Penny Wise and Pound Foolish
Historically, incentive programs and meetings have been the early victims of economic downturns. In the current economy it has impacted the industry, there are reports of cancellations, delayed plans, and general cutbacks. With that as background, it is wise to restate the need for continued use of incentives and meetings even if on a somewhat contained basis.
Some managers react to these situations by immediately cutting all “unnecessary” expenses without looking at bottom line impact. “Unnecessary” becomes a very subjective evaluation. Others assess the value of each program before deciding the reasonable course of action.
There are now numerous studies that show a very definite relationship between motivation, the work environment, and bottom line profits. Satisfied workers produce at a higher, more efficient rate. The management dictum that employees are satisfied just to have a job in difficult times has long been disproven. Keeping employees and customers satisfied especially in difficult times is the basis of reaping healthy profits.
Keeping your employees engaged and giving them the feeling of being part of the team and appreciated will help them with the mental stress and will improve their outlook. An employee with a positive attitude is just as contagious in improving morale in the workplace as a disgruntled employee is in destroying morale.
In the book, “Contented Cows Give Better Milk”, the authors compared business results of companies considered employers of choice with a comparable group of Fortune 500 companies. (An employer of choice is a company that is primarily people-driven.) Although the Employers of Choice had about 1/3 of the revenue of the others at the start of the study, over a 10-year period (one that included a recession), they:
Outperformed the latter about four to one in revenues,
Increased net income 202% vs. 139%,
Roughly doubled the net income of the latter group,
Added 79,000 jobs while the latter LOST 61,000 jobs.
The point: simply that a motivated, committed work force --- one that continues to be recognized by incentive programs that reward excellent performance --- continues to achieve growth while others stagnate.
Using these programs correctly is a competitive advantage, especially under difficult economic conditions. Measuring the success of incentive programs and meetings – whether return on investment (ROI) or return on objectives (ROO) or anything else – is the best way to show the value. Measurement as a tool for planners and business leaders is essential at all times. It addresses requirements of the Sarbanes-Oxley Act, the need to demonstrate results to management, and, often, the justification for one’s job.
Both incentive suppliers and corporate planners say that they are increasingly asked for data related to measuring program results. ROI analysis also helps a company determine the impact of an incentive program across the entire operation, something that is crucial to avoiding long-term problems.
According to the MPI Foundation, “…ROI is THE single most important tool for a meeting professional. In today’s economy, with more and more meeting professionals answering to their Procurement office, the emphasis on ROI has never been more important.”
Employee Incentive Programs reward exceptional employees for reaching work goals, achieving milestones or simply doing a good job. These types of programs are designed to offer incentive and motivation in employees and increasing the overall performance of the company. An incentive program is a great way to show employees that you value their input while at the same time increasing your business potential.
Thursday, September 2, 2010
Wednesday, July 28, 2010
Off-Site Meetings....A New Perception
Although the perception of off-site meetings is a big concern, the intense scrutiny the industry experienced in 2009 will continue to influence how meetings and events are designed in 2010. Budgets will remain tight, there still will be fewer perks for attendees, and planners will continue to downscale F&B, entertainment and activity expenditures.
But some planners may be facing a different, and more intimidating, challenge: Making the case to reinstate meetings that were canceled due to the economy. And, although there has been a lot of talk about small growth,” there is a very real possibility that the economy will take years to rebound. But that doesn’t mean that companies should continue to cancel meetings.
“Tough times are a great time to renew trust, “Leadership Matters. “When employees see the leadership team standing front and center and delivering the message, it demonstrates that management cares about them and considers them essential to weathering the storm. Canceling such meetings sends the message that employees are expendable.”
The value of face-to-face meetings, show that business executives support the need to meet and illustrate the dangers of not bringing employees and company leaders together. They offer great talking points planners can use in discussing why meetings should be reinstated as soon as possible.
“In order to grow, businesses have to invest”. Face-to-face meetings and incentive awards to top performers are among the smartest investments companies can make.
During the recession, the use of technology-enhanced and other virtual meeting alternatives has skyrocketed, so Forbes conducted an insight study with more than 750 businesses this past summer to see if Web conferences, videoconferences and other virtual meetings could replace the need to meet face-to-face.
