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Speaking of
Events...
Julia Rutherford
Silvers, CSEP
Certified Special Events
Professional Event Management Authority |
Emeritus |
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The Core Values of Event Management 27 November 2013
The Core Values represent those paradigms and practices that embody the beliefs, ideals and standards that infuse a fundamental level of quality into decisions made and actions taken throughout an event project and all event management endeavors so that everything about the event project and its management will be permeated with quality and credibility. These are presented in alphabetical order with no hierarchy of importance implied; they are all equally vital to excellence in event management.
After reading this article you will understand how to
Please note: These Core Values vary from the International EMBOK Model; in this model, Integration is replaced with Sustainability.
Core values are those values that inform and guide the way in which we perform work and conduct our professional activities. They are the essential principles that provide the foundation for how we behave, do business, and make decisions. Core values reflect what is truly important to us as event professionals and to the event management endeavors we undertake.
These core values – continuous improvement, creativity, ethics, strategic thinking, and sustainability – illustrate that event management requires a commitment to improvement, creative and strategic thinking, ethical decision making, and respect for all people and places. Although presented here in alphabetical order, no hierarchy of importance is implied because they are all equally vital to excellence in event management. Each contributes to the ability to produce events that epitomize the highest standards of professionalism.
The core values also represent the fundamental skills and personal qualities required of an event manager. You must be able to learn from experiences and adapt to change, to think logically and envision possibilities, and to identify and solve problems in a manner that serves the long-term interests of all involved. Core values characterize the attitudes and ideals that consistently guide decisions toward choices and behaviors worthy of esteem and replication.
Continuous Improvement The longer you do something, the better you should be able to do it. This experience should lead to better strategies, better choices, and better outcomes. Experience is the foundation of continuous improvement, a principle found in quality management systems, which seeks to optimize processes and procedures through definition, formalization, and standardization to achieve predictable and superior results.
The progression of continuous improvement
It is inefficient and ineffective to start each event project, either for a new event or a recurring one, by reinventing the process and procedures each time without regard to the knowledge gained from previous experience. It is important to be able to repeat earlier successes, particularly on event projects with similar applications, so you can progress from chaos to quality.
As processes and systems are defined, formalized, and standardized, it is possible to incorporate this information to benefit future event projects. You determine and integrate best practices (derived internally or from external organizations and applications), establish quality control standards, tailor methods to the needs of the organization, and develop measures to assess the efficacy and performance of the process and procedural systems so that they become predictable and reliable. This will not happen without intention. It must be a conscious and proactive effort.
Define and standardize processes and systems It is important to recognize and define the processes and systems used in event management endeavors so they can be standardized and applied in a variety of event contexts. Although the general components of a process system are defined in Chapter 2, its scope and application varies for each facet of event management.
Examine what is (or was) done, how it is done, when and where it is done, and why it is done. Determine what the process consists of in terms of procedures that might be applicable to future projects. Identify procedures that are or should be repeated every time when managing an event project. Formalize and integrate these into standard operating procedures for the event organization that define the expected procedures for performing tasks. For example, you might devise a client interview form to collect pertinent information from a client, which must be filled out to initiate an event project.
If processes and procedural systems are not defined or documented, reaction-driven planning occurs. This is more costly in effort and resource consumption, and it causes the event project to be more vulnerable to mistakes, omissions, and carelessness. Once defined and formalized, these systems can become repeatable and can be consistently applied. It is only at this point that they can be evaluated and improved.
Monitor and analyze outcomes Continually monitor and analyze outcomes to determine process and system strengths and weaknesses. Continuous evaluation leads to continuous improvement. Each time an event project is produced there are lessons to be learned. These lessons and evaluation data from the event project, and information received from the people who work in the process, are the basis for improvement efforts.
Measure the results of a process system based on previous outcomes. Determine which processes lead to predictable results and which have a random or erratic success rate. Analyze the strengths to determine practices that might be transposed to other processes. Analyze the weaknesses to determine the causes and potential strategies for mitigating them. Weaknesses are often found in the clarity and completeness of procedures, the training on how to implement them, and the consistency of their enforcement.
Make certain the personnel (paid and volunteer) using the system are included in the assessment. The work might have been planned, but they are the ones who “work the plan.” Ask them how easy or difficult the process was. Ask them if there were ambiguities or obstacles that were hard to understand or overcome. Ask them if the procedure made sense. Answers to these types of questions should reveal opportunities for improvement.
