What is effective time management?

Being effective with your time means applying a set of simple but yet effective tools to allow you to:
• Be more prepared and organised for meetings
• Recognise where you can negotiate deadlines and in some instances, refuse excessive amounts of workloads whilst eliminating time wastages
• Effectively manage and monitor project progress as well as recognising the resource (time) required to ensure the quality and quantity is achieved on time
• Judge the urgency and importance of your tasks
• Plan ahead ensuring long term projects are not ignored and progressed in good time
• Plan and organise your workload each day/week effectively
• Apply a consistent level of self-discipline

Skills and attributes of a successful event co-ordinator

• Excellent organisational skills including time management
• Be approachable and show flexibility to the needs of your audience
• Knowledge and experience of the events industry reinforced by relevant event qualifications and/or training
• Be an excellent communicator in writing and verbal ensuring key stakeholders, colleagues, sponsors and suppliers are kept upto date and responded to promptly
• To be able to research the market for event viability
• Recognise the time and resources required to plan an effective event
• Awareness of the techniques required to understand the needs and expectations of your audience
• Be able to use effective Sales and Marketing Techniques to promote events
• Confident at attracting sponsorship to increase revenue and resources available
• Confident in negotiating with venues and suppliers to get the best value for money and maximise profitability
• Knowledge and experience of applying risk management strategies
• Be skilled in using different forms of media to raise awareness and promote your event with the aim of making the event a success
• Able to apply project management/event planning skills
• Understand how the latest technology can be used to improve the experience of your audience
• Awareness of learning styles and delivery methods to maintaining a high level of audience engagement and participation
• Having a head for the figures – being able to agree a budget, managing the costs and ensuring the event is profitable
• Able to make decisions and solving problems efficiently
• Have the ability to lead and manage people including the events team and suppliers/venues
• Be able to oversee the event on the day and put the fun factor into the event
• Be able to effectively evaluate and report back to key stakeholders on the outcomes of an event

Powerful Questions to ask Visitors on your Exhibition Stand

It is very important that you engage visitors on your exhibition stand promptly with questions that might start with:

• Who
• What
• Where
• When
• Why
• And How

These open questions will not only show interest in the person but also help you to qualify the visitor as a lead or not. These open questions will also help you understand more about their business and their level of responsibility for making a decision to purchase the service/product you are offering.

The initial open questions will help you to focus on the most important areas of interest to the visitor and therefore help you to be more specific about what is being offered to help them/their business. When asking open questions you should be able to get a feel for any issues/problems they are experiencing. This will then allow you to sell the benefits of your product/service to the visitor and potentially generate an order/agreement to contact them after the exhibition to discuss the solution in more detail before they make a commitment to buy.

Part of the process is educating the visitor to your product/service as well as developing the need to the visitor to what you are offering.

In asking questions it is important to get to know the person so you start the first steps in developing the relationship – after all People buy People.

When you are responding to their questions allow thinking time and keep your reasoning for the solution transparent otherwise you will find the visitor losing interest.

Managers Preparation for a Performance Appraisal Review

• Reference your notes relating to one to one meeting/mini-reviews/team meetings relevant to an individuals performance
• Collate information regarding business, team and individual performance objectives for the previous year and the forthcoming year(s). These might include Key Performance Indicators like sales and financial targets
• Consider how they have performed against any previous objectives set and how they have responded to coaching, training and support during this period
• Recognise significant achievements of the individual over and above their job description
• Review the job description to discuss with the individual to ensure it is upto date and relevant for the coming year
• Look at the changes that have taken place in the business, team and their role during the period and how they have responded to these changes
• For objectives for the coming year consider realistic/acheivable deadline dates for completion – these will need to be agreed with the individual
• Consider development needs including support, coaching and training to enable them to achieve these objectives for the coming year
• Ensure any issues around poor performance have been addressed promptly throughout the year and therefore avoiding any surprises in the performance appraisal review around poor performance
• Based on your discussions with the person consider their career aspirations and how you can help them to progress keeping in mind what is possible within your team/business and the risk of losing them to your competition. Consideration needs to be given to current and potential opportunities in the team/business so you manage their expectations. Funding and time required for training and development also need to be considered before the performance review so you are able to respond effectively to any questions by the individual
• Based on your observations are there any under utilised skills, knowledge and experience that could be used to the advantage of the business whilst stretching/challenging the person in the coming year?
• During the performance review are you expecting any potential objections/obstacles in the review meeting and how are you going to take these forward with the individual?
• Consider how you will establish rapport with the employee to put them at ease at the beginning of the performance appraisal review
• Plan out open questions to get them talking about their individual performance over the review period and their aspirations – remember they should be speaking more than you – it is all about them afterall!
• Allow the individual time for preparation, provide a copy of the previous performance objectives and ideally provide them with a number of key questions to enable them to prepare effectively for the performance appraisal review
• Ensure you have booked a suitable room for the performance appraisal review allowing adequate for the review – these can vary depending on the post/person from 30 – 90 minutes