• More than 8 out of 10 of the executives said they prefer face-to-face contact to virtual meetings.
• The top three reasons those executives preferred face-to-face meetings were because they build stronger, more meaningful business relationships (85 percent); give them the ability to read body language and facial expressions (77 percent); and there’s more social interaction and ability to bond with co-workers and clients (75 percent).
• The less than 20 percent who favored technology-enhanced meetings did so because it saves time (92 percent); saves money (88 percent); and offers more flexibility in location and timing.
• When asked to choose the meeting method most conducive to fostering specific business actions or outcomes, executives overwhelmingly preferred face-to-face meetings for achieving almost every business objective, including persuasion (91 percent), leadership (87 percent), engagement (87 percent), inspiration (85 percent), decision making (82 percent), accountability (79 percent), brainstorming (73 percent) and strategy (73 percent).
• Web conferences were preferred only for data presentation (44 percent) and information dissemination (43 percent), although it held less than a 10 percent margin over face-to-face meeting in those two areas. Roughly 27 percent favored teleconferences for matters of urgency, but otherwise, the percentage of executives preferring the use of teleconferences or videoconferences to achieve business objectives was negligible.
• 87 percent of the executives agreed with the statement “There are tangible business benefits to in-person; face-to-face meetings that outweigh the cost savings of alternative, technology-based meeting methods such as web conferencing or videoconferencing.”
“People don’t want to sit in their office looking at each other on computer screens. That personal interaction — getting together to talk over dinner, drinks or a cup of coffee — is the foundation on which business relationships are built. It’s what drives business, builds employee morale, and gives real incentives for higher productivity.
But some planners may be facing a different, and more intimidating, challenge: Making the case to reinstate meetings that were canceled due to the economy. And, although there has been a lot of talk about small growth,” there is a very real possibility that the economy will take years to rebound. But that doesn’t mean that companies should continue to cancel meetings.
“Tough times are a great time to renew trust, “Leadership Matters. “When employees see the leadership team standing front and center and delivering the message, it demonstrates that management cares about them and considers them essential to weathering the storm. Canceling such meetings sends the message that employees are expendable.”
The value of face-to-face meetings, show that business executives support the need to meet and illustrate the dangers of not bringing employees and company leaders together. They offer great talking points planners can use in discussing why meetings should be reinstated as soon as possible.
“In order to grow, businesses have to invest”. Face-to-face meetings and incentive awards to top performers are among the smartest investments companies can make.
During the recession, the use of technology-enhanced and other virtual meeting alternatives has skyrocketed, so Forbes conducted an insight study with more than 750 businesses this past summer to see if Web conferences, videoconferences and other virtual meetings could replace the need to meet face-to-face.
• More than 8 out of 10 of the executives said they prefer face-to-face contact to virtual meetings.
• The top three reasons those executives preferred face-to-face meetings were because they build stronger, more meaningful business relationships (85 percent); give them the ability to read body language and facial expressions (77 percent); and there’s more social interaction and ability to bond with co-workers and clients (75 percent).
• The less than 20 percent who favored technology-enhanced meetings did so because it saves time (92 percent); saves money (88 percent); and offers more flexibility in location and timing.
• When asked to choose the meeting method most conducive to fostering specific business actions or outcomes, executives overwhelmingly preferred face-to-face meetings for achieving almost every business objective, including persuasion (91 percent), leadership (87 percent), engagement (87 percent), inspiration (85 percent), decision making (82 percent), accountability (79 percent), brainstorming (73 percent) and strategy (73 percent).
• Web conferences were preferred only for data presentation (44 percent) and information dissemination (43 percent), although it held less than a 10 percent margin over face-to-face meeting in those two areas. Roughly 27 percent favored teleconferences for matters of urgency, but otherwise, the percentage of executives preferring the use of teleconferences or videoconferences to achieve business objectives was negligible.
• 87 percent of the executives agreed with the statement “There are tangible business benefits to in-person; face-to-face meetings that outweigh the cost savings of alternative, technology-based meeting methods such as web conferencing or videoconferencing.”