Continually recommend and implement improvements The key word in continuous improvement is “continuous,” which signifies a continuous flow of improvement recommendations based on lessons learned is vital. An optimized process, and organization, is one that learns from and improves after every event. Standard operating procedures are built upon, changed as appropriate, and eliminated if ineffective.
The “we’ve always done it this way” attitude – a sure sign of stagnation and resistance to improvement, must be overcome. Granted, many processes and procedures are effective for quite some time, but things are always changing and new techniques and technologies are developed all the time. This does not mean that the “latest” tactic or technology should be adopted without question. Recommendations for improvement should be related to the lessons learned from the event project as well as best practices in other event projects and organizations.
Do not be afraid to try new strategies and procedures. Trial and error will often lead to effective solutions, but there is no reason for the same “trial” to occur time and again. Adopt and adapt successful procedures from other event contexts, event organizations, and event professionals. Strive to only make “new” mistakes. Commit to becoming an optimized organization by becoming a learning organization, one that seeks new knowledge and uses it for positive change.
Engage in professional development activities Continuous improvement also includes the individuals in the event organization and the industry, illustrating the importance of continuing education and professional development. This profession encompasses many different types of events and event professionals and providers, from many different cultures, with many different types and levels of experience. Each event and event professional or provider has something they can teach you.
Identify and evaluate areas in which you are inexperienced and seek opportunities to learn more about them. Look at industry web sites, publications, and industry associations and their activities. Study the competition and event suppliers; read industry magazines, journals, and blogs; participate in educational offerings; become involved in industry associations; interact with colleagues; volunteer for events that you support and can learn something from.
Just as an optimized organization commits to becoming a learning organization, an “optimized” event professional commits to lifelong learning. There are always new trends, issues, technology, products, services, strategies, and opportunities. Doing what you’ve always done – knowing only what you currently know – is just as detrimental to the potential for long term personal and professional success as it is for an event.
Creativity Many assume that creativity is a gift – something you are born with – and applies only to artistic endeavors. Although artistic creativity is particularly important when designing an event, the ability to conceive new ideas and approaches to issues and to recognize new opportunities is vital throughout all the areas and functions of event management.
Creativity is a thinking skill, one that can be developed through practice, mastering the techniques such as those shown below. In fact, creative thinking is one of the fundamental skills needed in order to be effective and succeed in the workplace. It relies on the ability to “think outside the box” – producing concepts and tactics that are not restricted by how things have been done before or common assumptions.
Facets of creative thinking
Creativity is also a social process, one of making connections, and is often enhanced when different people with varied spheres of knowledge and perspectives are brought together to brainstorm, capitalizing on the interplay and interactions to stretch the imagination. Creativity needs to be stretched and exercised like a muscle, otherwise it will whither.
Use imagination freely Creative thinking depends on imagination to develop innovative solutions and artistic interpretations. Everyone has the ability to imagine, to dream, to make believe. We all do it everyday whether we realize it or not. The only thing holding us back from consciously applying it to our professional endeavors is perhaps the explicit permission to do so (or mistaking imagination as merely child’s play).
Let your mind wander. Allow ideas to flow freely without judgment or restriction; don’t self-censor. Do not think about the limitations or how difficult it might be to implement an idea; that can be dealt with later. The more outrageous the idea, the more likely it might result in an innovative approach when used as a starting point when seeking fresh strategies. “What If” is a powerful tool.
Many event organizations (and major corporations) encourage creative thinking by holding regular brainstorming sessions, allowing time to exercise the imagination, and rewarding innovative ideas. Make this type of mental activity a conscious part of your daily life so that when a challenge or an opportunity arises, your imagination will be fully charged.
Draw on a variety of sources for inspiration The ability to see things in new and unusual ways requires an open mind, a wide range of interests and experiences, and a variety of multi-sensory stimuli and input. Inspiration for new ideas is all around you. Use ideas and information from anything and everything to spark the imagination. For example, a television documentary on crop circles was the inspiration for creating a community event – an “Intergalactic Reception” featuring a UFO landing strip – to gain publicity as a tourist destination.
Draw from all forms of print and electronic media, cultural and entertainment attractions, artistic endeavors, and personal experiences. Any and all subjects or topics you have read or heard about could be fuel for the imagination. You must be well-read, involved in various leisure activities, interested in many opinions, and eager to learn about everything and from everyone, professional to recreational.
