< Previoussome incredible samplings of local spirits. It’s worth noting that almost none of the attendees had any prior music ability or experience in a recording studio,” Loughran says. After the event, the client closed a $2 million-plus contract with one of the attendees; exactly the result they were aiming for. “The experience cost roughly $150,000, so we were thrilled with this kind of return for the company, who has since activated EMÁJYN for an event almost every year of the last six,” Loughran says. It’s important to remember that when businesses invest in events, there are three primary stakeholders who are look- ing for return on their investment — and they are looking for different types of returns. “Take a corporate event as an example, a business execu- tive is looking for revenue-driving returns, like audience generation, pipeline acceleration and sales closed,” says Brent Turner, executive vice president, strategy and solu- tions at Opus Agency, a planner company that helps orches- trate conferences, meetings, retreats, product launches and industry events. “While a marketing executive will look for move- ment on brand affinity, preference, promotion and loyalty, the event executive is looking at their objectives — like their financial model, attendee satisfaction and other event-spe- cific goals such as certifications delivered,” Turner says. Too often, event professionals will have a single “soup” of measurements and KPIs — and in that soup, they will lose the clarity of marked return on their investments. But Turner points out that by isolating on their business, marketing and event-specific metrics, the events gain focus on the actions required to drive success throughout. Measurement Steps to Take Most meeting planners see capital spent on meetings, events and experiences as any other investment a business might make – targeting a return of some kind. As Loughran explains, when planners can put themselves into the shoes of the client, it generally steers planning toward their desired outcomes versus just sending people on a great vacation with colleagues and throwing an epic party. “Sending post-event surveys is always recommended, but following up with a cadence of meaningful communications and relationship building opportunities will always lead to a better understanding,” Loughran says. “It allows planners to learn what’s most important to a client in terms of returns.” Williams often sees planners fail when adding an event component that does not stimulate the attendees. Perhaps it’s an experience that’s overdone or too avant-garde, or not appealing with the demographic or something that simply falls flat. “Do your research to effectively capture the value of the experience,” Williams says. The core ROI measure- ment tool that Opus Agency uses is their Impact Measure- ment Framework; it provides the structure for building actionable measurement plans, data specifications and reporting dashboards. The framework includes the three “I’s” of measurement: • Indicators , the core types of metrics which track progress toward goals. • Initiators , the places where we capture data required for measurement, like the event itself, social media and other extensions. • Inputs , the ways we generate and capture data within each initiator like sales systems, web ana- lytics, RFID badges, social listening, or just asking attendees via surveys and focus groups. Courtesy of Brent Turner (Left) Grace Hopper Celebration elevates its brand by crafting a great social media moment. (Right) Sui displays its brand prominently at a conference. 30 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comTurner also says that too often the mistakes are connected to unclear objectives — unclear definitions of success. From there, it is about focus. If the event exists to close deals, if that is the core driver of ROI, then map the strategies, audi- ence acquisition, experience design, sessions and more to that goal. “Setting an objective at the ‘center of the bullseye’ is hard. Events can do so much for a business, but with great focus comes greater results,” he says. Phoenix Porcelli, CMP, head of sales at Convene, says to accurately measure event ROI, planners need to first identify clear event objectives — what is the purpose of the event and what do you want attendees to take away from the program? From there, outline the best delivery of this information and develop an agenda that helps accomplish this; ROI is then measured by how successful you were in achieving the objec- tive, whether via a survey or other feedback mechanism. “Having a venue that can unlock maximum potential for attendees is a key element in gen- erating event ROI,” Porcelli says. When measuring event ROI, the process should be seamless. It’s also important to think about cap- turing feedback in real-time to get the most accurate results. A good way to do this is having QR codes available to scan at the end of each session or iPads available upon exit of the event with short surveys for attendees to answer. “Planners should be on-site to observe attendee behavior to extrapolate how elements of the event are being received. For example, instead of a survey question about the food, walk through the food service area; if a catering dish is empty, you know guests enjoyed it,” Porcelli says. ROI is not just a return on investment, it’s a return on