“People don’t want to sit in their office looking at each other on computer screens. That personal interaction — getting together to talk over dinner, drinks or a cup of coffee — is the foundation on which business relationships are built. It’s what drives business, builds employee morale, and gives real incentives for higher productivity.
Wednesday, June 30, 2010
Meetings That Deliver
Every great off-site meeting should have well crafted objectives that the top leadership team is committed to achieving. The off-site objectives should drive every other decision about the off-site meeting. They will influence the location, how many days, who will attend, and how much preparation time and resources you will need. So get started early, ideally 3-4 months before the meeting. Keep in mind your venue site; some companies book their venues 1+ years in advance.
Leaders sometimes underestimate what an important, and potentially defining, leadership moment such off-site meetings can be – for better or for worse! Invited participants assume that everything that happens, everything on the agenda, is there because the most senior leaders wanted it there. They expect to hear from the senior leaders, and they often are interested in the senior leaders’ reactions to what happens and what is discussed at the meeting. Be sure your senior leaders appreciate both the opportunities and risks that such meetings present. And be sure to design the meeting in such a way as to help them make the most of their leadership moments.
Meetings that have impact engage people - their minds and their hearts. Think of the few off-sites you’ve been to that really made a difference, off-sites that truly accelerated lasting, positive changes in your company or organization. What happened? Chances are that these meetings demonstrated a few important meeting design principles.
Get Creative, there are dozens of effective and engaging ways to accomplish off-site objectives - clustering people in smaller discussion groups, electronic “secret ballot” surveying, hands-on projects that help drive home key points and build relationships, panel discussion formats, customer speakers, and so on. Of course, the choice of methods is guided by your specific off-site meeting objectives and the design principles above. No matter how “cool” the method is, it has to be a “best choice” to serve off-site objectives and design principles. Splashy methods can make a meeting memorable; they are only worthwhile if they are created to delivering on the meeting objectives. Charisma Productions Network can help you develop what it takes in order to get your meeting objectives met and exceeding all of your expectations.
Off-site Meeting Design Principles
Connection before Content: People are encouraged to “connect” with each other, informally and personally. This happens early and often. If the meeting participants are to do any “real work” with each other at the off-site (e.g. make new organizational arrangements, commit resources, etc.), this foundation of personal connection is essential.
Conversations, not lectures: There is lots of conversation, and little lecture. The core principle here is that people typically learn more, and change more, when they have to formulate and express their ideas, not just listen to the ideas of others.
The right people: The “right” people are in the room. Building and paring the invite list for most off-sites is a challenge, and invariably additional people get added for political reasons. But be sure that enough of the right people are there – the ones with the knowledge, the power, and the influence to accomplish the meeting objectives - and the ability to bring the rest of the organization along with the new direction when they return to work. Be careful not to dilute the meeting with too many who are not well positioned to help.
An off-site is more than a list of agenda items: There is a coherent arc to the meeting, an overall story line. Each step of the meeting builds toward the next step, serving the overall objectives and deliverables. You get the sense that it is well choreographed, that there is a good reason for everything that is on the agenda.
The “how” says volumes about the “what”: How the meeting is conducted is in sync with the messages delivered at the meeting. For instance, if the message is that senior management wants ideas and input from the next levels of management, then lots of time at the meeting must be devoted to eliciting ideas, and demonstrating that (at least some of) the ideas will be acted upon. It isn’t, “55 minutes of slides with 5 minutes of Q&A.” Careful design helps the meeting itself “walk the talk.”
The off-site began before it started, and finished well after it ended: There is pre-work and communication that prepares you to be most effective in your time together and there is follow-up after the off-site that helps assure that things committed to at the off-site are accomplished and integrated into your on-going work.
Leaders sometimes underestimate what an important, and potentially defining, leadership moment such off-site meetings can be – for better or for worse! Invited participants assume that everything that happens, everything on the agenda, is there because the most senior leaders wanted it there. They expect to hear from the senior leaders, and they often are interested in the senior leaders’ reactions to what happens and what is discussed at the meeting. Be sure your senior leaders appreciate both the opportunities and risks that such meetings present. And be sure to design the meeting in such a way as to help them make the most of their leadership moments.
