Dapper in his new duds, the newly appointed manager navigates his way from the airplane to ground transportation when he bumps into another manager from his company.
“Whataya here for?” the first manager asks.
“Management skills” the second manager answers. “and you?”
“Same thing” the first manager responds confidently as they weave their way through the harried crowds of O’Hare looking for their ride.
Soon, both managers recognize that they are not going to the same hotel, in the same class or using the same transportation method. What is wrong with this picture? How could two meetings with the same content be registered in the same meeting management technology for the same audience but not be integrated? Or, at least be considered for some form of integration? (Presume that integration was not considered because this is a true story).
Do you consult with your clients (internal or external) before a meeting is registered into the meeting management technology? How do you look at the whole environment (all meetings) rather than its parts (individual meetings)? Do you obtain a forecast of your client’s meetings/events?
A seasoned meeting manager frequently met with her client about the upcoming 2,000 person product launch. Yet, when I asked the meeting manager about the client’s forecasted meetings, she had no knowledge of any other meetings. I believe that the traditional planner should evolve into a Consultant role. It is not that the traditional planner role is wrong; rather, it is no longer enough when organizations move toward Strategic Meetings Management. Whereas the Planner plans, a Consultant has an antennae that reaches throughout the organization and advises, supports, and educates. And, sometimes these Consultants also plan meetings. The Planner often needs to act as a Consultant and consider the "whole" environment.
Before a meeting is registered in any system, preemptive consulting, also known as Performance and Value Consulting provides a framework for planners to analyze opportunities and advise a client on the best choices to move their business objectives toward peak performance. If a planner or planning manager knows the client’s expectations and upcoming business objectives, then he or she can anticipate the client’s needs and offer solutions that make sense. Using the example above, it may have been possible to integrate the content, the participants and the properties. Another reason to consult with clients is to gain a forecast of meetings/events. During the consulting phase, the consultant builds a trusting relationship with the client, and then together they can build a cohesive meeting/event strategy. In practice, these consultative roles are often called “Relationship Managers,” “Meeting Liaisons” or “Meetings Account Managers.”
The primary role of the Relationship Manager is to be the frontline to the meeting sponsors in order to learn their business, understand their requirements and assist in building cohesive sourcing/planning teams that drive the initiative on the road to success. A few years ago while at PwC, we identified the need for national Relationship Managers to work directly with our internal clients. An integral role in Strategic Meetings Management (SMM), this role still exists today in the firm. As time progressed, I recognized the need to expand the consultative role into local markets and created the “Market Event Manager” role in July 2007. The planners in these consultative roles also plan meetings locally and are the frontline for local leaders and meeting sponsors. While presenting at MPI in San Francisco last week, I was thrilled to reconnect with Mary Malmgren, a Market Event Manager in San Francisco, who told me that she loves her job. She strategically works with clients in her market to understand and forecast their meeting/event requirements in addition to planning those meetings. Of course, she uses the SMM standard operating procedures. It is rewarding to hear that the consulting strategy that I developed and implemented years ago is still valued and operational at the firm.
Although a Performance and Value Consultant (PVC) can facilitate discussion and guide the client towards superior performance, it is still the meeting sponsor who owns the initiative. The PVC’s job is to leverage all resources to bring the right solutions to the client. A common PVC process is:
Following are the PVC principles, common PVC questions to ask of your clients during regular meetings, the PVC skillset and a sample PVC process map.
Three of the ten principles of becoming a Performance and Value Consultant are:
- Look at the whole rather than its parts; Bring, connect and co-develop ideas; Learn the client’s business
- Educate clients; demonstrate experience, credibility and integrity
- Move outside of comfort zones; encourage and perform with flexibility and fluidity
(Download the PVC Guide for the remainder of the PVC principles)
Download Performance and Value Consulting (PVC) 15 Feb 2011
Three of the ten questions to ask your client during PVC are:
- What is on your horizon? (learn to forecast meetings)
- What are the most important aspects of your business plan for the next 24 months and how can meetings and events support your goals? (learn to identify business objectives)
- What delivery method would best suit your business objectives and encourage attendance? (identify virtual and hybrid meeting opportunities)
(Download the PVC Guide for the remainder of the PVC questions)
Download Performance and Value Consulting (PVC) 15 Feb 2011
Three of the nine skills needed for the Relationship Manager are:
- Emotional intelligence
- Relationship building
- Problem solving/diagnosis
(Download the PVC Guide for the remainder of the PVC skills needed)
Download Performance and Value Consulting (PVC) 15 Feb 2011
Learn how to become a Performance and Value Consultant (PVC) by attending a two-hour PVC experiential learning course which includes behavioral activities, role plays and templates that you can use in your organization. The PVC course is available virtually or face-to-face and can be conducted for one or more people. Contact me for more information.
Visit me at one of my upcoming speaking engagements; topics vary per conference
Some sessions include components of Debi's SMM Bootcamp and/or SMM Challenge
- March 17 – MPI SCC Educational Tradeshow and Conference
- March 18 – EMC Venue’s Annual Buyer Supplier Summit – SMM Bootcamp
- March 31 – ISM’s Conference on Managing in Times of Uncertainty
- April 10-12 – ACTE Global Education Conference
- May 20 – MPI Orange County’s 6th Annual Education Conference and Expo
- May 25 – Financial and Insurance Meeting Planners Conference
- June 30 – EMC Venue’s MEET
- August 2 – Georgia BTA
- Sept 7 – HSMAI Affordable Meetings
- December 1 – EMC Venue’s MEET
Thank you for visiting the T&E Plus Blog on expense management, travel management, business meetings, events, incentives, strategic meetings management, entertainment, virtual meetings, tickets, hotels, airlines, ground transportation, T&E policy, plus more...
Debi Scholar, GLP, CMM, CMP, CTE, CTT, Six Sigma Green Belt
- Meetings Management Mover and Shaker as selected by Corporate and Incentive Travel Magazine (2010)
- Top 20 Changemaker who influenced the meetings management industry by Corporate Meetings and Incentives (2008)
- Best Meeting Practitioner as selected by Business Travel News (2007)
The Scholar Consulting Group LLC
[email protected]
908-304-4954
Benchmark your Strategic Meetings Management Program: http://www.smmbenchmark.com
Debi has the following designations:
- Wharton Aresty Executive Education/National Business Travel Association (NBTA) Global Leadership Professional (GLP)
- Meeting Professionals International Certificate in Meetings Management (CMM)
- Convention Industry Council Certified Meeting Professional (CMP)
- NBTA Corporate Travel Expert (CTE)
- Six Sigma Green Belt
- Chauncey Certified Technical Trainer (CTT)
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