How do you organize events with multiple stakeholders?

Stakeholder identification is crucial for curating successful events as well as being responsive to changing stakeholder dynamics. Event's struggle when they have misidentified (e.g. overlooked or incorrect) their stakeholders. For example, sponsors are key stakeholders, let's say following your analysis for a launch event, you see little interest in some sponsor categories or surprising interest from others. You need to re-evaluate the facts: location, attendees, content, speakers, etc. and understand the cause as these variable affect sponsorship. By understanding your stakeholders interest, you can ensure you are correctly positioning your event and meet your business goals. You may event uncover untapped markets or sources of revenue.

Another thing to keep in mind, is the way our blind-spots shape who we define as a stakeholder. At each step of the planning process it can be useful to ask who else should be at the table either as a participant in the final event, or as part of the planning process. This leaves space for the planning to open and change to meet the needs of stakeholders who may otherwise be left out or marginalized.

Organizing an event with multiple stakeholders requires superb communication, management, and logistical skills. So many moving pieces require attention to detail, ensuring the event flows seamlessly.

L'identification des parties prenantes est probablement l'étape la plus importante. Car, comme dans bon nombre de domaines, cela permet, quand c'est bien fait, d'avoir une organisation fluide et facile avec chacun des intéressés. Lorsque cette identification est mal faite, elle occasionne bon nombre de problèmes comme la gestion du budget événement face aux imprévus, etc...

Make a comprehensive list of all individuals, groups, or organizations that have a vested interest or involvement in the event. Categorize stakeholders based on their level of influence, interest, and impact on the event. Consider both internal stakeholders (e.g., team members, sponsors, employees) and external stakeholders (e.g., clients, vendors, local authorities).

Foster open communication channels with all stakeholders throughout the planning process. Hold regular meetings, both formal and informal, to provide updates, gather feedback, and address concerns. Utilize collaboration tools and platforms to streamline communication and document sharing.

I find it useful in the planning phase to phrase the objective as a question - "How might we . . ." For the event planning team this sets us up to think creatively but still have a clear and focused goal. Example: Our objective is to host a stakeholder meeting to discuss upcoming grants we may want to apply for as a coalition. To phrase as a question: How might we bring together interested community organizations to find alignment amongst our missions, values, and capacities to seek out funding as a coalition?

Managing the risks along with communication is key - knowing where there may be challenges, blind spots, and cushioning time for unforeseen circumstances. Having weekly structured meetings with goals and objectives followed by written communications along with assignments helps keep the timeline moving and everyone aware of where we are at in the planning process.

Getting the right folks in a meeting pre-event is very important. Your C-suite and VPs for instance. They aren't always on the same page. Getting them together to discuss specific event content will give them an opportunity to get on the same page, discuss what their presentation plans are so messages are aligned, compare metrics for consistency in messages and give each other important feedback needed before they step out onto the big stage.

Risk management for speaker changes needs preparation and adaptability. The best event managers can deal with last minute changes smoothly. E.g. Presenter drop out before event: Request recording of their presentation. Whereas, day of: Do an impromptu break or networking activity. Panel moderator drop out: Be up-to-date on discussion and moderate yourself. Panelist drop out: Overbook your panels, for example a 30min panel would suit 3 panelists. I would confirm 4 or 5 experts to ensure even if i had a 40%-50% drop out rate (2 speakers), therefore there would still be enough to have a fireside chat or the perfect size panel.

Evaluation and follow-up after an event are vital for your event and company's growth. Feedback allows you to gain insight in the attendee experience and what to avoid in future events. Many times after an event (myself included) you may be reluctant to see the feedback from attendees. However, the most useful information is the critical feedback which keeps events improving and impressing year after year. Having post-conference or debrief meetings with your stakeholders will allow you to share ideas and strategies for the next event you or your company will host.