Meetings that have impact engage people - their minds and their hearts. Think of the few off-sites you’ve been to that really made a difference, off-sites that truly accelerated lasting, positive changes in your company or organization. What happened? Chances are that these meetings demonstrated a few important meeting design principles.
Get Creative, there are dozens of effective and engaging ways to accomplish off-site objectives - clustering people in smaller discussion groups, electronic “secret ballot” surveying, hands-on projects that help drive home key points and build relationships, panel discussion formats, customer speakers, and so on. Of course, the choice of methods is guided by your specific off-site meeting objectives and the design principles above. No matter how “cool” the method is, it has to be a “best choice” to serve off-site objectives and design principles. Splashy methods can make a meeting memorable; they are only worthwhile if they are created to delivering on the meeting objectives. Charisma Productions Network can help you develop what it takes in order to get your meeting objectives met and exceeding all of your expectations.
Off-site Meeting Design Principles
Connection before Content: People are encouraged to “connect” with each other, informally and personally. This happens early and often. If the meeting participants are to do any “real work” with each other at the off-site (e.g. make new organizational arrangements, commit resources, etc.), this foundation of personal connection is essential.
Conversations, not lectures: There is lots of conversation, and little lecture. The core principle here is that people typically learn more, and change more, when they have to formulate and express their ideas, not just listen to the ideas of others.
The right people: The “right” people are in the room. Building and paring the invite list for most off-sites is a challenge, and invariably additional people get added for political reasons. But be sure that enough of the right people are there – the ones with the knowledge, the power, and the influence to accomplish the meeting objectives - and the ability to bring the rest of the organization along with the new direction when they return to work. Be careful not to dilute the meeting with too many who are not well positioned to help.
An off-site is more than a list of agenda items: There is a coherent arc to the meeting, an overall story line. Each step of the meeting builds toward the next step, serving the overall objectives and deliverables. You get the sense that it is well choreographed, that there is a good reason for everything that is on the agenda.
The “how” says volumes about the “what”: How the meeting is conducted is in sync with the messages delivered at the meeting. For instance, if the message is that senior management wants ideas and input from the next levels of management, then lots of time at the meeting must be devoted to eliciting ideas, and demonstrating that (at least some of) the ideas will be acted upon. It isn’t, “55 minutes of slides with 5 minutes of Q&A.” Careful design helps the meeting itself “walk the talk.”
The off-site began before it started, and finished well after it ended: There is pre-work and communication that prepares you to be most effective in your time together and there is follow-up after the off-site that helps assure that things committed to at the off-site are accomplished and integrated into your on-going work.
Tuesday, June 1, 2010
What Kind of Business Traveler are You?
In our many years of travel, we've come across our fair share of completely obnoxious travelers. The kind of traveler that flies mainly for business, people that are busy and need to get to their destinations on time for a meeting or a sales presentation. They usually have a ton of status, but because they never pay for these tickets themselves, they have earned themselves a false sense of entitlement.
You'll laugh at these things - but they are all from real people we've encountered.
Type A: The God Complex - Use this phrase a lot. Do You Know Who I Am is one of the most important tools of the obnoxious business traveler. The gate agent or flight attendant may know your name, but without your constant reminding of your importance, they'll never know just what a big shot you actually are.
Type B: The VIP - Don't settle for knowing you are an elite "platinum global services 1K member" - buy a lanyard and wear your elite status card around your neck. This way people can see how important you are. Wave the card at anyone that gets in your way.
Type C: The Snob - Once you are settled in your first class seat, pay close attention to people who don't look like they belong in your cabin. Feel free to tell them that the economy class cabin is in the back of the plane. Apply the same logic in the elite boarding line at the gate, or the elite check-in desk. Bonus points for using the phrase "shoo" in your rant.
Type D: The Empowered - If an airline employee gives you a hard time, remind them that you are more important, that you make more money, and that you pay their salary. It is important to make sure these people know their place. The phrase "I pay your salary" is a sure way to remind them that they need to help you.
Type E: The Over Indulgent - Don't settle for checking bags, that is for tourists and people with floral pattern luggage. All your bags belong in the main cabin. Ignore the gate agents talking about how many pieces of luggage you are allowed as those rules don't apply to you.
