< PreviousEmbrace Equity For Women’s History Month, Advice From Women Mentors BY DEB BOELKES T he 2023 campaign theme for International Women’s Day is #EmbraceEquity. While this hashtag highlights the tremendous strides women have made in and out of the workplace, it also calls attention to the many areas where we’re still striving to gain ground: pay, promotions, political representation, gender bias, the so-called “motherhood penalty,” and sometimes, our own self-image and self-esteem. I have a message for all women: We are our own best resource in closing the equity gap. Why should the newest generation of emerging leaders enter their careers with little to no tribal knowledge of what it means to struggle, succeed, and lead as a woman? Instead of climbing from the ground up, ris- ing women should be standing on the shoulders of the women who came before them. Having worked with and men- tored hundreds of female leaders, many of whom were C-level, most are eager to offer a hand to their sisters still climbing the ladder. I began my career at a time when the business world was much more male-dominated than it is today, and I surmounted a lot of obstacles on my own. I want to pass the lessons I learned on to rising female leaders so they can spend their time and energy learning new lessons and breaking new barriers. After all, that’s what equity is all about: helping others access opportunities so that equality can eventually be achieved. WHAT’S YOUR STRONG SUIT? I wrote “Strong Suit” to serve as the “voice of a mentor” for women in all fields and at all levels. I interviewed seven women who made it to the top of the corporate world and beyond. You’ll read about their lives in their own words — as well as their insights on topics like identifying and capitalizing on one’s strengths, leading through challenging times, form- ing relationships at the top, and learning from mistakes and balancing career with family. Here are eight insights from my interviews that will help rising women #EmbraceEquity: Your past does not define you: We all learn lessons and pick up traits — positive and negative — from our parents and other formative figures. Their expectations and opinions of us help shape our trajectories. Most of us were probably told, “You can do anything you set your mind to,” but we may have also absorbed negative lessons about women’s roles and our own capabilities. Ultimately, your background does not determine whether you can make it to the top. This is something a lot of us know in theory, but have trouble internalizing. We carry limiting—and inaccurate — assumptions about what we have to offer and what our place in the world should be. Try to identify these beliefs and use them as a springboard for positive action. Appearance matters: Every day is a dress rehearsal for the C-suite (or whatever goal you are working toward), and your appearance impacts how others perceive you. The women I inter- viewed were pleased that expec- tations regarding appearance are not as stringent, and perhaps unfair, as they used to be. But they all agreed that presence does mat- ter, even in fields where individu- ality, creativity, and informality are the norm. Here’s my advice: Don’t think of it as dressing to “please” others. You aren’t. All of us — men and women — should use our appearance as a tool to positively influence how others respond to us. Speak up: Stop being sorry for asking questions and shar- ing your opinion. Many women tend to minimize themselves, usually unconsciously. They’ll say things like, “Sorry, but I have a question,” or, “I could be wrong, but ....” Sometimes they’d rather not say anything than share an opinion that hasn’t been thoroughly thought-out and researched. I urge all women to remember: You got to where you are because you are smart, qualified and capable. Others saw those things in you then, so continue to showcase them now. Linda Rutherford, executive vice president and chief com- munications officer of Southwest Airlines, recalls that after being promoted to vice president, she initially struggled to speak up in the boardroom. “If I had a thought before, some- times I would whisper it to the person next to me. But then the room did not benefit from that thought or that perspective. I have learned that my value is to share that thought or that perspective with everyone in the room.” 10 VIEWPOINT themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2023 ADOBE STOCK“Executive” and “emotionless” aren’t synonyms. As the leader of a peer mentoring program for C-level women, I have met many women who think that, once they reach “the top,” they need to be unemotional and mentally tough at all times. These female execs hide or shut down any expression of empathy, anxiety, indecision or even joy. They hold other peo- ple at arm’s length to avoid dealing with emotional upheaval. No wonder we think it’s lonely at the top! For many years, female leaders did have to tamp down so-called expressions of femininity as they fought to ascend the male-dominated ranks. That’s why, as we continue to work toward equity, it’s so important to have friendships with other female leaders. Build an inner circle