Several times a year, my company holds functions for important clients, and alcohol is always served. At the last one of these occasions, I imbibed a bit too much and behaved less than professionally. Are there ways I can limit my intake or the effects Read more »
My boss wants to hire models to get attendees to stop by our exhibit. But I think they could distract visitors from the products we’re presenting, and we’ll get more qualified leads if we spend the money updating our booth. Should I follow through on Read more »
Every day, I reply to tons of emails from suppliers, co-workers, supervisors, you name it. Recently, I was in a hurry and dashed off a reply-to-all about a suggestion I’d received. I said, “This is crazy! If we pursue this idea we’ll never make our deadlines, Read more »
I’m usually pretty even-tempered, but a business associate of mine really pushes my buttons. He gets angry over nothing and starts yelling at me, and before I know it, I’m responding in kind. I’d like to just avoid him, but he’s a business unit stakeholder Read more »
Each year, we do a secret Santa at work. I’d prefer all of us putting the $15 we’re allowed to spend on gifts into a fund we could donate to a food bank or charity like Toys for Tots. Would it be OK to make Read more »
What’s the best way to estimate power requirements in my exhibit when I only have a rough idea of the equipment my product people are bringing? Sometimes we don’t have a final list until weeks before a show, and that can be a problem. The Read more »
I attended the EXHIBITOR Show and started my coursework toward a CTSM. I now face an extended delay on achieving my degree due to budget reductions and an inability to travel for nonshow reasons. How can I stay current while I wait it out? Any Read more »
I’m running my company’s entire exhibit program, and somehow, I’m handling it. But I know with some help and a bit more money, we could surpass competitors in our area. How can I get management to see the benefit of an expanded program? — Lora, Read more »
My boss mistakenly gave me an incorrect attendance figure for our quarterly program report. That figure made our program appear unbelievably successful. She corrected the error with the CFO, but she’s mad at me and acting like it was my fault. Should I swallow it Read more »
My boss has decided we should opt out of an event we’ve always participated in, because we haven’t been getting enough return on investment from it. The problem is, the organizer and I have become somewhat friendly over the years. Should I tell her honestly Read more »
My boss is pushing me get more prospects to call us after trade shows and events. Is this realistic? Is there anything I can do to make this happen? Or should I press our salespeople to call the prospects instead? — Gemma, Exhibits Manager Chart Read more »
I manage several departments, and I’ve had to let one or two people go from each. I’ve noticed the “survivors” seem uncomfortable when they come into a meeting and see another co-worker is missing. Should I notify them of any layoff before we all get together? Discuss the situation at the beginning of the meeting? Or just continue to ignore the elephant in the room?
— Shelby, Marketing VP
Even David Copperfield couldn’t make this elephant disappear
Shelby, our readers believe that you cannot ignore this situation and hope it goes away. They suggest you:
Hold a meeting to discuss what’s happened.
Show your humanity.
Reassure the survivors.
Hold a meeting to discuss what’s happened
If the departments you manage work in different areas, some of the people may not know an employee has been laid off. But they’re bound to notice someone is missing at the next meeting, and that’s not good.
In fact, a director of trade shows and events believes waiting until a regularly scheduled meeting only makes matters worse.
“Call a meeting as soon as possible. If you ignore the elephant, it will run you over.”
Show your humanity
Undoubtedly, letting someone go is an unpleasant task for you, and you’d just as soon forget about it. But you must address the issue the right way for the sake of your remaining staff — and yourself.
Marci Williams, administrative assistant, explains why this is necessary for all of you.
“Yes, people should be told before a meeting why a co-worker is missing. We have a history with our co-workers and often a good relationship, which means we grieve for them and their situation. To ignore them as if they never existed is cruel and will only create hostility between the remaining employees and you.
“A manager who is honest, straightforward and sympathetic will be respected, even though the decision he or she must make is not liked.”
Reassure the survivors
After employees hear about a coworker being let go, it’s natural for them to wonder if one of their heads might be the next on the chopping block.
An exhibits manager describes how to take away some of their anxiety.
“Don’t just announce, ‘We had to let Tom go.’ Take a few minutes to explain why. You could say, “The company decided some of his duties were redundant with those of other employees,” “With the available technology, his position was no longer necessary,” or whatever else is appropriate.
“Emphasize that the layoff, while unfortunate, has made the company leaner and increased its chances of recovery — while reducing the likelihood of further cuts.”
Whether it’s summer, winter or any other season, the days seem too short for me to handle all the details connected with exhibit management and being a strategic marketer. No doubt, many managers and supervisors deal with this challenge. How have you overcome the “I can’t get everything done” syndrome?
— Rochelle, Exhibits Manager
Make the hours work for you
Rochelle, since you can’t add any hours to the day, our readers suggest you:
Get organized.
Get real.
Get together with your boss.