Type F: The Privileged - Being in "group one" is a bit of an insult to you - the airline needs to invent a secret "group zero" for people with your status. So, when you arrive at the gate, be sure to walk up towards the boarding doors and make it obvious that you will be boarding first. The objective here is to prevent being blocked by the status-less riff-raff.
Type G: The All Important One - Remember that your loud and obnoxious phone calls are another way to show people how important you are. Use lots of big words to confuse the uneducated people listening in on your call.
Also, don't forget to keep talking when you approach a customer service desk. Your call is always more important than their time. Walk up to the desk, hand them your ticket, and use hand movements to explain what you want them to do - but don't stop talking, no matter how unimportant the call may be.
Type H: The Demander - When requesting changes from the airline, always tell them, don't ask them. The commoners "ask" for an earlier flight - you tell the airline what you want, and demand that it happens.
Type I: The Degrader - Forget the whole "we are here for your safety" mantra - the flight attendant is actually a stewardess. Think of them as your personal servant. Don't settle for "a coke" - make insane demands. Ask for two and a half slices of lime with your coke. Or a coke with 4 ice cubes. Anything to make their lives just a little more miserable is going to make you feel a little happier with yourself.
Type J: The “Wait Until I’m Ready” Syndrome - Never let anyone rush you. If you are blocking the aisle when everyone wants to disembark, relax for a moment. Take your time to put your jacket on, turn on your phone and check your messages, and don't worry about the 140 people standing behind you. They are nowhere near as important as you.
If you have not been able to identify yourself with any of these types, consider yourself one of the few considerate business travelers who understand and value the importance of each person’s role in getting you to your meeting destination on time, relaxed and safely.
We’d like to continue with this topic, please send us your travel experiences so that we can share them in an upcoming article. Please send them to comments@cpnevents.com
You'll laugh at these things - but they are all from real people we've encountered.
Type A: The God Complex - Use this phrase a lot. Do You Know Who I Am is one of the most important tools of the obnoxious business traveler. The gate agent or flight attendant may know your name, but without your constant reminding of your importance, they'll never know just what a big shot you actually are.
Type B: The VIP - Don't settle for knowing you are an elite "platinum global services 1K member" - buy a lanyard and wear your elite status card around your neck. This way people can see how important you are. Wave the card at anyone that gets in your way.
Type C: The Snob - Once you are settled in your first class seat, pay close attention to people who don't look like they belong in your cabin. Feel free to tell them that the economy class cabin is in the back of the plane. Apply the same logic in the elite boarding line at the gate, or the elite check-in desk. Bonus points for using the phrase "shoo" in your rant.
Type D: The Empowered - If an airline employee gives you a hard time, remind them that you are more important, that you make more money, and that you pay their salary. It is important to make sure these people know their place. The phrase "I pay your salary" is a sure way to remind them that they need to help you.
Type E: The Over Indulgent - Don't settle for checking bags, that is for tourists and people with floral pattern luggage. All your bags belong in the main cabin. Ignore the gate agents talking about how many pieces of luggage you are allowed as those rules don't apply to you.
Type F: The Privileged - Being in "group one" is a bit of an insult to you - the airline needs to invent a secret "group zero" for people with your status. So, when you arrive at the gate, be sure to walk up towards the boarding doors and make it obvious that you will be boarding first. The objective here is to prevent being blocked by the status-less riff-raff.
Type G: The All Important One - Remember that your loud and obnoxious phone calls are another way to show people how important you are. Use lots of big words to confuse the uneducated people listening in on your call.
Also, don't forget to keep talking when you approach a customer service desk. Your call is always more important than their time. Walk up to the desk, hand them your ticket, and use hand movements to explain what you want them to do - but don't stop talking, no matter how unimportant the call may be.
Type H: The Demander - When requesting changes from the airline, always tell them, don't ask them. The commoners "ask" for an earlier flight - you tell the airline what you want, and demand that it happens.
Type I: The Degrader - Forget the whole "we are here for your safety" mantra - the flight attendant is actually a stewardess. Think of them as your personal servant. Don't settle for "a coke" - make insane demands. Ask for two and a half slices of lime with your coke. Or a coke with 4 ice cubes. Anything to make their lives just a little more miserable is going to make you feel a little happier with yourself.