where you can be candid and can count on support and authentic advice. Leadership is not about your skills. It’s about your peo- ple. Some leaders, especially new ones, are stuck in the mindset that their success hinges on the technical skills they were judged on prior to their promotion. But leadership isn’t about how well you can do something; it’s about how well you can develop, engage and motivate your team so that they can do that task. Your first priority as a leader is assembling and empowering a great team, followed by removing any obstacles that stand in the way of their success. When you enable everyone to perform at their individual best, you’ll all cross the finish line together. Retired U.S. Army Lieutenant General Kathleen M. Gainey agrees. “What I quickly learned is, people are your most important resource. If you invest in people, they will take care of you. When you make a mistake, they will correct it … If you have created an environment where they can share informa- tion with you and not … be yelled at, or screamed at, they will share things with you that you need to know.” Assessments exist for a reason. Use them. It can be sur- prisingly challenging to answer the question, “What are your strong suits?” A true strong suit isn’t just something you’re good at; it should also bring you joy and tie into your purpose. To help you zero in on these sometimes-elusive strengths, how they manifest in your life, and how to best leverage them, I recommend assessments like CliftonStrengths and the Myers- Briggs Type Indicator. Knowing what makes you stand out can give you a big leg up and help you become the best version of yourself. Focusing on what you are really great at and love doing will elevate your performance and enhance your authenticity. You’ll be comfort- able with yourself as well as your evolving roles and responsi- bilities, rather than feeling like an imposter or a square peg in a round hole as you climb the ladder. If you choose to improve in one area, make it soft skills. Communication and relationship-management skills are what build a great culture (and a great culture is what leads to great metrics, not the other way around). Yet, despite the fact that this generation of workers has made it clear how much they value good relationships with their leaders, there is a noted “soft-skill gap” in many business education programs. That’s why I recommend identifying role models and adopting their behaviors, attitudes and methods. There is a big gap between understanding organizational theory and becoming an inspirational leader. The only way to fill it is through observing and, more importantly, doing. Start by treating people the way you would want to be treated and consciously inspiring them to be their best. You’ll instinctively feel which tactics work and can build from there. Having it all: The concept of “having it all”— and whether that’s even possible — has sparked fierce debate. Based on my own experience and the feedback I’ve received from fellow executive mothers, I believe that women can enjoy a fulfilling career and a strong family life — but success in this endeavor has to be a team effort. Just like building a successful executive career, raising children demands large amounts of time, energy and emo- tional investment. Sharing the load with others who are also invested in your child’s future should not be seen as a weak- ness or failure, but as a prudent decision to enhance every- one’s well-being. You’ll need a supportive partner, a trusted network of family and friends or reliable outside childcare— often all three! When it comes to embracing equity, leveraging your strong suits and helping others do the same is akin to “a rising tide lifts all boats.” I have seen firsthand how powerful it is when successful women advise, develop and support their sisters. I hope you’ll let the campaign theme for this year’s International Women’s Day motivate you to seek out female role models … and perhaps become a mentor yourself. | AC&F | 11 Deb Boelkes is the award-winning author of “Strong Suit: Leadership Success Secrets From Women on Top.” She is not just a role model and heartfelt leader; she’s the ultimate authority on creating best places to work. She has 25+ years in Fortune 150 high-tech firms, leading superstar business development and professional services teams. As an entrepreneur, she has accelerated advancement for women to senior leadership. She also has delighted and inspired more than 1,000 audiences across North America. MARCH 2023 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES The concept of “having it all”—and whether that’s even possible—has sparked fierce debate. Mind Games Leaders, Are Your Private Thoughts Sabotaging Your Team? BY MICHAEL E. FRISINA, PhD M ost of us view our thoughts as our private refuge in a chaotic world. We get to think what we think, and no one is the wiser. For example, we say the right words while coaching a staff member, yet inside we’re thinking, “Wow, this person is clueless; how did he ever get hired?” Or maybe while spearheading a new patient care initiative, we’re thinking, “I’m pretty sure this approach is going to