Innovation, breakthroughs, and creative ideas are most often the result of re-shaping and re-inventing existing ideas by combining seemingly unrelated concepts. This is why having a wide array of divergent pursuits and knowledge is so important; it gives you the inventory from which unique interpretations and novel connections might be made.
Envision things in unusual and inventive ways You need to be able to see things differently than others, as well as notice things others haven’t. Creative thinking is necessary when facing a business dilemma, a logistical challenge, or a design problem. It is also needed to recognize a hidden opportunity. Practice zero-gravity thinking, what the Buddhists call a “beginners mind,” by removing preconceived notions.
Consider, for example, the CEO of a grocery store chain who figured out that the less-than-perfect vegetables from the produce department and trimmings from the meat department that were being thrown out were, in fact, the ingredients for homemade soup and set up an extremely profitable soup department (Whole Foods). Or the troupe of circus-style entertainers that could not afford circus animals nevertheless developed an internationally famous circus using only musicians, acrobats, clowns, and street performers (Cirque du Soleil).
Use purposeful play such as free association exercises like word association or use-variation games to facilitate inventiveness and originality. For example, try listing at least twenty different uses for a shoe that have nothing to do with foot apparel. Creating a mind map by thumbing through a thesaurus might reveal new possibilities for a marketing campaign. Strolling through a hardware store might inspire the creation of a Saguaro cactus out of ductwork.
Conceive new ideas and approaches Problems and opportunities are always in need of new ideas and approaches. The first step is to challenge the status quo; don’t simply accept that current conditions or practices are immutable. They might simply be habitual – “the way things have always been done.” However, also be curious about the status quo. Questioning how and why the status quo is the current state of things can provide insights into mitigating factors that will influence new approaches.
Next, identify the core issues or purpose of the current condition or practice. These should be the foundation of the creative thinking process. Put the core issues and purposes on a physical or metaphorical clean sheet of paper so that you can start with the “beginners mind.” Capture as many ideas as possible and look for novel approaches, unexplored connections, and unexpected contradictions. When several ideas emerge, filter them through any mitigating factors and assess their relative strengths and potential weaknesses.
Reshape goals; rethink objectives; revise procedures. Change, at times, can be uncomfortable but frequently it is absolutely necessary. Those who do not exercise their creativity to re-imagine circumstances, revitalize methods, and reveal possibilities will face stagnation. Keep in mind that everyone is creative, everyone can imagine, and anyone can apply it to any challenge or opportunity that comes up.
Ethics Ethics are those values or principles that foster others’ confidence in our integrity and commitment to honorable and impartial practices. These principles are not based on what is “normal” but what is “right.” Different situations and conditions might “stretch” your ethics; given sufficient motivation, anyone can justify practically any action at any given time. But ethics, like all the other core values, must be consistent; they should not change due to the situation, the individual, or over time.
Hurd and Anderson (2011) note that ethical values might be similar but are not the same as moral values; ethics are professionally driven (codes of conduct for the profession or organization) and morals are personally driven (societal or religious). They also suggest that ethical transgressions typically fall into the four overarching categories of lying, deceiving, stealing, or causing harm.
Although these four categories would seem to also be morals-related, there are situations in which moral decisions might contradict ethical tenets. This is why it is important to determine the appropriate behavior and establish policies and procedures that set standards of conduct and provide ethical guidelines that will help identify and resolve ethical dilemmas so the affairs and business of the event project can be conducted in the proper manner.
Engender trust by being accountable Trust is based on reliability and is gained when you do what you say will be done, deliver what was pledged, avoid what was agreed would be avoided, and protect what you promised to protect. Accountability means taking responsibility for your obligations, actions, and decisions. You can not trust someone who does not do what was promised, acts in their own interest without regard to others, and deflects responsibility with excuses, rationalizations, or shifting blame to others.
This holds true for organizations as well as individuals. Event organizations, event suppliers, and events that over-promise and under-deliver will likely lose their customers and their credibility. Their motives will be questioned, their actions will be examined, their decisions will be doubted, and their explanations will be challenged. Everything from intent to outcomes will be viewed with skepticism.
Trust is the cornerstone of integrity. Being trustworthy means that obligations are met, actions are taken, and decisions are made without regard to personal, private, or political gain. Trust is also fragile. Once lost, it is difficult to get back, if not impossible. Keep the promises made, take responsibility for the outcomes of decisions made, and conduct all behavior honorably.