Type J: The “Wait Until I’m Ready” Syndrome - Never let anyone rush you. If you are blocking the aisle when everyone wants to disembark, relax for a moment. Take your time to put your jacket on, turn on your phone and check your messages, and don't worry about the 140 people standing behind you. They are nowhere near as important as you.
If you have not been able to identify yourself with any of these types, consider yourself one of the few considerate business travelers who understand and value the importance of each person’s role in getting you to your meeting destination on time, relaxed and safely.
We’d like to continue with this topic, please send us your travel experiences so that we can share them in an upcoming article. Please send them to comments@cpnevents.com
Monday, May 3, 2010
The Importance of Meetings and Incentive Programs in a Down Economy
Historically, incentive programs and meetings have been the early victims of economic downturns. In the current economy it has impacted the industry, there are reports of cancellations, delayed plans, and general cutbacks. With that as background, it is wise to restate the need for continued use of incentives and meetings even if on a somewhat contained basis.
Some managers react to these situations by immediately cutting all “unnecessary” expenses without looking at bottom line impact. “Unnecessary” becomes a very subjective evaluation. Others assess the value of each program before deciding the reasonable course of action.
There are now numerous studies that show a very definite relationship between motivation, the work environment, and bottom line profits. Satisfied workers produce at a higher, more efficient rate. The management dictum that employees are satisfied just to have a job in difficult times has long been disproven. Keeping employees and customers satisfied especially in difficult times is the basis of reaping healthy profits.
Keeping your employees engaged and giving them the feeling of being part of the team and appreciated will help them with the mental stress and will improve their outlook. An employee with a positive attitude is just as contagious in improving morale in the workplace as a disgruntled employee is in destroying morale.
In the book, “Contented Cows Give Better Milk”, the authors compared business results of companies considered employers of choice with a comparable group of Fortune 500 companies. (An employer of choice is a company that is primarily people-driven.) Although the Employers of Choice had about 1/3 of the revenue of the others at the start of the study, over a 10-year period (one that included a recession), they:
Outperformed the latter about four to one in revenues,
Increased net income 202% vs. 139%,
Roughly doubled the net income of the latter group,
Added 79,000 jobs while the latter LOST 61,000 jobs.
The point: simply that a motivated, committed work force --- one that continues to be recognized by incentive programs that reward excellent performance --- continues to achieve growth while others stagnate.
Using these programs correctly is a competitive advantage, especially under difficult economic conditions. Measuring the success of incentive programs and meetings – whether return on investment (ROI) or return on objectives (ROO) or anything else – is the best way to show the value. Measurement as a tool for planners and business leaders is essential at all times. It addresses requirements of the Sarbanes-Oxley Act, the need to demonstrate results to management, and, often, the justification for one’s job.
Both incentive suppliers and corporate planners say that they are increasingly asked for data related to measuring program results. ROI analysis also helps a company determine the impact of an incentive program across the entire operation, something that is crucial to avoiding long-term problems.
According to the MPI Foundation, “…ROI is THE single most important tool for a meeting professional. In today’s economy, with more and more meeting professionals answering to their Procurement office, the emphasis on ROI has never been more important.”
Employee Incentive Programs reward exceptional employees for reaching work goals, achieving milestones or simply doing a good job. These types of programs are designed to offer incentive and motivation in employees and increasing the overall performance of the company. An incentive program is a great way to show employees that you value theire input while at the same time increasing your business potential.
Some managers react to these situations by immediately cutting all “unnecessary” expenses without looking at bottom line impact. “Unnecessary” becomes a very subjective evaluation. Others assess the value of each program before deciding the reasonable course of action.
There are now numerous studies that show a very definite relationship between motivation, the work environment, and bottom line profits. Satisfied workers produce at a higher, more efficient rate. The management dictum that employees are satisfied just to have a job in difficult times has long been disproven. Keeping employees and customers satisfied especially in difficult times is the basis of reaping healthy profits.
Keeping your employees engaged and giving them the feeling of being part of the team and appreciated will help them with the mental stress and will improve their outlook. An employee with a positive attitude is just as contagious in improving morale in the workplace as a disgruntled employee is in destroying morale.