bomb.” Or we’re seemingly listening to construc- tive feedback (with a pleasant demeanor and nods where appropriate), yet inside, resentful thoughts are brewing. So what? You may be wondering. It’s what we do and say that matters, not what we think, right? Wrong. Our thoughts create our recurring behavior patterns — putting them on autopilot — which, in turn, generate the circumstances that determine our success as a leader and a human being. People don’t always realize that our thoughts are real, physical things that occupy physical space in the brain. Not only do they drive our behavior, they alter the struc- ture of our brain, making it more likely that we’ll do more of the same tomorrow. REGULATE THE TOXIC THOUGHTS Let’s return to our first hypothetical example of a leader coaching a staff member. If our thoughts indicate a preexisting mindset of contempt for an employee and a negative bias against coaching itself, we’re unlikely to put much effort into helping that employee improve. Predict- ably, the employee (who will surely sense our feelings toward him) will flounder. Thus, our unempathetic thoughts about the employee and the coaching process are reinforced. This drives more half-hearted “coaching” in the future and erodes the trust that should characterize leader/employee relationships. It’s a self-perpetuating cycle. Great leaders know how to access the part of the brain that controls critical reasoning, judgment and creativity. They are able to regulate the toxic thoughts and disrup- tive emotions that block these “upper brain” functions. Leaders who can’t do so inadvertently behave in ways that provoke employees’ lower brains — the part that governs fear and survival behaviors. When our thoughts aren’t in alignment with our behavior, they’ll sabotage our efforts to create a posi- tive, high-performing culture. Remember, your behavior is never private and confidential; it reveals what you 12 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2023 ADOBE STOCK VIEWPOINTbelieve to be true in your heart. Rather than fully engaging, the people you lead will respond in ways designed to pro- tect themselves. Look at the state of your department, your organization and your relationships at work and at home: All of them have been shaped to a surprising degree by your thoughts. To shift them for the better, you’ve got to start with what’s going on inside your head. Learning about how we use our brains to think gives us greater control over the mindsets we create and the downstream cause-and-effect relationships to thoughts, feelings and behavior as they relate to performance and well- being. The bottom line? Nothing in our lives changes until our thinking changes. A POWERFUL MACHINE But how do you become I call “a guardian of your thinking process?” In a word: mindfulness. It’s unfortunate that the word mindfulness has negative connotations for some, because it’s an amazing tool. Mindful- ness is nothing more than learning to think about and focus full attention on what you are thinking. This calms your mind, reduces stress, minimizes distractions, and allows you to be mentally and physically present with people. With mindfulness, all sorts of things change. You sleep better. You think more clearly. You feel better. Your empathy gets a boost, which strengthens relationships. And once you bring your thoughts under control, you can learn to lead from your upper brain, which gives you the resilience, problem- solving savvy and people skills to improve every aspect of performance. It takes only five to 15 minutes to change the physical struc- ture of your brain and get out of “autopilot” mode. A few tips to start practicing mindfulness: • Take a 10-minute pause periodically throughout your day to slow your thinking. • Do breathing exercises to help keep you calm and regulate your heartbeat. • Take time to think about your thinking, using prayer, meditation or both to capture key thoughts occupy- ing your mind. When we learn to focus our full attention on what we are thinking, it improves not only our effectiveness as lead- ers but our well-being in every aspect of life. The mind is a powerful machine. Why not leverage it to work for you, your team, your organization, your patients, rather than working against them? | AC&F | 13 Michael E. Frisina, PhD, has authored more than 50 papers and published articles on leadership and organizational effectiveness. He is a contributing author to the Borden Institute’s highly acclaimed textbook series on military medicine. He is a visiting scholar at the Hastings Center in New York, a visiting fellow in medical humanities at the Medical College of Pennsylvania and a John C. Maxwell Top 100 Transformational Leader. MARCH 2023 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES It’s unfortunate that the word mindfulness has negative connotations for some, because it’s an amazing tool. ADOBE STOCKDiversity Check Don’t Let a Shaky Economy Derail Your DEI Efforts BY AMRI B. JOHNSON I f your company’s focus on diversity, equity and inclu- sion (DEI) seems to be running out of steam, you’re not alone. The summer of 2020 with its Black Lives Matter movement is almost three