interaction — it’s about driving engagement. “Try altering between sitting sessions, standing sessions, and interactive sessions to keep guests immersed in the con- tent,” Porcelli says. “Offering ‘choose-your-own-adventure’ breakout sessions and/or sessions that cater to varying levels of expertise can also help attendees have a custom experi- ence that generates goodwill towards the event and makes them feel special and heard.” Post-pandemic, people value their time more than ever before. When planning an event, ruthlessly prioritize what can be virtual versus what is most impactful for in-per- son experiences. “It’s also important not to get distracted with filling the largest room possible. Setting clear event objectives will help you focus in on your core audience and maximize ROI,” Porcelli says. “And while program- ming should level up to the objectives, attendees’ motiva- tion for participating may not be in direct alignment with those. Agendas need to be strategically structured for maximum appeal, but with the ability to accommodate dif- ferent skill sets to ensure various attendees perceive value from being there.” Continuous Momentum As Loughran points out, we’re in the middle of a true paradigm shift in business culture at the moment, arguably the biggest change in the last century. With the post-move to largely hybrid office schedules, the in-office environ- ment is becoming less and less of a central factor in fostering cul- ture and positive employee senti- ment. However, the importance of a great corporate culture has not changed; people still very much want to connect together in-person, particu- larly with the increased isola- tion that working from home naturally results in. “We predict this will inevi- tably create a shift in spending from impressive office spaces in expensive neighborhoods to investments in corporate events and destination experiences,” Loughran says. “Similar to the importance of providing employees with a positive work environment in years past, event investments are going to become increasingly essential for businesses in the immediate future.” And with AI-powered tools making it easier than ever to connect disparate data sources and then turn these con- nected corpuses of information into insights, businesses will have a greater expectation for data-based insights, intelli- gence and action. “This means that the expectations for measuring events will increase, all while the technologies and methodologies will become easier, faster and more standardized,” Turner says. Porcelli also points out that in today’s hybrid-first world, measuring event ROI is an important factor in deter- mining if and how events should happen. “Organizations are recognizing that this is having a material impact on talent attraction and retention — and so the declining ROI in virtual onboardings and trainings is driving a shift back to in-person to maximize outcomes,” Turner concludes. “The consecutive feedback loop, how- ever it happens, will always affect how planners think about programming.” C&IT Similar to the importance of providing employees with a positive work environment in years past, event investments are going to become increasingly essential for businesses in the immediate future. PJ LOUGHRAN CEO and Founder, EMÁJYN TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 31N avigating the handling of event attendee data requires the right balance between collecting valuable information and respecting privacy. But with rapid advancements in technology and laws that struggle to keep up, finding balances can be tricky, especially as tech becomes cheaper and easier to access. By the numbers In February of this year, the Ann & Robert H. Lurie Children’s Hospital of Chicago was forced to take its email, phone and medical records system offline as it battled a cyberattack, while a hospital in rural Illinois announced it was permanently closing because it couldn’t recover finan- cially from a cyberattack that kept it from filing insurance claims. And in June of 2023, HCA Healthcare was the tar- get of a major data breach involving 11 million patients and 1,400 facilities in 20 states. As a result, America’s top health agency is developing new rules for hospitals to protect themselves from cyber threats. According to Electric, an IT management platform, “The rate of cybersecurity breaches at large and small companies alike have reached alarming levels. With high-profile attacks targeting healthcare, finance, retail, government, manufacturing and energy, it’s clear that the threat landscape has evolved significantly in recent years.” But the “Mother of All Breaches” (MOAB) occurred ear- lier this year when 26 billion records were accessed via data leaks from sources like Twitter, My Space, Adobe, Canva and LinkedIn. (The responsible party remains unknown.) In fact, it’s estimated that 4,000 cyberattacks happen every day — which translates to one taking place every 14 seconds. Another troubling fact is that most companies that have been hacked don’t even know it until days (or sometimes, weeks) after the event has occurred. In comparison, the time it takes to do the actual damage takes mere minutes: According to Verizon’s 2016 Data Breach Investigation, in 90% of the cases where data was stolen, systems were com- promised in minutes. Data Privacy BY ERIN DEINZER Security for Event Attendees TECH