Pre-Event Planning

James Coakes

Reed Employment made a survey of their clients and compiled a report called Motivating People at Work. This revealed that social events that were both organised and paid for by employers have risen by 31 percent. This included team building days for departments and fun days open to the whole company and their families. There is no doubt that this trend has continued over the course of this year with most event management companies reporting bumper years.

The increase in popularity of these events has risen as companies have become more concerned about the so called Work / Life Balance. Work is perceived more and more as a social activity. People spend the best part of the daytime element of their week at work and more people than ever before count their work colleagues within their main group of friends.

Dr Cliff Arnall of the University of Cardiff recently declared that Friday 24th June is the ‘happiest day of the year’. The seasonal disorders specialist devised a formula which measures good mood using increased outdoor activity, high energy levels and more sunlight. The formula he devised was:-

O + (N x S) +Cpm/T + He

In this formula O stands for being outdoors, N is for nature, s for social interaction, Cpm for memories of childhood summers and general positive memories, T stands for temperature and He is for holidays and time off work.

Could this same equation explain the success of outdoor events and why managers are increasingly turning towards events to motivate and reward their workforce?

Find out more about outdoor events for companies at www.teambuilding.co.uk

James Coakes

Many people associate alcohol with relaxation and fun, so it is an important ingredient for a successful event. However, it can be a problem and too much alcohol can cause a great deal of trouble.

Obviously alcohol and outdoor activities do not mix, particularly motorised and shooting events. All insurers insist on a policy of no alcohol at all before or during any events. It is impossible to police a situation where people are allowed ‘one or two’ so usually soft drinks and hot drinks are provided during events. When activities have finished then teams typically head off for a barbecue or meal and then drinks.

Consumption of alcohol can be a problem on events and it is those drinking sessions which continue on into the early hours which are better avoided. If you have exclusive use of a bar area ask the hotel to close it at a sensible time, say 11 p.m. If you don’t have exclusive use then you can ask the hotel to set up a separate area which you can control and say that drinks purchased in other public bars must not be charged to the company account. This way you can also restrict drinks to wine and beer and steer away from spirits. This will encourage delegates to get to bed early and have a good night’s sleep. If having a drink is important in your company culture then have a longer night on a Friday after a conference so that people can make their way home on Saturday morning complete with hangover. To start a conference in a fresh state of mind choose a country house hotel with access to good walking territory and have a team building walk after breakfast. Often teams start a conference after a large breakfast having not left the centrally heated environment of the hotel building; not the best way to get yourself going. You might arrange a light hearted aerobic session before an event; nothing too strenuous, primarily fun but out in the open and designed to get the blood flowing to the brain. Light stretching exercises are an excellent way to start a conference and the fun is ice breaking.

This point made in the majority of organisations will be perceived as a professional approach to a potential problem that most people do recognise. The delegates will thank you for any controls you put in place the next morning.

For more information on team building events visit www.teambuilding.co.uk

Mandy Chagger

A large part of what makes a meeting successful occurs in the preparation phase. Although it may vary by committee, department or unit, there are seven key responsibilities expected of chairs or team leaders before a meeting takes place. Each is explained in detail below.

1. Clarify purpose and aims. A clearly stated purpose or aim describes the key decisions that must be made or actions that must occur at the meeting. The purpose of a meeting should be stated at the top of the meeting agenda. Some example purpose statements might look something like:
• Share best practices in graduate recruitment and identify opportunities to recruit collaboratively
• Identify priority goals for next year
• Examine and update admission criteria
• Decide how to get feedback from faculty, staff and students
Everything else on the agenda including topics, times, and presenters are the activities that, taken together, will accomplish the aims. A weekly or monthly staff meeting may not require meeting aims beyond the agenda items.

