< PreviousA ccording to Harvard Business Review in a 2002 issue of the magazine, innova- tion is driven by four things: unexpected occurrences, incongruities, process needs, and industry and market changes. Since 2020, we have collectively experienced all four: An unprecedented global pandemic (unexpected occur- rences), an immediate shift to remote work (incongruities), advancements in technology like generative artificial intel- ligence that have fundamentally changed the way we col- laborate (process needs) and an economic downslide after a 10-year, tech-fueled bull market (industry and market changes). Our working world is ripe and hungry for innova- tion that will set us up for hybrid longevity. As part of this shift, business users are eager to adopt tools that fit naturally within this new framework. Tools like the GAI-powered Tome.app, recognized by LinkedIn as a Top Startup in 2023, generate entire slide decks based on a single prompt, yet are still far from widespread enterprise adop- tion. But, why? A look back at the history of baking might offer some insight. In the 1950s, General Mills launched the first pre-made cake mix under the Betty Crocker brand. With powdered milk and eggs, it encouraged shoppers to “just add water” and pop it in the oven. General Mills bet on simplicity, but the response fell flat. Consumers reported that the final product felt inau- thentic. In response, the CPG company pivoted, adapting the recipe to require additional ingredients. Suddenly, customers felt involved in the process and connected to the product by cracking a single egg. But what does this have to do with post-pandemic work- place technology? That same intrinsic desire to feel like a part of the process persists today and might explain why advanced presentation technology, like Tome.app, isn’t sticking. What’s the secret to better presentations? Might the answer be a combination of better technology and more connection? IF IT ISN’T BROKEN, YOU CAN STILL FIX IT. In 20 years, we’ve seen very little evolution in presentation technology. Digitally native Gen-Z, who has been using Power- Point since elementary school, continues to use the Microsoft tool to build decks in their entry-level roles. While some may argue that a system that’s working doesn’t need to be fixed, I’d argue that hybrid teams are craving virtual engagement in a way that PowerPoint can’t accommodate. The changes to the software over the last two decades have been largely cosmetic changes with little revolution to the user experience. The focus with new presentation technology is still on the presenter having a monologue with their audience. The need of the hour is to move towards having a dialogue. To this end, software needs to move from helping presenters ‘speak’ towards helping presenters ‘listen.’ Of course, replacing or improving legacy software is intimidating, especially one that is so deeply ingrained in workplace culture, but it is a crucial step in maximizing engagement. Instead of becoming overwhelmed by the pleth- ora of software, programs and other upgrades that could be incorporated into your presentations, consider zeroing in on the specific aspects to understand where there is the most room for improvement. VIEW POINT Innovation + Connection A New Recipe for Meeting Engagement BY LUX NARAYAN 12 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2024 What’s the secret to better presentations? Might the answer be a combination of better technology and more connection?THE FOUNDATIONS OF EFFECTIVE ENGAGEMENT Since 2020 forced us to integrate virtual meetings into our day-to-day, users have become less and less tolerant of any obstacle that interferes with smooth communication like long loading times, clunky transitions and lags that make it difficult to hear our colleagues without talking over them. For this reason, any change in meeting technology must be done intentionally so as not to restrict user engagement before it gets started. Every good presentation, regardless of the technology that enhances it, should have good bones. It requires solid hard- ware as a baseline. A beautifully researched presentation is worth little if your audience can’t hear or see you, so quality equipment including a camera, microphone and a computer powerful enough to manage several programs at the same time, are table stakes. The second half of a strong foundation is the content preparation. Traditionally, this has included a thoughtful run of show that leaves room for audience engagement, but what about true participation? When speaking on a stage or in a lec- ture hall, how participatory can your audience truly be beyond a show of hands? The right software can make large group engagements feel more natural. Ensuring active engagement and participation is para- mount, especially in presentations where real-time feedback shapes the course of the session. While there is no way to guarantee an active audience, technology has evolved to help large-scale presentations feel as engaging as one-on-one con- versations. Embedding