TIPS 32 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comWith multi-billion-dollar companies like City National Bank, eBay, Facebook, Microsoft, Shell, T-Mobile, Verizon and Yum! Brands (which owns KFC, Taco Bell and Pizza Hut) falling victim to ransomware and/or threat actors, what’s a planner to do in an era of electronic adversity, angst and antagonism? An ounce of prevention Data privacy translates to keeping personally identifiable information (PII) secure. Before your event even begins, ensure you have control over who has access to it and only grant access to those who need it. Be transparent about the PII you’re collecting and how it’s being stored. Not only will it be reassuring to those attending, but you’ll be adhering to legal regulations such as the California Consumer Privacy Act (CCPA) which man- dates clear communication about data usage. In the case of EU citizens attending a corporate event in the U.S., planners need to be aware of the General Data Pro- tection Regulation (GDPR). The toughest privacy and secu- rity law in the world, the regulation was passed by the EU and put into effect in 2018. It imposes obligations onto any orga- nization, anywhere, if it collects data from people from the EU. According to GDPR.EU, the regulation levies “harsh fines against those who violate its privacy and security standards, with penalties reaching into the tens of millions of euros.” One way to ensure you’ve protected yourself from pos- sible prosecution is to clearly state on your registration form how you plan to use the data you’ve collected, how/where it’s being stored, provide an explicit opt-in checkbox, and let attendees know if any data is going to be shared with event sponsors for marketing and analytical purposes. Although it may seem obvious, when it comes to the use of email to communicate information about the event, DepositPhotos.com TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 33make sure that whatever is being shared isn’t private (such as payment information), and never share data with anyone outside the events team. And while it’s a pain, changing your event systems passwords several times a year will help ensure privacy. Using a password manager that picks ran- dom, long passwords can be synchronized across devices. In many instances, attendee data isn’t collected by the planner; rather, the information has already been compiled and sent to the hosting company. In the case of Carol Riddle, Seat- tle’s tourism ambassador and seasoned account director at SHW, a full-service event management company, corpo- rate clients provide the attendee data. “The company houses the infor- mation, in essence lending it to us for the event. That ‘clean’ informa- tion is then uploaded onto our regis- tration platform so we can custom- ize it or use it to determine dietary restrictions, obtain travel informa- tion, slot them into different tracks, etc. And we also issue everyone who’s registered a unique QR code to use at check-in, which accompa- nies their photographic ID.” Another must-have is a reputable “payment gateway” to handle all those online transactions. As Riddle explains, “Let’s say we’re hosting a five-day confer- ence and we charge money for registration, receive payments for exhibitor booths, collect sponsorship funds and make payments to vendors. Because of those types of transactions, we have multiple layers of security, including an internal ops team that makes sure information can’t get out.” Employee training is another key factor to a cohesive network of cooperation when it comes to cybersecurity. To that end, conducting regular training sessions and mak- ing sure everyone understands the implication of being involved in a cyberattack or data leak is critical. You can also integrate your data privacy plan with “endpoint pro- tection” which includes malware detection, network secu- rity and breach prevention. Likewise, taking out cyber-risk insurance for that just-in-case scenario is an option. In the moment In the post-Covid era, more professional gatherings are held virtually or they’re a hybrid of virtual and in-person. Using software such as Zoom has its obvious benefits, but there’s also a need to keep the lid on the invitee list as an uninvited “guest” could gain access to sensitive data, over- hear a confidential conversation, or capture screenshots of those in attendance for possible facial-recognition use. The solution? Don’t allow just anyone in the virtual door. Host controls can help, but you can also use one-time links, send out special codes, and create a pre-screened list of attendees within the registration process. To add another layer of protection for in-person events, especially when you have high-profile attendees or guest speakers, you “absolutely need” to vet your attendee list lead- ing up to the event, notes Kelly Squier, owner and principal for a company in the fintech industry. “We had a few instances of ‘bad actors’ who continued to register for different events to gain access to our CEO. We worked with our internal trust and safety team to identify those folks, removed them from the list, politely let them know they’d been removed, and had strict guidelines in place at the door to not allow anyone in who wasn’t on the approved list.” Squier adds that when working with public fig- ures (such as government officials or performers), most