Represent self and situations without deception Truth and trust are linked together. Honesty regarding your capabilities, the extent of your experience, and the scope and nature of situations or conditions is critical to not only trust, but often to the safety and success of an event project. Deception or “stretching the truth” might not be discovered immediately, but once exposed, trust is lost.
Accuracy and clarity is important when describing your abilities and range of experience. This does not mean that you must itemize what has not been done, but you should never claim credit for the work of others. For example, if you only participated as a team member in an event project, you should outline the scope of your duties and describe the specific contributions you made rather than inflating the level of credit due.
Understating or discounting the scope or severity of a problem, situation, or condition could have serious consequences. Purposefully omitting facts or figures in an effort to reduce negative perceptions could prevent accurate analyses. Exaggerations (increase or decrease), intentional exclusion of pertinent information, or outright deceit are all forms of dishonesty, and will eventually damage your career (and might even become legal liabilities).
Exhibit fairness in all transactions and interactions Impartiality and equality are the foundations of fairness. This applies throughout your event management endeavors, from procurement to staffing, admissions to security, and logistics to sales activities. It should permeate all processes, procedures, decisions, and activities. Equal access and regard should be extended to all who come in contact with the event and the event organization.
Personal preferences or prejudices should not be a factor when you make decisions regarding what to purchase, whom to hire or fire, who may attend, or how people will be treated. Preferential treatment based on personal bias or personal gain, such as gifts or other enticements, often leads to outright corruption or, at the very least, the appearance of conflict of interest.
Ensure equal access to the opportunities and benefits offered in conjunction with the event is given to all those who interact with the event organization or individual team members. Make information available at the same time for potential vendors, attendees, exhibitors, and other participants. The rules and regulations should apply to everyone, and must be uniformly enforced.
Establish and adhere to standards of conduct Different people have different levels of knowledge, experience, and cultural morals or personal beliefs that they bring to an event organization. This is why it is important to establish a code or standard of conduct that outlines the ethical principles and expectations of the organization for those involved in its endeavors. Such codes or standards of conduct are promulgated for virtually every profession.
Although a code of conduct deals with unacceptable behaviors – the shall nots, it is typically written in a shall context and often explains the underlying ethical principle. For example, the Meeting Professionals International’s Principles of Professionalism state: “Avoid actions which are or could be perceived as a conflict of interest or for individual gain” (MPI 2009). The underlying ethical principle is not using your position for private gain.
Standards of conduct typically include broad statements that address behaviors associated with any form of lying, cheating, stealing, or causing harm. They should identify the policies and procedures connected with applicable behaviors, such as accepting gifts or misuse of company property, and should specify behaviors that will result in automatic dismissal, such as harassment or information tampering. They should be presented to every event team member and reviewed to ensure understanding and agreement to adhere to them.
Strategic Thinking Strategic thinking is the ability to see the bigger picture tactically and approach each facet of the broader vision purposefully. An event project occurs within an environment or context that is more extensive and complex than the project itself. You must have an integrated perspective of the event organization’s purpose and strategies, be able to sense the event project’s broadest possible impact and long-term ramifications, and establish priorities consistent with this high-level vision.
The business plan for the event project should be guided by the hosting organization’s mission and must be linked with its strategic business plans. There must be consistency between the mission of the organization and that of the event, which must be well-articulated and focused so that the activities and operations of the event project support the strategic goals of the business.
It is important to understand and scan the internal and external environments for factors that will influence the ability to achieve the intended outcomes of the event project. There might be champions and constraints; influential stakeholders that are for and against certain aspects; global, social, cultural, or economic trends to contend with; and beneficial or detrimental impacts that must be assessed.
Develop well-articulated organizational vision and goals The well-articulated vision and goals are the foundation of planning an event, and are vital to strategic thinking as well. Strategic thinking is the combination of an expansive depth and breadth of vision of both the present and the future, with an emphasis on current circumstances and future intent. The ability to understand implications of strategic actions relies on a clear mission and long term strategic goals for the event organization, which if not already in place, must be established.
Strategic planning relies on a long-term and wide-range vision of the organization’s mission, strategies, and priorities. These often include issues surrounding strategic alliances (e.g. sponsors), branding (image management), competitive environments, and business continuity (the ability to continue). Long-term alliances require nurturing, effective branding requires comprehensive integration, competitive environments require creative approaches, and business continuity requires long-range planning.