years in the past, and the zeal that fueled many DEI efforts has tapered off. Meanwhile, the shaky economy, uncertainty of interest rates and inflation have refocused organiza- tions’ priorities on austerity. What’s worse, recent lay- offs mean many companies have lost (at least some of) their employees who were very engaged in making their DEI efforts accessible, actionable and sustainable. Now is the perfect time to reignite your company’s passion for creating real inclusion and belonging. In times of economic turmoil, DEI is often the first thing to go. It’s usually not a mindful choice; it just happens by default. But inclusion is important no matter the state of the economy, and it needs to be at the center of everything you do, especially when things are uncertain. Remember, organizations that foster a real sense of belong- ing (even in difficult times) attract talent and customers. Their employees are engaged, happy and come to work ready to bring their best selves, which is good for them, good for leaders and good for customers. In a tenuous economy, that’s exactly what you want. So, how do you get back on track? These tips will help you renew your DEI efforts and stay the course no matter what. Do a quick check-in. Employees are likely feeling just as uneasy these days as senior leadership is. This is a good time to check in with them, see how they are doing and remind them that you want to hear their voices. Do people enjoy coming to work daily? Do they feel free to speak up if they disagree with leadership and coworkers? Are they allowed to share their honest opinions? Everyone, especially employees from historically excluded groups, needs to feel that they will not be punished, interrupted or criticized when speaking up. True inclusion can happen only when all employees feel safe to share their perspectives. When fear holds people back, they suffer, but so does the organization, because it misses out on their gifts and talents. Extend care and let people explicitly know that you understand their needs and you consider those needs when decisions are being made. Be sure you’re taking a humanity-centered approach to DEI. True inclusion is not about lifting up any group or identity above others. Rather, focus your efforts on how to best uplift everyone. Of course, you still support employees who hold identities that have been marginalized in the past, such as Black, Latinx, LGBTQIA++, neurodivergent and differently- abled employees. But also recognize that the “us and them” paradigm is harmful and counterproductive, regardless of which people are part of the “out group.” Recommit to building a culture of curiosity and per- spective-taking. Encourage employees to approach inclusion efforts with an open mind and heart. Remind everyone that, while they may not understand the lived experiences of all individuals they work with, all experiences are valid. Encour- age them to move forward with curiosity and perspective-tak- ing — especially when they don’t understand or don’t agree. Curiosity helps us seek and be receptive to other points of view. Perspective-taking is an extension of curiosity that allows us to connect by exploring, with care and thoughtful questions, what another person is experiencing. You can’t always relate to what someone is feeling, but you can gain a deeper under- standing through listening, along with thoughtfulness and curious questions. When these forces align, employees can begin bridging the differences that may have prevented col- laboration and engagement. Shake things up. Bring people from different “groups” together. To break down stereotypes and biases, foster rela- tionships between people who may otherwise not interact. Focus on an environment of collaboration and ensure that every team is made up of diverse people from varying back- grounds and experiences. Reeducate everyone on the most common forms of bias. We all have unconscious preferences that can nega- tively impact our actions and behaviors. Organizations 14 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2023 To break down stereotypes and biases, foster relationships between people who may otherwise not interact. VIEWPOINTcommitted to inclusion must educate employees on bias and address ways to prevent bias from negatively impact- ing individuals or groups. And if it’s been a while since you talked about bias, this is a great time to remind people. It begins with recognition and awareness. When we know that our implicit biases might be influencing our decisions and behaviors, we can become more aware of the assumptions or beliefs driving our actions and build the skills and capabili- ties that allow us to effectively question and challenge them. One caveat to this is that limiting such education to a single training is incomplete and could actually be counterproduc- tive. Create opportunities to bring awareness and then learn to apply approaches to mitigate the dysfunctional impacts of cognitive biases. Keep dismantling the meritocracy. Meritocratic- oriented systems are not as fair as they might seem at first glance. In fact, they can be harmful to an organization’s most vulnerable employees. Why? Because