Communicating with Confidence and Personal Impact

• Apply high levels of self-control and you feel confident inside in managing different situations
• During times of pressure or crisis you rarely need support to take control and resolve any issues
• You are able to accept responsibility when an error is made, move on and demonstrate a high level of self-awareness so you can reflect on any mistakes
• Be self-confident in being a problem solver with no/minimal supervisory/management input
• Be able to implement changes to minimise the risk of repetition of mistakes
• You challenge yourself and others when a blame approach is adopted showing respect in the process
• You support others to learn from their mistakes and not hold mistakes against them – recognising strengths and weaknesses in others
• Applying active listening skills allowing others to express their views and opinions before agreeing actions
• Responding to individual needs and managing expectations
• Taking risks and recognising when you need to discuss changes you’re your manager and those affected by change
• Positively develop strong working relationships
• Maintain a high degree of continuous professional development by always looking for ways to learn more and be more effective in your role
• Others look to you for strength in dealing with challenging situations

Characteristics of an effective team

• Clearly defined team objective’s providing a common sense of purpose in moving forward and shared commitments
• Deliverables to the team are clear and roles within the team are clearly defined to ensure there is no issues of conflict or confusion
• Team members understand individual team members roles and contributions
• Team is able to work across roles to ensure coverage and consistent high levels of performance
• Provision of adequate resources to achieve deliverables
• Effective leadership and management is applied consistently
• Trust, respect and confidence is evident throughout the team
• Team members recognise and value individual personal approaches including strengths and demonstrate respect of individual weaknesses
• The team members meet up regularly to review performance, team working and are open to areas of improvements.
• Individuals communication effectively on a regular basis in order to achieve team deliverables as well as sharing information and specialist knowledge to help make effective decisions quickly
• Helpful policies and procedures have been established to enable the team to perform and innovate when required
• The team are focused on delivery as well as quality through excellence
• A diverse mix of specialist skills, knowledge and experience to enable the team to deliver the key deliverables
• The team is focused in delivering excellence and quality

Benefits of Coaching/Mentoring

Improved business performance including:

• Increased sales, profit and productivity in the business
• Reduced overheads
• Better recruitment and retention rates
• Reduced attendance issues, disciplinary action and grievances being raised
• More inspired, motivated and engagement employees
• Higher levels of people development
• Greater talent management
• Improved succession planning

Being assertive and engaging to achieve better results

1. Being self-aware and how it impacts on your ability to engage with others – be aware of the personal preferences of your key stakeholders/people and how they see you – develop creditability
2. Use active listening skills without being defensive – ask open questions and identify opportunities to strengthen engagement and understand their position. Recognise their needs and look to address any concerns and/or issues with them to help improve engagement.
3. Get into the shoes of the other person(s) – why should they engage with you and what are the benefits for them? They are more likely to respond if you show empathy and understanding to their position. Moving forward will involve develop stronger levels of trust and confidence. If they make the connection between engagement and deliverables they are more likely to respond.
4. Consider how you create an environment where opportunities for meaningful input are voiced, taking forward suggestions and where this is not possible, to provide constructive feedback.
5. Consider the amount of effort required so you make the appropriate level of urgency to making the change/engagement happen and stick. This mean identify others who will help to increase levels of engagement and gain a high level of commitment. Consider if others can help in the process of engagement and spread the work involved. Keep in mind some members of your team might have issues that might need to be discussed so these don’t become barriers in the process.
6. Be aware of the support/help needed by those you wish to engage and how you and others can help them move forward.