- gest challenges is how you create the face-to-face, ‘coffee break’ hallway conversations in a virtual environment, as well as mak- ing sure that sponsors or exhibitors feel that they have appro- priate return on the exposure and dollars they have spent,” Weaber says. “For many organizations, they are seeing a spike in attendance at events because the flexibility of how attendees can access the information is evolving — you have the in-person component for those who can attend and are comfortable, but you also are attracting more global attendees or attendees who attend virtually as it works with their schedules. Events are becoming more like sporting events — those who want to be live in the arena and those who want to watch on TV.” Debra Dinnocenzo, president at VirtualWorks!, agrees that networking has become a challenge in the pandemic era for hybrid meetings and events, as well as for business owners, job seekers and marketers. “While livestreaming of meetings and events and virtual delivery of content has been expanding in recent years, even prior to the pandemic, our desire for face- to-face interaction permeates the expansion of networking INDUSTRY INSIGHTcapability within online meeting platforms,” Dinnocenzo says. “Although technology for virtual delivery of content and events has improved significantly, we’re still struggling with ways to network and connect in meaningful ways.” Dinnocenzo adds that the pandemic forced the use of social media tools and easy-to-access platforms, such as Zoom, for engaging from a distance, so we’re moving in the right direction. And attendees who leverage the engagement tools available in the hybrid meetings and events environment can achieve their networking goals. VirtualWorks! does not offer technology tools or platforms, and is ‘agnostic’ about sources for such tools. The company’s focus is on the human side of the virtual workplace and remote or hybrid meetings environment. “There is a growing number of platforms to support the continuing need to offer and leverage remote or hybrid events,” Dinnocenzo says. These platforms typically incorporate features such as polling, chats and Q&As to foster engagement, which leads to successful networking. “How- ever, features such as these that are not fully utilized within an event are just that — features, not robust tools to nurture engagement and networking,” Dinnocenzo says. According to John Pokorney, partner and CFO of LeTip World Franchise LLC, a privately owned professional busi- ness networking organization that runs local networking meetings at least once a week, the key to running successful hybrid networking meetings includes technology, etiquette and breakouts. “First, you need to understand that everyone who attends, whether in-person or online, should be able to play a role in the meeting. You cannot treat online attendees as second-class citizens, or they will treat the meeting as an end-class event,” Pokorney says. “In order to do this, there has to be the proper equipment in the room where in-person attendees are attending and online members need to also have quality equipment. Trying to attend a networking event while you are driving in your car doesn’t provide the technology for interaction.” That leads to the second must, which is proper etiquette. Prior to the event, attendees should know what is expected of them. As Pokorney explains, in-person attendees need to know that background noise travels worse online than it may in the room, and makes online attendees think they are not part of the activity. “Online attendees need to know that having a static pic- ture of themselves instead of a live feed shows that they are not interested, while doing multiple tasks — we’ve seen vacuuming, doing dishes and feeding cats — while attending a meeting is showing no respect for the other people attending the meeting,” Pokorney says. “You wouldn’t bring your cat to an in-person meeting and feed them, so you shouldn’t do it online either.” And using breakout groups to increase interaction is para- mount. Having 20, 30 or 100 people in an online video meeting doesn’t allow interaction in the same way as you get in an in- person meeting, so Pokorney suggests using breakout sessions throughout a long meeting to allow more people to interact with each other. Lee Gimpel, founder & principal at Better Meetings, a meeting design, facilitation and training company in Washington, D.C., says when it comes to networking within the hybrid meetings and events space, meet- ing planners feel like they have to connect people who are online with people who are in-person at a hybrid event. “We often think of networking as some- thing that happens all at the same time within one big room, and then we try to approximate that with online or hybrid events,” Gimpel says. “However, a really practical Debra Dinnocenzo President at VirtualWorks! Although technology for virtual delivery of content and events has improved significantly, we’re still struggling with ways to network and connect in meaningful ways. INSURANCE & FINANCIAL MEETINGS MANAGEMENT | AUGUST 2022themeetingmagazines.com 15 Brad Weaber, principal at Brad Weaber Consulting Group LLC, right, suggests planners should be careful of “one-size-fits-all” approaches to networking at hybrid and virtual events. COURTESY OF BRAD WEABERapproach is to do some individual matchmaking and not stress out about getting