2. Create an agenda. An agenda is a framework that guides and supports the meeting. Agendas are like roadmaps, blueprints, flight plans, and recipes. An agenda helps focus the group’s work toward achieving desired outcomes. Good agenda items provide focus and structure for a meeting. Some example agenda items might look something like:
• Report on fall enrollments
• Identify members for ad hoc space committee
• Generate list of possible solutions for the xyz problem with pros and cons of each
3. Schedule the meeting. Scheduling a meeting involves much more than just making a list of attendees. It requires identifying key people who must attend and either finding times that work for them or notifying them of the meeting’s time and location. Once an optimal date and time are agreed upon, a meeting location can be selected. (Choice meeting locations sometimes dictate meeting dates.) Other scheduling activities might include some of the following:
• Create a scheduling grid
• Create an electronic mailing list at the start
• Keep a sample E-mail handy to use as a double-check
• Draft the final meeting notification early on, with date, time and location added later.
4. Post and send out agenda. An agenda should be sent to participants ahead of time to help them prepare to participate. There are legal requirements for posting meeting notices.

5. Circulate supporting information. You should always circulate supporting materials to participants in advance of the meeting. However, deciding how much information to send in advance can present a conundrum. Some people won’t look at anything prior to the meeting and some will conscientiously read all the supporting information they can.

6. Make room arrangements. Ensure that room arrangements (including refreshments) are made. Room arrangements can make a big difference in how well a meeting goes or doesn’t go. Most important is that participants can see and hear each other. Although a “U” shape arrangement or open square is ideal for smaller groups of 20 or less, it is not usually a good choice for larger groups. The yawning hole in the middle makes communication difficult. A herring bone arrangement of tables is usually better for these larger groups. Room Arrangements for a Successful Meeting An important role for a committee chair or facilitator is to ensure that everyone present has the opportunity to participate in the deliberations. This means being able to see and hear each other. Some room arrangements facilitate communication and interaction more than others. For small groups, a “U” shape or open square arrangement is ideal - everyone can see everyone else and the shape by itself suggests interaction and equal participation.

Those same shapes, however, can be deadly when groups get over 20 or so. Suddenly the huge empty space in the middle yawns. Each side of the “U” or square becomes so long that people are actually quite far from each other, making it difficult to hear and see others. Ironically, the same shape that creates such a warm atmosphere for small groups becomes counter-productive for larger groups For groups over 20, consider a herringbone arrangement of tables and chairs with 4 or 5 people at each. These arrangements enable people to easily see and interact with others, not only at their own table, but at the tables around them as well. Have as many tables as are required so that no one must sit at an uncomfortable angle to see what is happening at the front. Committee decisions often benefit by some small group discussion before the group as a whole makes a decision. Consider in advance whether separate breakout rooms are needed. If the room is large, participants can spread out by moving their chairs to various corners. If there is not room to spread out, the noise level can make it almost impossible for the groups to accomplish their work.

This noise level is particularly uncomfortable for participants with hearing aids. Ironically, the same shape that creates such a warm atmosphere for small groups becomes counter-productive for larger groups. Breakout space doesn’t necessarily need to be another formal meeting room. In thinking of alternatives, consider having groups go outside to work, weather-permitting. There may be lounge areas or a lobby to which small groups could go for their working session. At one memorable meeting, a small group met in the lounge adjoining the ladies room! The point is to consider ahead of time what kind of space is required for the work to be done.

7. Arrange for a recorder. The recorder takes notes on paper, laptop or on flip charts. Meeting notes should be distributed as soon after the meeting as possible. The longer the lag, the less confidence the members have that their investment will result in action. For groups that meet regularly, the recorder is responsible for keeping previous meeting notes and agendas in one place where they can be referenced later such as from a notebook or shared network drive, etc.

Mandy Chagger

A large part of what makes a meeting successful occurs in the preparation phase. Although it may vary by committee, department or unit, there are seven key responsibilities expected of chairs or team leaders before a meeting takes place. Each is explained in detail below.

1. Clarify purpose and aims. A clearly stated purpose or aim describes the key decisions that must be made or actions that must occur at the meeting. The purpose of a meeting should be stated at the top of the meeting agenda. Some example purpose statements might look something like:
• Share best practices in graduate recruitment and identify opportunities to recruit collaboratively
• Identify priority goals for next year
• Examine and update admission criteria
• Decide how to get feedback from faculty, staff and students
Everything else on the agenda including topics, times, and presenters are the activities that, taken together, will accomplish the aims. A weekly or monthly staff meeting may not require meeting aims beyond the agenda items.