If these issues and goals are not clearly established and integrated into the strategic planning for the current event project, valuable time and effort will be lost and the potential for long-term success for the event organization’s strategic plans will be weakened. For example, if an event organization hopes to develop a national presence as a producer of family-friendly entertainment, the acquisition of a liquor distributor as a major sponsor for the current event might jeopardize this.
Link event project to organization’s priorities Sometimes an event takes on a life of its own, a life inside a bubble of excitement that no longer sees its connection to and role within the bigger picture of its hosting organization’s priorities. This can happen for a variety of reasons: the event team finds new products or features that will enthrall attendees; they learn about new technologies that will transform the experience; they discover enticing opportunities that are “too good to pass up.”
Events, by their very nature, are creative endeavors that are meant to deliver a stimulating and meaningful experience. It’s not surprising that some tunnel vision might occur when planning an event. This must, however, be overcome by conscious and continuous alignment of the goals, objectives, and tactics of the event project with the short- and long-term priorities of the organization. Every facet of the event should be filtered through this lens.
Prioritizing is a necessity because resources such as time, money, personnel, and space are always limited, which, in turn, limits what can be accomplished. This means that some ideas or methods will be too expensive, too expansive, or simply inappropriate given the organization’s priorities.
Scan internal and external environments Nothing happens within a vacuum. There are always internal and external environmental forces that affect how you prepare to achieve the intended outcomes of an event project. Internal and external environments must be scanned to identify these forces, which can be positive or negative, strengths or weaknesses, or problems or opportunities. Unless recognized and understood, these forces will not be able to be utilized or mitigated.
The internal environment includes factors that might limit the types or amount of resources available for an event project, or the acceptance or rejection of the tactics planned. There might be constraints on how decisions are made and implemented. There will likely be influencers and stakeholders with the power to challenge or champion ideas or opinions, which could affect approval.
Scanning external environments will identify trends and conditions that an event organization or project must take into consideration. Increased competition, economic downturns, or new governmental regulations could adversely affect the event organization and its strategic plans. Travel restrictions, political or social upheavals, or technological failures could cause event cancellation. Be aware and be prepared.
Align activities and resources with strategic plans Focus resource allocation and activities so that they are in alignment with the organization’s strategic business plans. Spend time and money on the things that will achieve the organization’s return on investment objectives. Choose tactics that will help move goals forward. Expend efforts in a way that will build strategic alliances, enhance branding objectives, address competitive environments, and facilitate business stability.
The ability to do this, however, is contingent on knowing and understanding the organization’s strategic plans. If unsure or unaware of these plans, ask! Keep in mind that strategic thinking is proactive. If possible, secure a seat at the table when these are being developed. If that is not possible, confirm that the event project’s plans are in line with and support the organization’s strategic goals and objectives.
There must be a synergy between the strategic plans of the organization and those of the event. Alignment with the “big picture” priorities and strategies facilitates effective measurements of return, efficient use of resources, and continued growth and improvement. It will help ensure that an event project serves its purpose.
Sustainability Sustainability, simply put, is the ability to continue into the future. In order to do this, negative impacts on humans, natural resources, and environments must be minimized. Sustainability has social, economic, and environmental implications and responsibilities, referred to as a triple bottom line approach. Social responsibility encompasses quality of life and societal improvement issues. Economic responsibility includes community investment and business development goals. Environmental responsibility consists primarily of conservation, stewardship, and damage limitation.
There are many strategies that you can use for managing the impact of an event project on its surroundings. Some mitigate negative impacts and others contribute to positive effects. Some might incur additional costs, but most are cost effective and efficient. Some are simple procurement, staffing, and operational practices; others might require a change of attitude and the establishment of policies or adoption of standards.
The ability to continue into the future is equally applicable to the event organization. Just as strategic planning is used to chart a course for growth, so too is a commitment to sound business practices. These mirror other sustainability strategies such as conserving and protecting resources, reducing waste, and building capacity. The three facets of the triple bottom line approach all focus on long-term and wide-range impacts and outcomes.
Select environmentally friendly products as appropriate More and more product and service provider’s offerings are environmentally friendly. These products and services are adjusted to provide cost effective alternatives that reduce energy use, conserve natural resources, and limit pollution. Suitable products can be found for almost every facet of event management operations, from office supplies to audiovisual equipment, food service to event venues, and communications to transportation.
Source and purchase products that are made from recycled materials or renewable resources; are energy efficient; are biodegradable or recyclable; and/or have low or no emissions or harmful chemicals. Look for products that have been certified by an eco-labeling organization such as EcoLogo™, the European Union Ecolabel, Green Globe, or the Leadership in Energy and Environmental Design (LEED) green building certification.