the “best” people who rise to the top have often had greater opportunities than those who have historically been underexposed to things that some might take for granted. Top performers are not the only peo- ple who deserve to thrive at work. And, who we identify as “top performers” often benefit from being part of in-groups where they have had greater access to information, emerging insights or power. Meritocracy’s myth resides in the erroneous notion that someone who has historically been advantaged is inherently more advanced than someone with less advantage. Allow everyone to develop and grow. Reexamine your talent pipeline. Are you hiring and retaining talent from all backgrounds? Be sure to cast a wide net. If you notice that many or most of your employees attended the same category of universities (e.g., your state schools, alma mater of influential leadership, Ivy League schools, etc.), it’s time to branch out. And, of course, make sure you have designed your talent attraction/candidate experience to attract talent from and across a broad spectrum of identities and lived experiences. It’s especially crucial to look at your talent pipeline if you’ve recently laid off people. Many companies have been focused on increasing underrepresented talent over the last few years, but since layoffs are often done on a “last-in, first-out” basis, these employees may have been the first to be let go. Often, that means their DEI “champions” are gone as well. The bottom line? Most companies have come a really long way in the last few years, and it would be a shame to lose the progress they’ve made. It’s never too late to revive your efforts to make belonging a reality. Is it always easy? No. Is it always worth it? Absolutely. | AC&F | 15 Amri B. Johnson is the author of “Reconstructing Inclusion: Making DEI Accessible, Actionable, and Sustainable.” For more than 20 years, he has been instrumental in helping organizations and their people create extraordinary business outcomes. As CEO/founder of Inclusion Wins, Johnson and a virtual collective of partners converge organizational purpose to create global impact with a lens of inclusion. For more information, please visit inclusionwins.com. MARCH 2023 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES ADOBE STOCKINDUSTRYTRENDS G eneration Y, more commonly known as Millenni- als, born between 1981 and 1996, is the first gener- ation to grow up totally immersed in technology. Then there is Generation Z, generally defined as those born between 1997 and 2012, who priori- tizes the ability to work remote. Don’t forget the Zillennials, 30 million con- sumers born between 1990 and 2000. They are the first generation of consumers to have never known a world without the internet. There are some who believe the age of demographics is dead and, in its place, is targeting audiences based on intent. When designing meetings with intent, it is the message and content that is the focus. When expanding someone’s mind or way of doing or thinking about something, it doesn’t matter how old or what generation they land in. No matter your philosophy, if you think a speaker standing behind a podium addressing your group will keep tech-savvy, TikTok-watching attendees’ attention, think again. It is going to take more than mundane content from a talking head to get them to leave their home. Plus, given the reality of today’s dispersed workforce, younger attendees have become more selective when choosing what meetings and events to attend. Interactivity is key, and if your meetings and conventions don’t have it, your young attendees are not going to stick around. Today’s success- ful events have one thing in common — they excite the attendees. But relevance is imperative. “I think we underestimate what content format attracts the younger generation. I always hear this idea that the TikTok generation can’t handle content and long sessions, which I think is ridiculous. If you were asked to sit in a session on a subject not relevant or interesting to you, you wouldn’t want to be there either,” said Hayley Nicholson, Event Content Manager for the Financial Services Portfolio at Incisive Media. “Many organizers will pose their content and drive Tips For Designing Meetings That Will Keep Generations Y and Z Engaged themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2023 Bridging the Gap By Kathy Monte 1617 MARCH 2023 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES COURTESY OF ALICIA ESPOSITO / RETAIL TOUCHPOINTS COURTESY OF ADAM FILLARY Inviting Gen Y and Zers to be part of a conference committee planning the event will guarantee their voices are truly heard. Meetings & Events Support Association (MESA) employees, like those pictured here at Confex 2023, understand the importance of valuing the voice of younger generations.interest for senior leaders, so they can get attendees to connect with event partners. But this isn’t relevant for next-gen, so with- out appropriate networking and content available, how can we expect them to enjoy the experience?” What does the younger generation hope to achieve by attending events? “Connection, inspiration and development,” said Nicholson. That