attendee lists need to be handed over at least 72-hours in advance for vetting by their own internal teams. Document your data privacy practices and make them avail- able to any attendee who asks for it. Detailing your poli- cies and protocol is important for both your employees as well as your attendees and clients as it shows you’re taking their privacy seriously. Onsite, continue to encour- age the use of strong passwords and employ multi-factor authentication (MFA). Udayan Deshpande holds a PhD in Wireless Security and is Chief Data Scientist at Threatworx, a proactive cyber secu- rity platform that helps identify systems’ vulnerabilities. In the case of using MFA, Deshpande says, “Let’s assume someone manages to get ahold of your username and password. But then the odds of that same person get- ting ahold of your phone and making it past facial recogni- tion or figuring out your password to utilize a security code, are extremely high. So just those two barriers alone provide an exponentially high layer of protection that are exceed- ingly difficult to penetrate. “Facial recognition is extremely effective. I’ve never seen it not work. And there is potential for voice or thumbprint identification. The popularity of these technologies in phone (and home) security implies that consumers are comfortable with the seamless integration of biomarker-based security.” Using a secure event management platform is likewise essential, and many planners (such as Riddle) use Cvent. But Heather Johnson Mullin, owner of California-based Adelphi Experiences, prefers Swoogo, a software system that stream- lines the organizational aspects of events, from registration through post-event data reports. We had a few instances of ‘bad actors’ who continued to register for different events to gain access to our CEO. KELLY SQUIER Owner/Principal in the fintech industry 34 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.com“We only use software that’s already been created,” explains Mullin. “But any information we’re using has to be supplemented by multi-factor authentication. Because my clients, many of whom are large tech companies, are putting their trust in me, I am absolutely going to use a program that provides multiple layers of protection. And I always start the conversation with, ‘This is how we plan to handle your cli- ents’ information. How else would you like us to do that?’ “And we sign NDAs that state we won’t share any infor- mation or sell it. When the event’s over, we delete it.” By their very nature, meetings are especially vulnerable to data hacking because everyone is using a different com- puting device. In the case of hundreds (or thousands) of attendees, it’s simply not feasible for everyone to have the same level of data security. If you’re planning a smaller event, such as an incentive experience, C-suite meeting or BOD conference, Desh- pande suggests the use of loaner devices that have been wiped clean before the event. These devices could also be programmed so that the data only remains accessible dur- ing the event, but then (like one of those Mission Impos- sible tapes) “self-destructs” at its conclusion. While at the event venue, having a Mobile Device Man- agement (MDM) plan in place can help keep your com- pany’s devices secure, no matter when or where they’re being used. Everyone’s computers, tablets or phones can be synched up remotely by sending out updates, and you retain the option to shut them down immediately if they’re stolen or compromised. After the fact If you think holding onto attendee data is a good idea, you couldn’t be further from the truth. An after-the-fact data breach is just as much of a nightmare as it is before or during. Plus, many data protection regulations block indefi- nite storage. Notes Riddle, “Once the event’s ended, we have 30 days to provide reports to our client and wrap up our accounting. After that, we are contractually obligated to destroy the data.” But what if, despite your best efforts and intentions, a breach or leak occurs? If you’ve planned for “disaster recov- ery,” you’ll be steps ahead of the game. That could be some- thing as simple as having your data backed up in another location, the speedy transfer of post-event analytics to a cli- ent, or an investigative team to determine who the “threat actors” were and seek compensatory damages. Like many other event management software, Swoogo has analytics built in so planners can conduct post-event polls to see which tracks were popular, or to capture infor- mation like: “Did people stay for the entire event?” or “Were the morning meetings well attended?” or “Was the price of the conference reasonable?” But what would really be interesting is to ask attendees, “During your event, did you feel your personal information was kept safe and secure?” C&IT Cyberworld Words to know Like many industries, the cybersecurity world is filled with lots of special-use words and phrases. For example, cyberattacks might aim to cause business dis- ruption, financial loss or damage to someone’s reputa- tion, while a data breach signifies unauthorized access to data. Data leaks, meanwhile, refer to the inadvertent sharing of information with the public through human error or system vulnerabilities. Phishing is defined as “the fraudulent practice of sending emails or other messages purporting to be from reputable companies in