The Experience Equation

Doreen Biela, CEM, CFMM, CPRP

How Alignment Elevates Festivals & Events

Events are based on the theoretical approach of combined efforts working towards the same goal. Similar to a puzzle, events have several pieces from the foundational flat edge border pieces to the interior unique shaped pieces that collectively create the cohesiveness that results in the puzzle’s picture. In the case of events, the pieces align to create an engaging and memorable experience that delivers on ROI regardless of the event’s scope, scale or goals. Every piece matters to the end result, both in puzzles and events. That’s where alignment comes in. When everyone involved is working collectively in an aligned approach, it creates the synergy to elevate events, enhance the end result and maximize resource allocation.

The dictionary defines alignment as a position of agreement or alliance, i.e., being on the same page. You may have worked on teams where goals were outlined and tasks assigned. The team is capable and competent yet the synergy is missing or more so misdirected, everyone is not truly on the same page. It’s not for lack of enthusiasm or efforts. The key is alignment and mindset. Each team member brings their own frame of reference based upon their up bringing, education, work history and experiences. Different points of view can bring forth stronger ideas and thereby positive contributions as a result of the collective set of experiences. Simultaneously, when team members interpret goals from different value perspectives, it can distract from the end result. Creating a core values framework and team communication on how and why alignment is vital and a key step towards alignment.

Event alignment is the synergistic cohesiveness created when team members contribute individually in a collaborative approach that culminates in a stronger end goal result. Collective efforts are important. When the boat rises, we all rise. In a sail boat race, every team member’s actions are critical, they all have specific roles and their aligned efforts can be the difference between winning the race and coming in next. The same is true for events. When your team evaluates their efforts and decisions through a core values framework, the synergy becomes a driving force towards the end results.

Core Values – Company & Team (Walk the Talk) - The first step in alignment is establishing the core values framework through which your company and team can align their actions with. Start the framework by separating the company and/or team into main segments; for example, People, Product, Place, Price, and Promotion. Each of these areas are assigned values that are relevant to the company. For example, in the company core value “People” (i.e., your staff) segment includes having a voice at the table, being valued, empowered, resourceful and customer centric. The “Product (i.e., the events you produce) segment core values are quality, relevant and engaging events that are fiscally responsible and creative. Every decision, action and effort is evaluated against your company core values framework. Therefore, it is important to spend quality time evaluating your segments and assigning values. The company core values are the foundation upon which the team, event and individual core values will be based upon. The individual efforts core values framework will roll up into event, team and ultimately into the company core values. The role up of core values creates consistency and fosters cohesiveness and alignment, thereby resulting in stronger impact and ROI.

Designing a company core values framework that is relevant to your organization, with realistic contributions and deliverables and is true to your organization’s mission and goals is a powerful tool in creating alignment. Depending on the scope and scale or your company, you may elect to create a separate core values framework for the company and your team.

Company Core Values Example – Your company is considering adding a new business feature to better serve your clients and expand the scope of services offered. Using the company core values framework, how does the potential new feature rate against your core values. In the “People” (i.e., staff) segment will the new feature empower staff by having another resource they can utilize to serve clients? In the “Product” (i.e., events you produce) segment will the idea enhance event quality or engagement? Is the idea relevant and fiscally responsible? In the “Promotion” (industry reputation) segment will the idea strengthen your brand offerings making you more competitive in the marketplace? The core value framework’s purpose is to evaluate ideas and actions against it to ensure that efforts are collectively contributing to, not distracting from your company and brand.

Core Values – Events (Evaluate Decisions & Efforts) – The next step is creating a core values framework specific to your event(s). You can use the same segment areas as your company core values framework or adjust as needed. If you manage multiple events, they all may have a separate value framework relevant to the event or client.

Event Core Values Example - A well-known outdoor adventure company is opening a store in your area. Their goals are to create store opening awareness, drive store traffic including existing members and turn new customers into new members. Their customer demographic is 20s to 60s, all marital statuses, genders and outdoor minded (novice to expert). The client secures your company to create an event to achieve their goals. Your team suggests a large obstacle course. Does this idea align with the event core values framework? Using the “Product” (i.e., event experience) segment of the event core values, will the obstacle course be of interest to the client’s customers, is it an engaging outdoor experience, fiscally responsible that contributes to a sense of community? Your team evaluates the idea using the core values and makes modifications including multi-skill level and age category contests with experts providing tips and resources to improve participants’ skills. However, the obstacle course’s scale captures a significant budget portion and may reduce other event features. After revisiting the core values, the team scales back the course size to allow more features while delivering on goals.