can be achieved by first asking why you want to attract the younger generation. Is it to gather all possible points of view, showcase your commitment to inclusion or to boost numbers? Remember how important it is to the younger generation to see people similar to them on stage. “Doing so, you’ll fur- ther demonstrate your commitment to making them a part of your event community. But, this needs to be done with purpose — ingenuine inclusion and tokenism is easy to spot,” said Nicholson. People relate to people similar to them, and that holds true for content creation as well. “By creating content relevant for them — if you get a sales call, and the representative hasn’t even properly researched you, your role [or your organization], will you stay on the line? We need to do our homework and make sure we’re properly understanding the wants, needs and expectations of the younger generation at events,” said Nich- olson. “Outside of content, also supporting them to make con- nections is a part of the attendee experience. Networking for the younger generation without a community around them can be a very daunting prospect. Providing a community space for new attendees to meet industry colleagues will help ease any reservations. Inviting an industry group, mentoring scheme or association to help host this will help with the attendee experi- ence post-event day and further integrate them into the overall brand and industry community.” CONTENT FOR ALL “Whether associations are hosting conferences or trade shows, it’s important to have content for all of your potential attendees. We’ve seen attendance at our events trend younger from 2020 to 2023, which is an encouraging sign for us as we’ve long had a well-tenured, mature audience,” said Chris Dolnack, senior vice president and chief customer officer, NSSF—The Firearm Industry Trade Associa- tion. “If you don’t create content and experiences that compel younger, more junior attendees to register and attend, it becomes a self-fulfilling prophecy. Why aren’t younger pro- fessionals attending? There’s nothing in the program that inter- ests or benefits me. That’s why we include education sessions for both junior and senior level attendees, and unique experi- ences that attendees can only have by attending the event.” At the 45th SHOT Show (Shooting, Hunting and Outdoor Trade Show), produced by NSSF, a first-time attendee reception was held just prior to the welcome reception so that its leader- ship team, including board members, could personally engage with first-time attendees who tend to be younger and more junior in their organizations, and make them feel welcome and valued. When planning content, survey attendees to see what is keeping them up at night. Ask them what it will take for them to register, recommends Dana Toland, chief event planning strategist and sourcing specialist, IT Exchange. “Who from their generation do they want represented in the program? Who is the newest up and coming Gen Z or Y who will draw your generation into the program?” she asks. She also recommends engaging the younger generation in the show app prior to the conference as well as with social media. In the post-pandemic world in which we live, younger attendees are discerning when it comes to what meetings and conferences to attend. If they think they can get the informa- tion you are providing virtually, they will opt for that. They want in-person gatherings to offer an experience and that is exactly what your conventions should feature. Rising inflation is increasing the price of hotels, travel and even food and beverage, and this is also making an impact as attendees and organizations can’t justify their expenses to attend just any conference. MICRO-SPACES EMPOWER ATTENDEES The Retail Innovation Conference & Expo is navigating a highly competitive climate. The retail and Consumer Packaged Goods (CPG) industries are entrenched with large expos and smaller curated events. The event organizers strive to bring the best of both worlds together by creating micro-spaces and acti- vations that empower attendees to not just learn, but see, touch and truly experience the new ideas they’re learning about. During its inaugural event, the Retail Innovation Confer- ence & Expo had a session focused on experiential lessons from cannabis brands and featured the brand on the Expo Floor via an interactive activation. The live pop-up concept featured product packaging, apparel and interactive technol- ogy that allowed attendees to truly experience the brand. This exemplifies how your gatherings must be personal- ized and technology-enhanced if you expect them to attract and wow your audience. ENGAGE WITH ATTENDEES Also, make those who are addressing the group accessible for individual conversations. If there is a keynote speaker, be sure he or she attends some of the receptions and is willing to engage in conversation with your attendees. A big hit will be a keynote speaker who is either Gen X or Y who they will be able to truly relate to. Younger generations have grown up part of networks. Capitalize on this when curating content. Give them oppor- tunities to be co-creators of the content offered. Many asso- ciation conferences offer fireside chats in between keynotes where members of the community facilitate conversations. This not only adds to the content being offered but also makes these co-creators advocates of your conference. Oftentimes, they will share the fact they are presenting and engaging in conversation on their social media channels, which will extend your reach. themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2023 Chris Dolnack Senior Vice President and Chief Customer Officer NSSF, the Firearm Industry Trade Association If you don’t create content and experiences that compel younger, more junior attendees to register and attend, it becomes a self- fulfilling prophecy. 