order to induce individu- als to reveal personal info,” and ransomware is a mal- ware (software designed to disrupt, damage, or gain unauthorized access to a system) that infects comput- ers, restricts access to files and threatens to destroy data unless a ransom is paid. Multi-factor authentication is a tool that asks users to verify their identity via multiple means. Social engineering mostly involves one-on-one interactions, which is usually a veiled attempt to gain financial access or extract money. Data hygiene refers to the cleanliness of the data being stored within a system, and a threat surface is wher- ever information is available on the web. Lastly, zero trust, which pretty much sounds like it is, can best be explained as the need to demonstrate that you (or another entity) is trustworthy. Notes Cybercrime Magazine, “Cybercrime costs include damage and destruction of data, stolen money, lost productivity, theft of intellectual property, theft of personal and financial data, embezzlement, fraud, post-attack disruption to the normal course of busi- ness, forensic investigation, restoration and deletion of hacked data and systems, and reputational harm.” DepositPhotos.com TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 35N avigating the handling of event attendee data requires the right balance between collecting valuable information and respecting privacy. But with rapid advancements in technology and laws that struggle to keep up, finding balances can be tricky, especially as tech becomes cheaper and easier to access.When it comes to ethics in meeting and event planning, meeting professionals need to be transparent about any potential conflicts of interest, ethical concerns, inaccurate claims or exaggerations, while upholding the principle of integrity throughout all aspects of the event. A planner who fails to disclose a conflict of interest, a vendor who pays a planner a commission for selecting their services, or a client who pressures their event plan- ning team to engage in question- able practices — these seemingly minor issues can quickly snowball into major problems that dam- age relationships, reputations, and ultimately, the success of the event itself. In the fast-paced and often high-pressure world of meeting and event planning, it can be tempting to cut cor- ners or make decisions that prioritize short-term gains over long-term integrity. But as Kimberly Gora, founder and CEO at KG Event Agency, explains, the focus of ethics within the meetings and events industry has evolved sig- nificantly over the years, driven by changing societal values, increased awareness of sustainability issues and advance- ments in technology. “The focus of ethics within the industry has evolved to encompass a broader range of considerations, reflecting the changing values and expectations of attendees, com- panies and society as a whole,” Gora says. “By embracing principles of inclusivity, sustainability, transparency and social responsibility, meeting planners can create experi- ences that not only meet the needs of their participants but also contribute to a more equi- table and sustainable future.” For Gora, embracing transpar- ency of business ethics is crucial for meeting planners when planning meetings and events for several reasons. She says it is essential for meeting planners because it builds trust, meets expectations, mitigates risks, ensures compli- ance, enhances brand reputation, promotes sus- tainability and facilitates ethical decision-making. “By prioritizing transparency and ethical behavior, meeting plan- ners can create events that contrib- ute positively to society,” Gora says. “Ultimately, transparency of busi- ness ethics isn’t just a choice — it’s a fundamental necessity for planners committed to excellence, integrity and the greater good.” According to Kris O’Brien, CMP, owner at KOB Event Solutions, ethics has become a more prominent topic in various ways within the meeting planning industry. Where ethics was most noted regarding vendor selection, it’s now seen in all facets of the event planning space, even by involving event attendees. “A common practice I see is including a ‘code of con- duct’ statement within registrations. Companies are now taking a stand and asking attendees — employees or non- Business Ethics BY MAURA KELLER Transparency in the Meetings Industry INDUSTRY INSIGHT When your decision- making process includes ethical considerations, it’s helpful for your partners — clients and suppliers — to understand how you came to your solution. KRIS O’BRIEN, CMP Owner KOB Event Solutions 36 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comemployees — to acknowledge the request by their code of conduct,” O’Brien says. And remember, transparency of ethics in event plan- ning — whether it is with clients or attendees — creates trust. Meeting planners, suppliers and clients must work together in order to have a successful event. “When your decision-making process includes ethical considerations, it’s helpful for your partners — clients and suppliers — to understand how you came to your solution,” O’Brien says. “They may not agree with you, but at least understands the rationale for your decision.” Ethical Dilemmas From vendor selection to environmental impacts to data privacy, there are a myriad of ethical dilemmas that meeting planners may encounter throughout the event