In the book, “Contented Cows Give Better Milk”, the authors compared business results of companies considered employers of choice with a comparable group of Fortune 500 companies. (An employer of choice is a company that is primarily people-driven.) Although the Employers of Choice had about 1/3 of the revenue of the others at the start of the study, over a 10-year period (one that included a recession), they:
Outperformed the latter about four to one in revenues,
Increased net income 202% vs. 139%,
Roughly doubled the net income of the latter group,
Added 79,000 jobs while the latter LOST 61,000 jobs.
The point: simply that a motivated, committed work force --- one that continues to be recognized by incentive programs that reward excellent performance --- continues to achieve growth while others stagnate.
Using these programs correctly is a competitive advantage, especially under difficult economic conditions. Measuring the success of incentive programs and meetings – whether return on investment (ROI) or return on objectives (ROO) or anything else – is the best way to show the value. Measurement as a tool for planners and business leaders is essential at all times. It addresses requirements of the Sarbanes-Oxley Act, the need to demonstrate results to management, and, often, the justification for one’s job.
Both incentive suppliers and corporate planners say that they are increasingly asked for data related to measuring program results. ROI analysis also helps a company determine the impact of an incentive program across the entire operation, something that is crucial to avoiding long-term problems.
According to the MPI Foundation, “…ROI is THE single most important tool for a meeting professional. In today’s economy, with more and more meeting professionals answering to their Procurement office, the emphasis on ROI has never been more important.”
Employee Incentive Programs reward exceptional employees for reaching work goals, achieving milestones or simply doing a good job. These types of programs are designed to offer incentive and motivation in employees and increasing the overall performance of the company. An incentive program is a great way to show employees that you value theire input while at the same time increasing your business potential.
Friday, March 26, 2010
What Type of Business Traveler Are You?
In our many years of travel, we've come across our fair share of completely obnoxious travelers. The kind of traveler that flies mainly for business, people that are busy and need to get to their destinations on time for a meeting or a sales presentation. They usually have a ton of status, but because they never pay for these tickets themselves, they have earned themselves a false sense of entitlement.
You'll laugh at these things - but they are all from real people we've encountered.
Type A: The God Complex - Use this phrase a lot. Do You Know Who I Am is one of the most important tools of the obnoxious business traveler. The gate agent or flight attendant may know your name, but without your constant reminding of your importance, they'll never know just what a big shot you actually are.
Type B: The VIP - Don't settle for knowing you are an elite "platinum global services 1K member" - buy a lanyard and wear your elite status card around your neck. This way people can see how important you are. Wave the card at anyone that gets in your way.
Type C: The Snob - Once you are settled in your first class seat, pay close attention to people who don't look like they belong in your cabin. Feel free to tell them that the economy class cabin is in the back of the plane. Apply the same logic in the elite boarding line at the gate, or the elite check-in desk. Bonus points for using the phrase "shoo" in your rant.
Type D: The Empowered - If an airline employee gives you a hard time, remind them that you are more important, that you make more money, and that you pay their salary. It is important to make sure these people know their place. The phrase "I pay your salary" is a sure way to remind them that they need to help you.
Type E: The Over Indulgent - Don't settle for checking bags, that is for tourists and people with floral pattern luggage. All your bags belong in the main cabin. Ignore the gate agents talking about how many pieces of luggage you are allowed as those rules don't apply to you.
Type F: The Privileged - Being in "group one" is a bit of an insult to you - the airline needs to invent a secret "group zero" for people with your status. So, when you arrive at the gate, be sure to walk up towards the boarding doors and make it obvious that you will be boarding first. The objective here is to prevent being blocked by the status-less riff-raff.
Type G: The All Important One - Remember that your loud and obnoxious phone calls are another way to show people how important you are. Use lots of big words to confuse the uneducated people listening in on your call.
Also, don't forget to keep talking when you approach a customer service desk. Your call is always more important than their time. Walk up to the desk, hand them your ticket, and use hand movements to explain what you want them to do - but don't stop talking, no matter how unimportant the call may be.
