Roanoke Times
Copyright (c) 1995, Landmark Communications, Inc.
DATE: SUNDAY, December 11, 1994 TAG: 9412140006
SECTION: BUSINESS PAGE: F3 EDITION: METRO
SOURCE: CAMILLE WRIGHT MILLER
DATELINE: LENGTH: Medium
A: Melinda Cox, director for the Center for Community Education and Special Events at Roanoke College, counsels event planners to learn from mistakes. To that end, hold a post-mortem with your staff and identify everything that went wrong - and why.
Post-mortems address issues that stem from time-line problems, use of resources, planning, communication problems, territoriality, team makeup, chain of command problems, etc. Use this information to construct a how-to-do-it-better chart for future events.
Cox finds it's important to both visualize and map events to make sure every detail is addressed. Visualize walking through the event: Is the traffic pattern optimal? Have you provided for every conceivable problem or emergency? Have you created an excellent first impression for those who are being honored? Mentally walking through the event several times will help you to troubleshoot.
Cox believes in adequate lead-time for event planning. She finds that the ``mistake most people make is in the time line. A year for planning is adequate, six months is the minimum.'' Before drawing your time line, Cox adds, you need to ``be clear on the mission of the event as it relates to your company and the client group - what do you want to achieve? If you're clear on the mission, many decisions are easily made, because you know what must be accomplished.''
Once you've made the mission clear, identify all components that need to be handled. The list is extensive and hinges on the budget allocated for the event. Budget and time-line items to be addressed include location, food and drink, entertainment, invitations, flowers, linen selection, table size and seating arrangements, guest speakers, proper seating of the head table, photographers and place cards.
For help, Cox recommends ``Letitia Baldrige's Complete Guide to Executive Manners'' (1985, Macmillan) as well as independent planners or consultants. If you hire a professional, spend time making sure the individual understands your mission, your goals, your budget and your organization's image.
Finally, Cox suggests that you devote a great deal of effort to ``managing the minor details as well as the complex. Little details flow together and add to the overall successful plan.'' Most importantly, keep your mission in mind.
Q: I've been promoted to management. I need feedback before the annual evaluation.
A: If your supervisor doesn't evaluate on a continual basis, ask for a meeting at the end of each quarter and ask how you're doing.
In addition, conduct a self-evaluation. Bil and Cher Holton, in ``The Manager's Short Course'' (1992, John Wiley & Sons), have compiled a list of managerial characteristics. The inventory is extensive and comprehensive.
Make a list of the following skills: handles variety of tasks, resolves problems, makes good use of resources, verbal communication, written communication, plans and organizes work, manages time, anticipates problems, sets realistic goals, works within budget guidelines.
Continue with: listens to others, resolves conflict, demonstrates persuasiveness, makes decisions, demonstrates creativity, delegates, accepts responsibility, conducts meetings, understands organizational politics, manages multiple priorities, keeps supervisor informed, takes risks, and motivates others.
Additional skills to be listed are: takes initiative, uses facts and figures, supervises others, handles stress, makes formal presentations, analyzes data, flexible and adaptable, applies past experience, makes sound judgments, stays current in profession, clarifies expectations, encourages cooperation, is open to criticism.
More skills: sees big picture, plans well strategically, plans well tactically, gives constructive feedback, deals easily with complexity, uses common sense, promotes quality, respects individual differences, sets high standards, advocates teamwork, challenges tradition, defends policy, provides customer service.
Add to the list if there are other skills your organization values.
For each characteristic, check off columns for ``use this currently,'' ``have used this previously'' or ``have never used.'' Create a fourth column for self-assessment; rate your performance on a scale of 1 to 5 with 5 as outstanding and 1 as weak for each skill.
Review your skills inventory often. Between supervisory meetings and your self-assessment, you'll know where improvements are needed. By the time your annual evaluation is due, you'll have a clear picture of where you stand. You can also impress your supervisor by noting areas you have targeted for improvement.
by CNB