planning process. Gora points to some common types of ethical dilemmas, including conflicts of interest, budget allocation, supplier relationships, data privacy and protection, diversity, environmental impact and social responsibility. “Navigating these ethical dilemmas requires careful consideration and a commitment to upholding ethical stan- dards and principles throughout the event planning pro- cess,” Gora says. “Prepared meeting planners can address The topic of ethics has become important in all aspects of the industry. Many are implementing a code of conduct statement within registrations. DepositPhotos.com TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 37ethical challenges effectively and create events that align with their values and ethical obligations.” Recently, a prominent tech corporation organized a hotel buyout for their annual conference, implementing stringent protocols mandating that participants and affili- ated companies seek approval through them before hosting events elsewhere. “Additionally, strict time constraints were enforced, aimed at ensuring attendees remained immersed in the confer- ence atmosphere until its conclusion each day,” Gora says. When Gora’s client tasked her with exploring alternative venues directly to negotiate better pricing and secure an event start time one hour earlier than the conference’s end, she was faced with a moral dilemma. Despite the potential ben- efits, she recognized that bypassing the company’s established policies would be unethical. “Therefore, I expressed my discomfort with the request and emphasized the importance of adhering to company guidelines,” Gora says. “While I was committed to navigating within the established framework to optimize pricing, I firmly believed that integ- rity and compliance were paramount for our mutual long- term success, as well as future business with both compa- nies and the hotel.” As O’Brien points out, meeting planners are entrusted to make vendor recommendations to their clients. “If vendor selection is based on personal relationships or kickbacks versus selecting the ‘right’ vendor for the need, that can come back to haunt them,” O’Brien says. While working with a client on an incentive trip to Mexico, O’Brien discussed having the four-hour meeting to meet the tax requirements and added it to the agenda. “When the group was onsite at registration, it was requested that I tell the attendees they do not need to attend the meeting. The meeting was only listed on the agenda to meet the tax requirements,” O’Brien says. “I did not agree to their request and asked that if they wanted to share that information, that would need to come from someone within the company.” Ethical Approaches Picture this: you’re a meeting and event planner, and you’ve just landed a dream client. The budget is hefty, the vision is grand, and the possibilities are endless. But as you dive into the planning process, you realize that some ethical gray areas need to be addressed. Do you sweep them under the rug and hope for the best, or do you bring them to light and have an open and honest conversation with your client and vendors? Daniel Meursing, CEO and founder at Premier Staff, an event staffing agency based in Los Angeles, has had the privilege of working alongside many corporate meeting planners in the trenches of event planning. “In recent years, we have seen a significant shift in the focus on ethics within our industry. As events have become more high-profile and scrutinized, there has been a growing emphasis on transparency, accountability and social responsibility,” Meurs- ing says. This has led to a greater awareness of the potential ethical dilem- mas that can arise in the course of planning and executing events, and a more proactive approach to addressing these issues head-on. “I think that what is important for meeting planners is for us as individuals to have a clearly defined value system for ourselves,” says Deshawn Wynn, CMP, meeting planner and owner of The Wynning Touch Event Design. “We have to know what is important to us. When our clients take a stand that we don’t agree with, we need to be willing to walk away. I was faced with just that a few years ago. I had to walk away from a client that I truly loved and was a significant part of my income. But they were making deci- sions that benefited their budget, and I thought the decisions were dangerous to their attendees. My personal ethics told me that I had to sacrifice that income and business security.” Meursing further explains that meeting planners hold a unique position of trust and influence. “Our clients, attendees and partners rely on us to make decisions that are fair, honest and in the best interests of all stakeholders,” Meursing says. “By embracing transparency in our business ethics, we can build stronger, more resilient relationships based on mutual respect and understanding.” Transparency means being open and honest about pro- cesses, partnerships and decision-making criteria. Meurs- ing says it also means disclosing potential conflicts of interest and working collaboratively to find solutions that benefit everyone involved. “Most importantly, it means holding ourselves and our teams accountable to the highest standards of integrity and professionalism,” he says. “Of course, transparency isn’t just about having difficult conversations — it’s also about