What do you do if your innovative event ideas are met with resistance?

Always base your ideas on the real requirements of the market, clients and specific people. This gives credibility to your plans and gives confidence to decision makers.

Innovation means change, and change means introducing an unknown. Stakeholders are afraid of innovation for the same reason that we are afraid of the dark. Resistance is natural, so don't be hasty to dismiss a stakeholder's fears. Instead, prioritize communication. Be careful to listen to them, and do your best to demonstrate whether your plan keeps their goals in mind. You don't want your stakeholder to feel lost, forgotten, or afraid. Ultimately, you cannot steamroll them. If there is resistance, look for ways to compromise so that you can build trust. After demonstrating that your ideas can succeed, they will be more willing to follow you into the dark in the future.

This paragraph ends by reminding us what the goal is and that is to find a path forward that satisfies all. This is why it’s important to ask the right questions to understand concerns. Some of these concerns may be valid, some of these may be ill placed but these concerns may also reveal to you another situation you didn’t previously think about. You must therefore acknowledge concerns, and listen with an objective view. If you disagree at that point, present your reflections to allay the concerns if possible.

It's important to make brands understand that in today's competitive world, it's necessary to innovate in order to communicate with the target audience in a creative way. This involves breaking away from standard event formats. If you can show them that with these changes, the brand will stand out in the sector, you'll likely reach an agreement.

It’s important to gain a clear understanding of the concerns - which will sometimes involve learning more about the brand, the wider campaign, or other objectives. At that point it is often appropriate to refine the idea accordingly. However, the key is also knowing when to draw the line or push back if you believe the concept is being compromised. It might be tempting to reformat an idea to satisfy your client, but if that is going to result in the activation being less successful, the event producers may eventually suffer by association.

It's all about understanding the pain points of your clients and what they're looking to address with your services. Once you figure this out, you'll be an asset!

Para lidar com as preocupa??es dos interessados siga as etapas abaixo: Identifique as Preocupa??es: Saiba exatamente quais s?o as principais preocupa??es dos interessados. Adapte sua Proposta: Modifique sua proposta para abordar diretamente essas preocupa??es. Destaque Benefícios Relevantes: Enfatize os benefícios específicos que mais importam para os interessados. Use Evidências e Dados: Apoie suas afirma??es com dados concretos e evidências. Antecipe Objec??es: Considere possíveis obje??es e prepare respostas persuasivas. Crie uma Apresenta??o Clara e Concisa: Organize sua apresenta??o de forma clara e focada nos benefícios. Pratique: Treine sua apresenta??o para transmiti-la de forma impactante e persuasiva.

Proposed ideas that you come up with in any creative endeavor must line up with client KPIs, objectives, and the overall goals of the event. I’ve always believed in listening THROUGH the client instead of TO the client, and aligning strategies to goals rather than to any prescribed direction for the most creative solutioning. Demonstrating evidence or similar case studies can provide a bit of validation and ensure confidence in the direction.

Para apresentar evidências que fortale?am a viabilidade das suas ideias inovadoras, fa?a o seguinte: Pesquise Exemplos de Sucesso: Encontre eventos similares bem-sucedidos para embasar sua proposta. Colete Depoimentos e Dados: Obtenha depoimentos de especialistas e utilize dados estatísticos relevantes. Destaque Tendências Atuais: Mostre como sua ideia se alinha com as tendências atuais. Descreva Benefícios Concretos: Apresente benefícios tangíveis, como aumento de receitas ou reconhecimento de marca. Prepare uma Apresenta??o Impactante: Organize suas evidências de forma clara e use recursos visuais para ilustrar seus pontos.

Innovation, if it does not serve the needs and goals of the narrative, and contribute to achieving the goals of the client, should be considered with care. Innovative ideas are often forced into an event because of the cool factor, but do nothing to strengthen the story or message. Events exist for a purpose, and if you align your innovation directly to the needs of the event, the voice of the customer, and the needs of the audience, resistance will dissolve. The experience must be enhanced by the idea, not distracted. A team will find the budget to make something happen if they believe it unfailingly serves the experience and story.

Para conduzir um piloto da sua ideia de evento em menor escala: Defina o Escopo: Estabele?a objetivos claros e critérios de sucesso. Identifique Recursos Necessários: Liste o que será preciso em termos de equipe, financiamento e materiais. Escolha um Grupo de Teste: Selecione um grupo representativo do público-alvo. Planeje e Execute: Desenvolva um plano detalhado e execute o piloto conforme planejado. Analise os Resultados: Avalie os dados e feedback obtidos durante o piloto. Prepare um Relatório ou Apresenta??o: Compile os resultados de forma clara e concisa. Compartilhe e Solicite Feedback: Apresente os resultados aos interessados e discuta os próximos passos com base no feedback recebido.

Para construir alian?as com influenciadores ou tomadores de decis?o: Identifique os indivíduos abertos à inova??o na organiza??o. Aborde-os de forma estratégica, destacando os benefícios das suas ideias. Desenvolva relacionamentos sólidos e demonstre interesse genuíno nas suas perspectivas. Apresente evidências e argumentos convincentes para ganhar o apoio deles. Trabalhe em conjunto para desenvolver e promover suas ideias dentro da organiza??o. Enfim, construir alian?as com defensores pode ajudar a ganhar influência e superar resistências às suas propostas.

I would add to this, building alliances with folks who are not at the table. Is the event idea is missing key perspective? Are enough and a wide variety of voices weighing in on the matter? Sometimes the key is not laying in what you are doing but who is apart of the strategy.

Data, data , data! There must be a reason you want your event to happen and the data will give you that reason. Data is logical and practical and is very hard to debate! Gathering data from different sources - surveys, reports, feedback - can give you a foundation from which to create your event and the solid reasoning as to why it’s needed. 1)Present it in a visually appealing way 2) Simplify the body of data that supports your argument 3) Summarise your key points and create a narrative that states exactly why your event is necessary.