chat-based tools like interactive maps that track where your virtual audience is dialing in from or word clouds that visualize audience sentiment can activate your in-person and virtual audiences similarly. CONNECTION AT THE SOURCE As we navigate the terrain of evolving presentation technologies and their role in enriching our meetings, it becomes evident that the key to unlocking genuinely engag- ing experiences may lie not in the complexity of the tools we adopt, but in their ability to mirror and enhance our human interactions. The story of General Mills’ Betty Crocker cake mix underscores a timeless truth: engagement is cultivated not through eliminating effort but through meaningful participation. Reflecting on the evolution of presentation tools from Pow- erPoint to more dynamic, interactive solutions, it’s clear that the journey toward enhancing meeting engagement is ongoing. The reluctance to move away from familiar systems speaks to a deeper need for tools that are intuitive and inclusive, enabling every participant, regardless of their technical prowess, to con- tribute meaningfully to the discourse. | AC&F | 13 Lux Narayan believes that “So, what do you do?” is a tough question to answer and should certainly not be answered with the current title on your LinkedIn profile. In 2021, he published “Name, Place, Animal, Thing,” an Amazon bestseller, to help people answer this dreaded question. He enjoys mining the intersections of various spheres of life and work. He is the CEO and a co-founder at StreamAlive, a category-defining, engaging web application that helps livestreams and live events on Zoom, YouTube Live, in-person and everything in between come alive. MARCH 2024 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES DEPOSITPHOTOS.COM In 20 years, we’ve seen very little evolution in presentation technology. 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Problem is, when you’re focused on growth, it’s easy to say yes to more than your business can handle. Sure, you can juggle it all for a while, but eventually the stress catches up to you. Your attention is spread over too many clients, and no one gets the service they deserve. Plus, employee coach- ing and development get the shaft — and before you know it, they’re drifting toward disengagement, and burnout. In other words, your bandwidth is a mile wide but only an inch deep — which means it’s in danger of running dry. The key is to make space for redirection and replenishment before that happens. Dialing back is one of the hardest things for entrepreneurs to do, because for many of us, it feels like failure. I feel the opposite is true. An intentional pause can save your business. In other words, say no … for now. The idea is to assess where your business is now, where it’s heading and whether that’s a direction you really want to go. When you’re ready to hit “play” again, you can do so with redefined goals and clarified priorities that will lead to sus- tainable growth, not burnout. My book “Burned” acknowledges that periodic stress, struggle, and even burnout, are givens when you own a busi- ness. The book provides tactical advice on how to make space for addressing burnout, fix any problems it has caused and leverage its lessons while running a company. Here are seven steps spread-thin entrepreneurs can take to slow down, re-center and get back to focusing on what their busi- ness does best. FIRST, CARVE OUT SOME SPACE. Temporarily, say no to new. Temporarily is the operative word. Just for a while, stop chasing new opportunities. That’s what got you here in the first place. You need to put your time, energy and thought into strengthening your business, not expanding it. Think of this as saying “no for now”— not necessarily “no forever.” Maybe you do have a fantastic idea that is right in your business’s sweet spot — but first you have to make space to properly develop and execute it. Sometimes, the best way to speed up is to slow down. Pause projects that can wait. Of course, you can’t neglect the needs of your clients; they always deserve your full attention. But chances are, there are some big-picture initiatives you can put on hold, like creating a new product or transitioning to a new software. I’m not saying you’ll never pursue these initiatives; this isn’t a permanent pause. By putting them on hold, you’re helping make space to reassess so that when you do go back to “full steam ahead” mode, you’ll be moving in a produc- tive direction. SECOND, FIGURE OUT WHERE YOU STAND. Drill down on why you’re driven to do more. Are you afraid of failure? Do you feel that you owe it to your employees and clients to constantly expand? Are you trying to stay ahead of VIEW POINT Why Is “NO” So Painful? Tips for Entrepreneurs Who Can’t Slow Down BY JULIE BEE 16 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2024 At first, it may feel uncomfortable to say no to opportunities you would have taken on in the past — but push through that feeling.competitors? Do you have a scarcity mindset? Are