the technology to work as part of your event. In this case, you may just pair people up who seem to make sense, regardless of whether they’re attending in person or not, and then send them an email asking them to connect on their own time. Or perhaps you set aside some open time during the event to let people set up their own meetings. We can overcom- plicate putting in a big technology solution, when it may just be convenient for two people to hop on the phone on their own.” And Gimpel advises that meeting planners don’t just think about networking as what happens during a so-called “network- ing reception.” Rather, networking can also be a lot more subtle and covert. For example, if you have roundtables or little working groups at an event, that’s a great place for people to network with peers — even if networking isn’t part of the session description. NETWORKING TOOLS AT YOUR FINGERTIPS Dion Beary, former director of business development at Jumbo, a virtual event production company headquartered in Charlotte, North Carolina, is seeing an evolution in thought regarding networking at hybrid events. Rather than planning the hybrid event as two separate components, one in-person and one online, the most imaginative event planners are find- ing ways to combine the remote and in-person networking opportunities into a seamless experience. “Savvy event plan- ners are beginning to reject the introvert/extrovert dichotomy, where we falsely believe some people always find a cocktail mixer intimidating while others always find an email imper- sonal,” Beary says. “It’s like asking ‘Would you rather watch a movie at home or watch a movie in a theater?’ The answer depends on a host of factors on a given night, but we all agree we want the choice. The best hybrid events offer that choice.” There are a whole variety of technology answers as to how to make that happen. First, both event planners and attendees are getting tired of Zoom, Meets, YouTube and other generic tech- nology. “These just scream low-effort,” Beary says. “Structured interactivity is key when looking for hybrid networking technol- ogy. Look for tools that allow for multiple points of engagement. I’ve seen a lot of technology that values visuals over functional- ity. I’d avoid those like the plague. Most attendees we talk to are much more satisfied with easy-to-navigate linear websites than complicated gamified, rendered environments.” To really help attendees engage in real time, Eric Hol- men, CEO at Splash, an event marketing technology company, started using networking circles. As Holmen explains, when planning hybrid events, hosts can pre-create networking cir- cles at any time during the event and break virtual attendees into small groups. “Whether you break them up randomly or take a ‘choose-your-own-adventure’ approach, these circles help promote networking through virtual, face-to-face con- versation,” Holmen says. “Once the planned activity ends, the event host can bring everyone back to the main content. Essen- tially, event hosts have the power to ensure that virtual attend- ees feel as included and engaged as an in-person attendee, and that they’re able to network in real and valuable ways.” Beary has also seen great watch-party technology that allows users to view live content while sitting at virtual tables with one another, as well as technology similar to game-based learning platform Kahoot!, where in-person and online users can both compete in trivia games. “One important technology consideration is to house multiple tools in one platform. This allows you to centralize attendee data for better engagement tracking, and to brand certain tools, allowing them to become sponsor elements,” Beary says. Other hybrid networking techniques include Q&A ses- sions, where users submit their questions via online live chat, allowing in-person attendees and online attendees to have the same level of access to the speaker. “We’re also seeing full digi- tal ecosystems where event maps and schedules exist in the same platform as virtual watch parties and hybrid live chats, pushing in-person attendees into the cyberspace world, deep- ening the experience for both sets of attendees,” Beary says. Indeed, Weaber stresses that technology should be an accel- erator, not a hindrance, in creating networking opportunities. The key is to know your attendees and use the technology that they are most comfortable in trying. “I have seen organiza- tions using avatars that are wildly successful in creating a fun networking environment, but I have also seen it fall flat if the group is not tech savvy,” Weaber says. “Know your audience and select the right technol- ogy based on that. Having pre-show content and network marketing is invaluable to help energize the attendees.” One of the most important and needed roles in cre- ating a robust hybrid networking environment is to have a professional host/emcee keeping the audiences engaged and to help tell the story of what is happening at the event. A very successful networking experience brings people together with like interests. For example, Weaber suggests a “Birds of a Feather” social networking for virtual audiences. They select a room where they can be with those of similar interests. This can be related to various work fields or more social. Social examples may have breakout virtual rooms with topics such as “wine lovers,” “gamers,” “binge-watching