2. Create an agenda. An agenda is a framework that guides and supports the meeting. Agendas are like roadmaps, blueprints, flight plans, and recipes. An agenda helps focus the group’s work toward achieving desired outcomes. Good agenda items provide focus and structure for a meeting. Some example agenda items might look something like:
• Report on fall enrollments
• Identify members for ad hoc space committee
• Generate list of possible solutions for the xyz problem with pros and cons of each
3. Schedule the meeting. Scheduling a meeting involves much more than just making a list of attendees. It requires identifying key people who must attend and either finding times that work for them or notifying them of the meeting’s time and location. Once an optimal date and time are agreed upon, a meeting location can be selected. (Choice meeting locations sometimes dictate meeting dates.) Other scheduling activities might include some of the following:
• Create a scheduling grid
• Create an electronic mailing list at the start
• Keep a sample E-mail handy to use as a double-check
• Draft the final meeting notification early on, with date, time and location added later.
4. Post and send out agenda. An agenda should be sent to participants ahead of time to help them prepare to participate. There are legal requirements for posting meeting notices.

5. Circulate supporting information. You should always circulate supporting materials to participants in advance of the meeting. However, deciding how much information to send in advance can present a conundrum. Some people won’t look at anything prior to the meeting and some will conscientiously read all the supporting information they can.

6. Make room arrangements. Ensure that room arrangements (including refreshments) are made. Room arrangements can make a big difference in how well a meeting goes or doesn’t go. Most important is that participants can see and hear each other. Although a “U” shape arrangement or open square is ideal for smaller groups of 20 or less, it is not usually a good choice for larger groups. The yawning hole in the middle makes communication difficult. A herring bone arrangement of tables is usually better for these larger groups. Room Arrangements for a Successful Meeting An important role for a committee chair or facilitator is to ensure that everyone present has the opportunity to participate in the deliberations. This means being able to see and hear each other. Some room arrangements facilitate communication and interaction more than others. For small groups, a “U” shape or open square arrangement is ideal - everyone can see everyone else and the shape by itself suggests interaction and equal participation.

Those same shapes, however, can be deadly when groups get over 20 or so. Suddenly the huge empty space in the middle yawns. Each side of the “U” or square becomes so long that people are actually quite far from each other, making it difficult to hear and see others. Ironically, the same shape that creates such a warm atmosphere for small groups becomes counter-productive for larger groups For groups over 20, consider a herringbone arrangement of tables and chairs with 4 or 5 people at each. These arrangements enable people to easily see and interact with others, not only at their own table, but at the tables around them as well. Have as many tables as are required so that no one must sit at an uncomfortable angle to see what is happening at the front. Committee decisions often benefit by some small group discussion before the group as a whole makes a decision. Consider in advance whether separate breakout rooms are needed. If the room is large, participants can spread out by moving their chairs to various corners. If there is not room to spread out, the noise level can make it almost impossible for the groups to accomplish their work.

This noise level is particularly uncomfortable for participants with hearing aids. Ironically, the same shape that creates such a warm atmosphere for small groups becomes counter-productive for larger groups. Breakout space doesn’t necessarily need to be another formal meeting room. In thinking of alternatives, consider having groups go outside to work, weather-permitting. There may be lounge areas or a lobby to which small groups could go for their working session. At one memorable meeting, a small group met in the lounge adjoining the ladies room! The point is to consider ahead of time what kind of space is required for the work to be done.

7. Arrange for a recorder. The recorder takes notes on paper, laptop or on flip charts. Meeting notes should be distributed as soon after the meeting as possible. The longer the lag, the less confidence the members have that their investment will result in action. For groups that meet regularly, the recorder is responsible for keeping previous meeting notes and agendas in one place where they can be referenced later such as from a notebook or shared network drive, etc.