you work- ing toward some (mythical) point where you’ll finally feel that you’ve made it … and can relax? Once you identify what’s motivating you to always do more, you can determine if it’s something that’s serving you and your business well. For instance, let’s say your fear of failure is prompting you to take on more clients than you can comfortably handle. Ironically, this is pushing you closer to failure than you would be if you capped the number of clients. Other people can often see this more clearly than you, so try to do this self-assessment with a mentor, your mastermind group, a fellow business owner, your leadership team, etc. Get clear on what overcommitment is costing you. Are you spending money you probably shouldn’t in order to deliver on your commitments? Are you doing the bare minimum in some areas so you can scramble to keep up in others? Are you able to invest the time you’d like with clients? Employees? Your fam- ily and friends? How’s your health? What about your stress and engagement levels … and those of your employees? When you say yes to a new opportunity, you usually have a clear picture of what you hope to gain. But chances are, you’ve never taken inventory of how an overloaded plate is negatively impacting you and your business. This cost-benefit analysis can be eye-opening … or even a full-on epiphany. Assess where your profitability is really coming from. If you’re putting forth your best effort, but the business isn’t progressing, ask: Which products and services are making the most money (and which aren’t)? Which upgrades and pro- cesses are really improving efficiency? Which initiatives are attracting new business? Look at the metrics — otherwise you’ll be wasting time and energy on things that aren’t yielding the results you want. For example, I recently evaluated my use of social media and found that most of my new business came from just two plat- forms. I plan to reassess my use of the others. FINALLY, DO THINGS DIFFERENTLY. Verify your gut instincts with data and trusted feedback. Entrepreneurs often place a high value on their instincts. But when it comes to making decisions about your business’ growth and future, your gut might prompt you to go too far … or in the wrong direction entirely. When your instincts are pushing you in a certain direction, don’t ignore them — but do try to back them up with research, data and trusted feedback. If you’re like me and many other entrepreneurs I know, you might be surprised by how often your gut is not in alignment with external evidence. I recommend looking at your gut instincts as a starting point for business decisions, not the final decision-maker. Critically evaluate new opportunities. Once you’re ready to “un-pause,” ensure that you have a better system for evaluat- ing requests and opportunities. Your goal is to be more inten- tional and less reactive. You might want to write down a list of questions like: • Do we have the time/resources/knowledge to do this? • Will it generate revenue? If so, how much? • Does it align with our core business values? • How will it differentiate our company? • Will it help us grow or just keep us busy? • Does this opportunity energize me and/ or my employees? • Who is pushing hardest for this: internal or exter- nal stakeholders? • Am I trying to appease someone else? • What is the cost of saying yes? (In other words, what might we have to say no to?) At first, it may feel uncomfortable to say no to opportuni- ties you would have taken on in the past — but push through that feeling. Steve Jobs said it best: “People think focus means saying yes to the thing you’ve got to focus on. But that’s not what it means at all. It means saying no to the hundred other good ideas that there are. You have to pick carefully.” Implementing these tactics (especially saying “no for now!”) will probably feel uncomfortable or downright scary — but the process is worth it. By temporarily taking a step back from your frantic pace, you are giving yourself the space to figure out how to sustainably propel your business two, three, or more steps forward — in a direction and on a timeline that’s best for you and your employees. | AC&F | 17 Julie Bee is the author of the upcoming book “Burned: How Business Owners Can Overcome Burnout and Fuel Success.” A business owner burnout strategist, Bee has been dubbed the “small business fixer” by her clients and peers. With over 15 years in the entrepreneurial field, she has solidified her reputation as a dynamic consultant, a riveting speaker and a leader who sheds light on the darker side of business ownership. Having been celebrated by Fast Company and Forbes, her insights are in high demand across the industry. For more information, please visit.thejuliebee.com. MARCH 2024 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES DEPOSITPHOTOS.COMINDUSTRY TRENDS themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2024 Modern & Experiential Exhibits Trade Shows that Sparkle with Engagement By Maura Keller The average trade show event