Consider establishing a procurement policy that specifies preferences or limits regarding choice of materials, geographical purchasing radius, and product lifecycle scope (raw materials to disposal). Also consider products that support local communities and fair trade initiatives that promote social and economic sustainability. Going “green” is not necessarily more expensive; it simply requires forethought.
Avoid practices that endanger habitats or environments Many events are held at unique outdoor sites or new venues are created specifically for large cultural, entertainment, or sports events, such as a temporary camp-city for the Burning Man Project (www.burningman.com) or stadia for the Olympic Games. It is imperative to prevent practices that might damage or irrevocably change habitats and/or environmental features when planning such usage.
When considering a site that is not purpose-built, become familiar with the features and creatures that naturally occur in the proposed site. Carefully assess the potential impact the event will have on the site’s ecosystem, including the event build-up, operation, and clean-up. Be sensitive to cultural attitudes and practices that might be pertinent to a site’s usage, such as religious rites or social customs.
Make certain that site protection and restoration is a priority. Avoid releasing waste or pollutants into land, water, or the air; causing soil erosion or damaging vegetation; and disturbing wildlife or neighboring residents. If constructing a new permanent venue, ensure that it will leave a legacy once the event is over, either as a useful event venue or capable of being re-purposed to meet other community needs.
Incorporate reduce, reuse, and recycle strategies There are lots of tactics and activities you can do to reduce waste, pollution, and harmful emissions at events and within the event organization. There is a hierarchy of choices associated with the prevention, reduction, and diversion of waste, with disposal as the last strategy. The primary choices are to rethink and eliminate practices and products to remove them from the disposal cycle in the first place.
Environmental hierarchy
One of the first places to look for solutions might be electronic or web-based technology, which can eliminate the need for many of the paper-based procedures included in event operations. Eliminate the use of disposable items, select reusable items, and choose items made from recycled material or served in bulk containers rather than individual packaging to reduce waste.
Reuse the materials used at an event, such as signs, containers, packing materials, and decorations, which redirects waste back into the product lifecycle rather than directly to disposal. Divert waste through recycling initiatives, which minimizes demand for resources. Consider, as appropriate, setting out collection containers for glass, plastic, metal, paper, and cardboard; composting food waste; and donating equipment, supplies, floral décor, and reclaimed building materials to local community or non-profit organizations.
Employ sound business management practices Whether a commercial enterprise or not for profit endeavor, an event organization is a business; and all businesses strive to achieve success. Sound business management practices that maintain the economic and operational viability of the event and/or event organization are essential to achieving and sustaining success. Even if an event project is a one-time endeavor, poor business practices often result in squandering resources, losing money, and even abandoning the event before it has begun.
The ability to endure is typically contingent on the ability to grow. Sustainable businesses look toward the future in terms of capacity planning and improvement. They manage their financial and human resources carefully to eliminate waste and optimize effort. They rigorously manage budgets and develop their workforce capacity through expansion, retaining their critical employees, and managing turnover.
Sustainable businesses also look from side to side with regard to their supply chain. Pay attention to the depth and breadth of your suppliers’ sources and capabilities because a weakness in one of these links could impact the quality or availability of that supplier’s product or service. Single-source suppliers can become a serious liability for an event business, so continuously seek alternative sources.
Summary To review, this article discussed the values and ideals that should underlie the way an event management organization thinks about and conducts its endeavors. These core values – continuous improvement, creativity, ethics, strategic thinking, and sustainability – represent a framework that guides our decisions and practices, which ultimately enhances credibility, quality, and achievement of goals.
Always seek ways to improve personal and business capabilities and proficiency. Exercise your creativity in all aspects of your event management role to discover new possibilities. Make certain that whatever you do or decide will stand up to public scrutiny. See the “big picture” purpose and long-term goals of the event organization when devising strategies and tactics for an event project. Incorporate sustainability and environmental awareness throughout the event project’s planning and management.
Terminology
Hurd, A. R. and D. M. Anderson. (2011). The Park and Recreation Professional’s Handbook. Champaign, IL: Human Kinetics Meeting Professionals International (MPI). (2009). Meeting Professionals International Policy Manual. Dallas, TX: Meeting Professionals International. http://www.mpiweb.org/Libraries/Policies_and_Manuals/POLICY_MANUAL_July_2009.pdf.
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