Type H: The Demander - When requesting changes from the airline, always tell them, don't ask them. The commoners "ask" for an earlier flight - you tell the airline what you want, and demand that it happens.
Type I: The Degrader - Forget the whole "we are here for your safety" mantra - the flight attendant is actually a stewardess. Think of them as your personal servant. Don't settle for "a coke" - make insane demands. Ask for two and a half slices of lime with your coke. Or a coke with 4 ice cubes. Anything to make their lives just a little more miserable is going to make you feel a little happier with yourself.
Type J: The “Wait Until I’m Ready” Syndrome - Never let anyone rush you. If you are blocking the aisle when everyone wants to disembark, relax for a moment. Take your time to put your jacket on, turn on your phone and check your messages, and don't worry about the 140 people standing behind you. They are nowhere near as important as you.
If you have not been able to identify yourself with any of these types, consider yourself one of the few considerate business travelers who understand and value the importance of each person’s role in getting you to your meeting destination on time, relaxed and safely.
We’d like to continue with this topic, please send us your travel experiences so that we can share them in an upcoming article. Please send them to comments@cpnevents.com
You'll laugh at these things - but they are all from real people we've encountered.
Type A: The God Complex - Use this phrase a lot. Do You Know Who I Am is one of the most important tools of the obnoxious business traveler. The gate agent or flight attendant may know your name, but without your constant reminding of your importance, they'll never know just what a big shot you actually are.
Type B: The VIP - Don't settle for knowing you are an elite "platinum global services 1K member" - buy a lanyard and wear your elite status card around your neck. This way people can see how important you are. Wave the card at anyone that gets in your way.
Type C: The Snob - Once you are settled in your first class seat, pay close attention to people who don't look like they belong in your cabin. Feel free to tell them that the economy class cabin is in the back of the plane. Apply the same logic in the elite boarding line at the gate, or the elite check-in desk. Bonus points for using the phrase "shoo" in your rant.
Type D: The Empowered - If an airline employee gives you a hard time, remind them that you are more important, that you make more money, and that you pay their salary. It is important to make sure these people know their place. The phrase "I pay your salary" is a sure way to remind them that they need to help you.
Type E: The Over Indulgent - Don't settle for checking bags, that is for tourists and people with floral pattern luggage. All your bags belong in the main cabin. Ignore the gate agents talking about how many pieces of luggage you are allowed as those rules don't apply to you.
Type F: The Privileged - Being in "group one" is a bit of an insult to you - the airline needs to invent a secret "group zero" for people with your status. So, when you arrive at the gate, be sure to walk up towards the boarding doors and make it obvious that you will be boarding first. The objective here is to prevent being blocked by the status-less riff-raff.
Type G: The All Important One - Remember that your loud and obnoxious phone calls are another way to show people how important you are. Use lots of big words to confuse the uneducated people listening in on your call.
Also, don't forget to keep talking when you approach a customer service desk. Your call is always more important than their time. Walk up to the desk, hand them your ticket, and use hand movements to explain what you want them to do - but don't stop talking, no matter how unimportant the call may be.
Type H: The Demander - When requesting changes from the airline, always tell them, don't ask them. The commoners "ask" for an earlier flight - you tell the airline what you want, and demand that it happens.
Type I: The Degrader - Forget the whole "we are here for your safety" mantra - the flight attendant is actually a stewardess. Think of them as your personal servant. Don't settle for "a coke" - make insane demands. Ask for two and a half slices of lime with your coke. Or a coke with 4 ice cubes. Anything to make their lives just a little more miserable is going to make you feel a little happier with yourself.
Type J: The “Wait Until I’m Ready” Syndrome - Never let anyone rush you. If you are blocking the aisle when everyone wants to disembark, relax for a moment. Take your time to put your jacket on, turn on your phone and check your messages, and don't worry about the 140 people standing behind you. They are nowhere near as important as you.
If you have not been able to identify yourself with any of these types, consider yourself one of the few considerate business travelers who understand and value the importance of each person’s role in getting you to your meeting destination on time, relaxed and safely.
We’d like to continue with this topic, please send us your travel experiences so that we can share them in an upcoming article. Please send them to comments@cpnevents.com
Monday, March 22, 2010
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