design genuinely enhances connectivity — getting attendees to experience valuable resources and engage with peers, strategic partners, spon- sors and speakers. For trade show event designers, the idea is to incorporate memorable keynote speakers, secure interactive technological experiences that “wow” attendees, establish networking “hot spots” throughout the trade show, and ensure a wealth of dif- ferent vendors that showcase their innovations and products in unique ways. Robyn Duda is an award-winning event strategist, experienced designer and thought-leader who has created event strategies, including trade shows, for some of the most recognized brands in the world, including Coca-Cola, Spotify, Visa and IBM. Known for creating bold changes, her work inspires, innovates and harnesses growth for her clients. “Unique, relevant and valuable experiences capture peo- ple’s time, money and attention. Whether we like it or not, all events are held to that standard, even trade shows,” says Duda, who is now the co-founder and managing director of Rac- quetX, the inaugural all-racquet sports conference that was just held at the Miami Beach Convention Center. “The trade shows that are evolving focus on the experience. By experi- ence, I mean the entire journey from discovery to ticketing, to navigation to cool moments they can engage with. Attend- ees want to keep it simple: discover new things; easily con- nect with peers, ideas and businesses; and be surprised and delighted. More unique sponsorship opportunities, that make sense, help drive that experience.” Prior to her entrepreneurial adventures, Duda was an executive at event giant UBM (now Informa). Seatrade Cruise Global, the largest cruise shipping event in the world, was part of that portfolio and she was given the task of moving the trade show event from Miami to Fort Lauderdale for three years while the MBCC was under construction. “Sounds easy; however, the Fort Lauderdale Convention Center was significantly smaller, yet we were expected to W hat used to work at trade shows 50 years ago vastly differs from today’s sophisticated, less-cluttered ones packed with modern, experiential exhibits, immersive technology and experience-driven shows powered by attendees’ expectations. 18continue growing,” Duda says. “We were able to get creative with sponsorship offerings and the experience — like an emergency slide sponsor set up on the third floor of the lobby, sending people down for the keynote.” According to Lynn Edwards, vice president of events at EVO 3 Events and owner and meeting planner for Proper Planning, today’s trade show attendees are looking for valu- able resources. They want to make connections with strategic partners that can assist them in saving time, money and offer- ing state-of-the art solutions. With that in mind, she says planners “need to engage their staff in leveraging the experience of one-to-one meetings. Their displays need to communicate the vendors’ products or services clearly and quickly on a trade show floor,” Edwards says. Indeed, when it comes to trade show booth design, many marketers are looking for the next “big thing” and one that leaves a lasting impression. Virtual reality fits that bill. Virtual-reality-type experiences at trade shows can run the gamut, from virtual walk-throughs to virtual demonstrations, to head-mounted technology that heightens the way attendees experience video. Additional trends that resonate with trade show attendees include lounges and meeting spaces. Having a comfortable place to meet and relax is important for most attendees. They can have a conversation, make a phone call, check email, all while being surrounded by vendor booths. With any trade show booth, creating a connection with attendees is paramount. For planners, incorporating interactive elements within trade show design is key. At a recent trade show, Edwards incorporated non-vendor activities such as a tech booth, new headshot photos, best-of-class innovation awards, etc. to help drive traffic. “Offering attendees resources and learning opportunities inside the show floor makes it a draw to visit this partner area,” Edwards says. “Planners need to work with the vendors to ensure they are getting their marketing goals met with what you are creating. Ask them what they want in the show.” 19 MARCH 2024 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Robyn Duda Co-Founder & Managing Director RacquetX Attendees want to keep it simple: discover new things, easily connect with peers, ideas and businesses, and be surprised and delighted. PHOTOS COURTESY OF JIM WHITMAN / NATIONAL ASSOCIATION OF CHAIN DRUG STORES Attendees at trade shows are looking to network and learn about something new. Pictured: The National Association of Chain Drug Stores (NACDS) Total Store Expo Exhibit Hall. Above is their Meet the Market, which offers an exclusive opportunity for NACDS members to learn more about the latest and greatest innovative products, technologies and services through a series of 10-minute appointments.Next >