favor- ites,” etc. “I have also served as an onstage emcee for hybrid events where I am live in the room and the virtual audience is streaming, and then I go to an on-site studio during break times, meals, etc. and have ‘unplugged’ sessions with speakers to the virtual audiences so they can answer questions,” Wea- ber says. “Having an emcee report out live to the virtual audi- ence with a sponsor or exhibitors can create custom experi- ences. There are also many virtual trade-show tools that have evolved so that they can serve both audiences.” Dinnocenzo agrees that the key to effective remote/hybrid events — be they webinars, team meetings or major confer- ences that nurture engagement and support networking — is themeetingmagazines.com 16 AUGUST 2022 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT Dion Beary Former Director of Business Development, Jumbo Structured interactivity is key when looking for hybrid networking technology. Look for tools that allow for multiple points of engagement.to utilize a skilled facilita- tor. The facilitator opens the event shortly before content delivery begins, welcomes attendees and engages in the chat to encourage attendee interaction. Throughout the event, the facilitator prompts additional inter- action by posing questions in the chat, manages and comments on polls, and responds to questions and comments by attendees. “The facilitator of a hybrid or remote event fills the role that the master of ceremonies plays in traditional on-site events, though without the ‘rah-rah’ and performance aspect that char- acterizes the emcee function at large events,” Dinnocenzo says. “Rather, the facilitator must be adept at creating a welcoming space, competent in prompting and responding to questions, and authentic in nurturing meaningful engagement.” For further networking success, the event host can provide — with appropriate attendee permission — access to partici- pant profiles, photos and contact information. As Dinnocenzo explains, this allows attendees to seek out event attendees with shared interests and find those who are relevant net- working targets — just as they would do at an on-site event. Meeting hosts can also leverage social media platforms to encourage networking within and beyond the event. OVERCOMING HURDLES Organizing a hybrid event is challenging enough, but when you try to incorporate successful networking programs within a hybrid event, even more challenges arise. “Meeting and event planners must recognize that remote and hybrid meetings are different. Not everyone wants to actively engage in online events — some participants elect to attend remotely because they are interested primarily in the content, and networking is of less value to them,” Dinnocenzo says. “So, sponsors and planners of remote or hybrid events must ensure that they are delivering great content, providing opportunities for and in support of networking, but not forcing interaction that doesn’t meet attendee needs.” For example, use of breakout rooms can be an excellent way to nurture networking, but breakouts should be organized around participant interests rather than randomly assigning participants to breakout rooms for discussion. Where possible, let partici- pants indicate areas of inter- est through polling or targeted chat questioning, and let them select breakout discussions that are of greatest interest. Another human-side reality of hybrid events that event plan- ners should consider is the essential role keyboarding plays in active engagement by attendees. As Dinnocenzo says, this is a barrier for some people who are uncomfortable sharing via text chat. “Also, engaging in text chat during an event can contribute to the downsides of multitasking, which can minimize the value derived from the event content,” she adds. Weaber says the biggest mistake meeting planners make as it relates to hybrid networking is thinking that “one size fits all,” meaning a planner may try and do the same for the in-per- son audience and virtual audiences. “There is a distinct differ- ence that can be overcome with creativity and having the right energy. I also see event professionals not taking risks enough. This is a time to try out creative ideas as audiences seem to crave something unique and overall are flexible and show grace towards the effort,” Weaber says. “Try it; they may like it.” THE FUTURE OF HYBRID EVENTS While the pandemic wreaked havoc within the meetings and events industry, one thing is for sure: Meeting planners embraced the challenges they were presented and used tech- nology to bring together audiences in new and unique ways. For many, they think hybrid events are here to stay. Weaber suggests that technology will become even more robust and costs should start to be more manageable as efficiencies are gained from what we have learned. “As the meta technology continues to evolve, this will be the space to watch on how it incorporates itself in the event realm,” Weaber says. “Multi-access events are here to stay, and while it may not make sense for every event, the number of events that will continue to have this as part of their experience will continue to grow. I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | AUGUST 2022themeetingmagazines.com 17 Eric Holmen, CEO of Splash, above, says, “Event hosts have the power to ensure that virtual attendees feel as included and engaged as an in-person