18VIP EXPERIENCES HELP VIP experiences go a long way in association events. Take the recent gathering in Columbus, OH of the Professional Convention Management Association (PCMA). The award- winning, multiplatinum singer-songwriter and pianist John Legend performed during the conference’s networking recep- tion for a group of less than 3,000 in the Nationwide Arena, home of the NHL’s Columbus Blue Jackets, that normally seats 20,000. How is that for exclusive? “The continued evolution of live events to include experi- ences unique to event attendance, such as concerts, shows, and hands-on activities, put more fun into the [event],” said Dolnack. This year’s SHOT Show, produced by NSSF, took place in January in Las Vegas. The largest SHOT Show ever, it sprawled across the Venetian Expo and Convention Center and Caesars Forum. The show offers unique experiences that attendees can only have by attending the event. “At the 2023 SHOT Show, we partnered with Fuse Experiences to provide unique VIP net- working experiences for our attendees as an add-on to their reg- istration. And in looking at the demographics of the hundreds of attendees that paid and participated, this program was clearly a hit with attendees 21-35 years of age. In the past, we’ve created a conference within a conference that includes an education track for future leaders. For the long-term health of any association, involv- ing younger members and helping them to grow and reach their full potential is critical to mem- ber retention, attendee loyalty and net promoter score,” said Dolnack. “All the elements we’ve added to enhance younger attendee experience at our events has helped — future leaders education tracks, VIP night club packages, networking receptions, concerts and first-time attendee private reception with our association leadership.” BRING NEWCOMERS INTO THE CONVERSATION Adam Fillary, director of strategy, Meetings & Events Sup- port Association (MESA) and a professional networking stra- tegic advisor, stresses the importance of valuing the voice of younger generations. “Think about it. Young people coming into the industry for the first time are in a really vulnerable place. They should not be patronized. It’s important to be interested in what they have to add and not focus on what we think they know,” explained Fillary. “It should not be an us and them environment. Bring them into the conversation, encourage them.” The Retail Innovation Conference & Expo (RICE) is espe- cially focused on bringing these new voices into programming development. While other events in the retail industry empha- size established brands and retailers, RICE prioritizes emerg- ing brands, and specifically emerging leaders who are bringing new voices and cutting-edge ideas into the market. “We believe now is the prime time for different retail and brand organizations to learn from each other,” said Alicia Esposito, VP of Content for the event and its associated media brand Retail TouchPoints. “That’s why our top priority is inte- grating new voices and new brands into the mix, to inspire new ideas, and of course, new collaborations among our attendees.” THE FUTURE When you get down to it, the younger generation is the future — the future of the industry. The “festivalization” of meetings and conferences is winning over younger attendees. “It’s all about creating unique experiences that appeal to the young generation,” added Fillary. Clearly, the future of the events industry needs to include a game plan to engage and attract next-generation participants. A great place to start is to invite Gen Y and Zers to be part of your conference com- mittee planning the event. This will guarantee their voices are truly heard. Great content is at the heart of all success- ful meetings, conferences and conventions. Keep it clear and concise. Serving croissants at a breakfast gathering isn’t going to do it. Meet your attendees where they are. What are they wor- ried about? What is keeping them up at night? What change would they like to make? What motivates them? By creating your content with the answers to these questions in mind, you are sure to have a successful event. | AC&F | Adam Fillary Director of Strategy Meetings & Events Support Association Young people coming into the industry for the first time are in a really vulnerable place. They should not be patronized. 19 MARCH 2023 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES COURTESY OF CHRIS DOLNACKNext >