leading by example. As event planners, we have a responsibility to model ethical behavior in everything we do. That means being honest about our capabilities and I think that what is important for meeting planners is for us as individuals to have a clearly defined value system for ourselves. DESHAWN WYNN, CMP Meeting Planner and Owner, The Wynning Touch Event Design 38 May 2024 | Corporate & Incentive Travel | TheMeetingMagazines.comlimitations, being upfront about our fees and expenses, and being willing to walk away from projects that don’t align with our values.” At Premier Staff, they once faced a challenging ethical dilemma when a client requested that they staff an event with a theme that we felt was insensitive and inappropri- ate. The theme played into harmful stereotypes and had the potential to offend and alienate attendees. “Rather than simply refusing the business, we chose to have an open and honest conversation with the client about our concerns. We shared our perspective on the potential negative impacts of the theme and worked collaboratively to find an alternative that aligned with the client’s goals while also respecting the diverse backgrounds and experi- ences of the attendees,” Meursing says. In the end, the client was grateful for Meursing’s candor and willingness to find a solution that worked for everyone. By handling the situation with transparency and profession- alism, they were able to strengthen their relationship with the client and create a more inclusive and successful event. When it comes to handling ethical dilemmas in event planning, Gora’s advice for planners: Stay informed, keep yourself updated with industry standards, legal regulations and relevant guidelines. Take the time to reflect on your personal and organizational values. “Knowing what you stand for will guide your decision- making process when faced with ethical dilemmas and ensure alignment with your principles,” Gora says. “Don’t hesitate to seek advice from colleagues, mentors or industry experts.” Indeed, consulting with others can provide valuable insights, alternative perspectives, and support in making difficult decisions. Consider the potential consequences of each decision, both short-term and long-term. In addition, consistent, honest and clear communication about successes, challenges and mistakes is vital. Always be completely upfront regardless of the situation as well as be transparent about price, fees and commissions. “Transparent communication builds trust, fosters accountability and encourages constructive dialogue. Reflect on past experiences with ethical dilemmas and learn from them,” Gora says. Meursing further advises fellow planners that when faced with an ethical dilemma in event planning, always lead with your values. Take the time to reflect on what’s most important to you and your organization, and use those values as a compass to guide your decision-making. “We make it a priority to have frank and forthright conversations with our clients and vendors from the very beginning. We ask tough questions, we challenge assump- tions, and we don’t shy away from uncomfortable truths,” Meursing says. “By creating a culture of transparency from the outset, we lay the foundation for a partnership built on trust, respect and shared values.” He suggests that planners be transparent with corpo- rate clients, partners and team members about the issues at hand, and involve them in the problem-solving process. Consistently and thorough communicating best practices and showcasing ethical behaviors to your stakeholders will grant you significant favor with them so seek out diverse perspectives and be open to feedback and con- structive criticism. “Document your decision-making process and the ratio- nale behind your choices, so that you can refer back to it if questions arise in the future. And most importantly, trust your instincts and your professional judgment,” Meursing says. “You have the skills and the experience to navigate these challenges with grace and integrity.” The benefits of transparency in event planning go far beyond just avoiding ethical pitfalls. As Meursing explains, when planners build relationships based on openness and honesty, they create a ripple effect of positive outcomes. “Clients feel more confident and empowered, knowing that they have a true partner in their corner. Vendors feel more valued and respected, knowing that their contribu- tions are being recognized and appreciated,” Meursing says. “And event attendees feel more engaged and inspired, knowing that they are part of an experience that was cre- ated with integrity and purpose.” C&IT Common Ethical Dilemmas in Meeting & Event Planning • Issues of diversity, equity and inclusion in speaker selection, attendee recruitment and program design • Environmental and social impacts of event deci- sions, such as food waste, energy consumption and community engagement • Balancing the need for privacy and security with the desire for openness and accessibility • Handling sensitive or controversial topics or speak- ers in a way that is respectful and productive • Attending familiarization trips (FAM) and hosted business exchange events fraudulently • Accepting high-ticketed or inappropriate gifts • Stealing event designs or ideas from another company or planner TheMeetingMagazines.com | Corporate & Incentive Travel | May 2024 39Next >