attendee.” COURTESY OF ERIC HOLMENPRINT Expert Negotiating Can Avoid Legal Hurdles in a Post-Pandemic World BY KEITH LORIA W hen planners are negotiating contracts for an insurance or financial meeting — or really any convention or event where they are in charge — it’s important they have all their ducks in a row to ensure that no legal issues pop up unexpectedly. That’s more complicated than ever due to issues brought up by the COVID-19 pandemic. Robert C. Bird, professor of Business Law, Eversource Energy Chair in Business Ethics at the University of Con- necticut School of Business, notes that planning for future meetings has become increasingly unstable as today’s con- tracts need to consider things that never were an issue before 2020. “Meeting planners will have to anticipate the impact of COVID on their future events,” he says. “I remember vividly in early 2020 having to make the difficult decision to move to our discipline’s first online conference ever in light of what was then a brand-new virus. Force majeure and related clauses will be particularly relevant and no longer relegated to the standard ‘boilerplate’ language of a contract.” That’s why it’s so important to think ahead. “The contract must anticipate a variety of conditions, and not leave the plan- ner in financially difficult posture or in a breach of contract situation,” Bird says. Paul Dolce, V.P., Hospitality - Arch Amenities Group, notes insurance and financial customers especially appreciate keep- ing information secure, and that’s something that all planners should prioritize to stay out of legal trouble. “We don’t publicly post their company name in our space. We secure their meeting space to ensure none of their information being presented can be accessed, and we offer shredding services for any information that may get left behind,” he says. “[Our organization] also has the strictest of PCI compliance policies in place as well to secure our customers’ data.” themeetingmagazines.com 18 PLANNER TIPS AUGUST 2022 | INSURANCE & FINANCIAL MEETINGS MANAGEMENTMONEY MATTERS When it comes to negotiating con- tracts, Dolce says the most important issue is the financial commitment they’re making on behalf of their company or organization, as well as the terms and conditions regarding cancellation, guarantees and deposits required. He stresses the importance of understanding all financial and legal commitments. “Planners could be legally binding their com- pany to a financial commitment without knowing it,” he says. “For example, a non-refundable deposit could be required in a contract without the planner realizing it if they don’t look over the contract carefully.” Andrew R. Shedlock, a partner with Kutak Rock LLP, notes there are two main things that can happen to a planner if things aren’t done correctly. The first is litigation and having to deal with a court battle. The second, potentially more important, is the loss of reputation in the community and online reviews. “A planner never wants to be in a position where their cli- ents/customers are bad-mouthing them on the internet for a failure to negotiate a contract once an event is canceled,” he says. “Consider whether retaining a deposit is worth it when compared with the blow back that may happen.” Shedlock has represented a few clients since the pandemic who have sought to get out of contracts due to COVID. “From a planner perspective, the most important thing to do is to make sure the contract is clear on who retains what funds for what reason,” he says. “For example, does the contract dictate that there will be no monetary refunds for any reason [including COVID-19]? If I’m a planner, I’m very interested in the upfront retainer. Once a venue has your money, it’s dif- ficult to get it back.” From a venue perspective, he recommends the highest pos- sible non-refundable retainer — 50% or more. “If I’m a planner negotiating on behalf of a client, I want a retainer of 10% or less,” Shedlock says. “That’s the key negotiating point. Just assume that once you write that check, that money is gone.” PANDEMIC CHANGES There is now a greater focus on the force majeure clause of contracts, specifying what constitutes a pandemic, lockdowns and what factors allow a cancellation or rescheduling to take place without penalties. Marla Everett, CMP, CMM, CITP, director, consulting solutions for Event Travel Management, says that since the pandemic, rebooking clauses are becom- ing more difficult to use. “Hotels do not always have mutually agreeable dates to offer, and the rates are sometimes quite dif- ferent than the original meeting,” she says. “Staffing expecta- tions need to be outlined and clear upfront so that hotels can deliver the expected service level. We’re seeing some hotels with skeleton crews, which may impact the frequency of housekeeping and/or the hours when a front desk is staffed.” Defining expectations and repercussions also may need to be outlined upfront to avoid any legal problems. Already, availability is tight for the remainder of 2022, and Everett is seeing meeting hosts have less flexibility. “If they need to hold a meeting, they need to commit to it, and the hotel contract is their ‘insurance’ that they will have the space,” she says. “If a host is hesitant and waits to look for space, they may find that INSURANCE & FINANCIAL MEETINGS MANAGEMENT | AUGUST 2022themeetingmagazines.com 19 DEPOSITPHOTOS.COMNext >