Get organized
Right now, when you look at what you have to do each day, all you see is this huge mountain of things you need to conquer. And that can be daunting unless you manage your steps.
An events coordinator understands where you’re coming from and believes organization is the answer.
“PRIORITIZE! Each day, write yourself a list of tasks that must be done immediately and number them in order of importance. Complete the urgent tasks ASAP and put off what you cannot complete (that day) until tomorrow. Renumber your priorities the next day because the urgency of ‘task completion’ may change. You may surprise yourself with how much you can accomplish when you know you’re in control.
“Staying organized and facing problems head-on (in order of urgency) helps alleviate stress and makes you feel successful. Remember, all tasks can be broken down into smaller steps that are more achievable. Take one task at a time, and as you complete each one, you’ll see your stress decrease and your mood lighten. Good luck and keep plugging along one task/accomplishment at a time.”
Get real
Maybe instead of stressing out over the big stuff, you should concentrate on the one thing that’s really causing your headache.
Deborah R. Herr, marketing strategist/writer, explains how to cut your anxiety down to size.
“Make a list, and look it over carefully. I’ll bet you find that one item is a ‘stopper.’ It’s keeping you from doing anything else because it’s sucking up thinking time and emotional energy. Maybe you’ve been putting it off? Do that one item, and it will open up the rest of your list to be accomplished more easily.”
Get together with your boss
On the other hand, the fact you’re always on the go at work may not have anything to do with your abilities or organizational skills. It could be a management problem, which you should discuss with your boss.
A PR manager speaks of the underlying problem that may be responsible for the problems you face.
“This seems to be a chronic issue, more now than ever before. Unfortunately, in my career, I’ve seen way too many company executives who don’t recognize that this department or that is understaffed.
“If you feel like this is what’s happening in your situation, there’s no shame in having a heart-to-heart with your boss to explain why you could use some help. But don’t ask for the moon and stars. Suggest getting an intern or a part timer. Either is a low-cost alternative for your company to prevent you from getting so burned out or so stressed out that you leave your current position and take all your valuable experience with you.”
Rochelle, create a daily to-do list, look for that one task that keeps you from going forward and handle it first, or talk to your boss about your concerns. But don’t run yourself ragged and then stress over what you haven’t accomplished!
I know sending a Twitter message only takes a few seconds, but when I see my keynote speaker giving a presentation, I find it irritating to see so many people with their eyes focused on their BlackBerrys while their thumbs fly across the buttons. Plus, I’m getting tired of days later fielding questions on topics that were covered in depth during the session. Would it be acceptable to ask everyone to turn off these devices at the beginning of a meeting? Or should I just accept this as a new reality in the business world?
— Dana, Events Manager
Readers are atwitter about the issue
Dana, arranging an interesting, informative presentation requires a great deal of work on your part. And you want to ensure your presenter gets the attention and respect he or she deserves. But in today’s world, people are used to being connected at all times. So, is asking that all devices are turned off during a presentation the right decision?
Our readers are split in their opinions. They say:
Pull the plug.
Make usage conditional.
Leave your attendees alone.
Pull the plug
For some people, sitting next to someone who’s constantly texting or e-mailing is as distracting as a loud conversation. For their sake, one reader thinks you should tell attendees to put away their communication devices.
This trade show and event specialist writes:
“As an attendee, it’s very annoying when the person next to you spends the whole session texting or reading e-mails. I think it’s acceptable to ask attendees to turn off these devices, but experience has proven that even if you make the request, they won’t do it.”
Make usage conditional
If you think it’s a bit harsh to cut off communication completely, let attendees know device usage “comes at a price.”
Jill Gill, GSA sales at Gately Communication Co., provides a tactful option.
“Try making a sign that says, ‘We encourage everyone to focus their full attention on the presentation. If you must be distracted by your personal device, we ask that you refrain from asking any questions.’ Place it in the front of the room before the presentation begins.”
Leave your attendees alone
Although you may see texting or e-mailing during a presentation as impolite, some attendees have good reason to stay connected.
An events manager explains why you may want to take a hands-off approach when it comes to other people’s communications.
“With staffs cut to the bone at some companies, many people don’t have the luxury of being out of touch for any length of time. Plus, they never know when a situation may arise that requires their immediate attention.
“Be grateful they’ve taken time out of their day for your presentation, and face the fact that life must go on.”
Dana, before a presentation begins, it’s OK to ask attendees to turn off their communication devices or to refrain from asking questions if they plan on staying connected. Or you can try to understand where they may be coming from and not raise the issue. Remember, many of them may not have a choice in the matter.
... and you could win a $100 gift certificate for a dinner for two.
The Power of Proprietary Events
Deliver high-value experiences to customers. Learn how proprietary events leverage the power of partnership.
Download our article: "The Power of Proprietary Events."