Core Values – Individual Goals (What Am I Contributing) – The next core values framework is related to individual efforts. You’ve tasked your team to draft their individual goals, using the “People” (i.e., individual/reputation) segment, which will roll up into event, team and company core values. You reviewed an individual’s goals using the “People” segment core values framework. Your team member’s goals include taking a customer service course to expand their skill set. The “People” segment core values include client relations, delivering on audience goals, empowering staff to handle situations, be professional and resourceful and customer service at all levels. The goal is relevant to the individual, event and company core values, their professional development, and of interest to them. Therefore, this goal is aligned and can move forward.

Core Values – Extended Team Members – Events require a variety of subject matter experts providing knowledge, goods, services and/or specific roles. It’s important to incorporate your extended team (contractors, consultants, subject matter experts (SMEs), volunteers, board members and ambassadors) into the core values framework process. Connecting and communicating the core values aligned approach with your extended team increases the focus, prioritization and insight of how best they can contribute and enhance (not distract) from your event success, while also creating a powerful cohesiveness team dynamic between your internal and external teams.

Fostering T.E.A.M. Alignment (Together Everyone Achieves More) - Strategic planning with an aligned approach is important. Short term actions result in long term progress. Team building is an important aspect in creating alignment. When team members understand the “why” behind goals and actions with open communication and a voice at the table, it creates the foundation for buy in. Team dynamic development and alignment is an ongoing process whether monthly or more frequent touchpoints. Open communication, strengthening trust and sharing non project focused team time are vital in creating a cohesive culture. The team culture, that everyone has a role to contribute to its success, is critical along with insight, collaboration and acceptance resulting in alignment.

So how do you go about fostering team alignment? Quarterly brainstorms are a chance for the team to bring forth new ideas, share creativity and build off the synergy from other team members. The process is as important as the end result. When there is comfort with each other, trust to have each other’s backs, and idea sharing in a safe environment, it contributes to the team strength and alignment. Events teams are like an extended family with the amount of time they spend together. The stronger the team the better the end results. Alignment is the same way. The more it’s used, the stronger the skill becomes. Continuous efforts become a habit that is part of the culture. Additional ideas include utilizing a core values white board for idea development. Locate it in the lunchroom so everyone can contribute and read what has been shared. It can include a monthly challenge as well as ongoing topics such as creativity and team building. Pair up two team members that don’t work together and give them a task to solve collaboratively. Create different versions of these approaches and more with your internal teams and extended external team members.

Team building, learning and engagement can range from formal to informal. Have staff members share information through articles, publications, websites, games, etc. Incorporate active elements such as field trips to creative environments or events for inspiration (an arboretum, museum, etc.). Offer table top games and puzzles in the break room. Studies have shown that stepping away briefly from what you’re working on can enhance creativity. Develop a scavenger hunt on outdoor office grounds with cross department teams and provide a list of identifiable items to capture on their phone and report back on. There is no right or wrong. Team building activities bond the group and brings forth an element of creativity and fun. These shared experiences along with revisiting core values over time will strengthen an aligned approach and team culture.

Tools & Tips – Inspiration and resources can be found in a variety of places. From sharing non-industry focused articles and books, to the internet and more, there are always opportunities to learn, grow and share. As a believer in lifelong learning, below are a few ideas to share with you:

• Orbiting the Giant Hairball by Gordon McKenzie. Mr. McKenzie worked at Hallmark Cards for thirty years and inspired colleagues to go beyond the environmental normalcy to an orbit mode of dreaming, daring and doing above and beyond.

• IDEO is a global design and consulting business that utilizes design thinking to create products, services, environments and digital experiences. Check out their shopping cart design video on the internet.

• The Experience Economy – Competing for Customer Time, Attention and Money by Joseph Pine II and James H. Gilmore. Organizations such as Apple Stores, Disney and Starbucks conjure up images of goods and services yet they evoke something visceral by creating unique connections to secure their customers’ affections and ensure their own economic vitality. Events have this potential as well.

• Mindtools.com offers a variety of courses as well as articles on topics such as the creativity process, idea-generation tools, brainstorming and more.

Doreen Biela, CEM, FMM, CPRP is the Special Events Manager for the Village of Orland Park, IL where she leads several annual events including the Taste of Orland Park, a three day, forty-thousand participant festival with live entertainment, restaurants, kids’ zone, car show, trivia and more. In addition to her government sector experience, Doreen has worked for non-profit organizations and for-profit companies including McDonald’s Corporation in their Meetings & Events Department. She has led festivals and events from 50 participants to over 45 thousand. Doreen is a proud member of IFEA, IPRA (IL. Parks & Recreation Association) and IAEE (the International Association of Exhibitions & Events) where she served as Chair of the global board in 2012, traveling the U.S. and abroad speaking and representing the organization. Doreen was a founding board member of the Association of Women in Events. She has a Bachelor’s Degree in Interior Design from Ray College of Design in Chicago, IL and earned her Certificate in Event Management from George Washington University in Washington, D.C. Doreen Biela can be contacted at drbiela@comcast.net

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