Future of conferences, workshops and seminars - keynote for 4,500 people (MPI)

Outline of opening keynote to 4,500 people at MPI conference in Las Vegas by Dr Patrick Dixon.

Slides of MPI keynote and video

Future of corporate events, conferences, workshops and seminars. How the conference world will change. Impact of new technologies, increasing globalization, economic instability and growing concerns about carbon footprints / climate change.

Corporate event management is about to experience a revolution which presents exciting opportunities but also many significant dangers. Event organizers will be at the cutting edge of corporate transformation – and the faster things change, the more central your role will become. So when we look back in 2020, who turned out to be the bright stars of the future, who re-invented the industry, and why?

One of the greatest risks in any organization is institutional blindness – when we lose perspective about things which are obvious to those outside our team, corporation or industry. Risk of institutional blindness amongst professional event organizers, at a time of rapid global transformation. Correcting institutional blindness, giving a wider picture, is a vital part of every corporate gathering.

Meeting professionals and learning departments – opportunities for closer collaboration or even fusion into one-stop shops for ultimate learning experiences. How greatest opportunities in future will often come by far closer creative partnerships. Opportunties for outsourcing – but dangers also in outsourcing corporate thinking and strategy development – because so influenced by forum / event management / intellectual capital.

Why most conference formats are still stuck in a late-twentieth century time-warp. What has really changed in the last 15 years apart from Powerpoint replacing 35mm slides - and a few more videos? Corporate events can be the most powerful and time-effective drivers of business success - but can also be the greatest wasters of time and energy. So what does a third millennial corporate conferencing industry look like, in a world increasingly driven by time-pressures, online communities and networks, where attentions span is measured in seconds and multi-tasking in meetings is normal.


Why corporations are going to be far more sensitive about the “total opportunity cost” of meetings than in the past. Growing need to prove tangible value, measurable benefits to individual executives and the whole organization. Need for sharper definition of meeting purpose, clearer aims and objectives, and why organizations will be under pressure to achieve multiple objectives during the same time-frame eg client events scheduled alongside internal meetings.

Why audience experience is even more critical in an increasingly virtual world where delegates really want to breath the same air, feel, touch, engage and be changed. We should be thinking about “theatre”, while most conferences have more in common with classroom, lecture or (badly made) TV program. (More on this later).

Life’s too short to waste on things that don’t matter, that we are not passionate about. Why the future of conferencing is about emotion: engaging with issues that are of immense significance to participants, things they really care about.

Ideas can be read about, researched, Googled and the rest – but we are about changing people’s minds and how they feel – which is entirely different. Gather people together for a life-changing experience, not to force-feed their minds with data sheets and graphs.

Does it really matter to me? Simple test for every speaker and every part of every presentation. Am I really passionate about this? If not, dump the slide and move on. Don’t expect the audience to care either and why waste their time, they can get it all online.

Why tribalism is vital to business success and every event builds a tribe: every brand is a tribe, every team creates a new tribe, every customer group is a tribe and every corporation is a tribe of tribes. The reason most mergers destroy shareholder value is that the Excell spreadsheet numbers stacked up fine but the tribes did not. The stronger your tribe, the stronger your business will be – customer loyalty, staff loyalty, war for talent. Conferences are one of the most effective strategies for building tribal identity, and tribal gatherings will be vitally important in future. Five ways to turn your events into more effective tribe builders.

Using virtual teams and websites to prepare participants for an event, shape future events with participant input, and deliver stronger results.

Key question: who is making the decisions about who attends your meetings? If people were given a totally free choice, would they chose to attend at all, and if so, for how long? Are they attending entirely as a free choice or to be seen, to get on, to play their cards right?

Work-life balance impact on conference planning. How career objectives are changing and why work-life balance is now number one or two career priority. How conference organizers have often failed to keep pace with growing angst over time away from home. What it all means for program design, location, length, timing of start and weekend travel.

Third millennial clients events – new shapes and strategies for new situations. Expect growing demand for premium client events, positioning corporation as thought-leader rather than merely as a smart organization with great products or services. Ever greater search for out-of-conference client experiences – risks and opportunities. Culture – but whose culture? One person’s heavenly experience is another person’s discomfort – or even embarrassment. Challenges with after dinner speakers, comedians (big risks), and conflict with other needs – enough time to talk at dinner to other guests. Opportunities for community experiences – eg table magic, busking musicians, roving entertainers…. May be great venue but 25 minutes each way in a coach?? Beautiful setting but pity the weather was so cold for outdoors reception – backup plan?

Difference between excellent event and truly world class is the elusive 0.5%. Expect huge efforts to discover a new formula – which will be difficult since part of the secret is constant innovation, creativity, the elusive element of surprise, the ability to outshine an audience’s expectations.

Why the details really matter: eg name badges too small or too low to be read from two metres away, hotel check-in with room details already printed and keys in envelopes, enough serving points for rapid coffee breaks to actually happen, free internet high speed wireless networking for all participants in all areas including hotel rooms (life’s too short), dinner tables that are not too large and round (ever tried talking to someone other than on immediate left or right – long thin tables win every time), name boards in front of participants on tables that are large enough to be read from a long distance away, very brief pre-reading – who really bothers when faced with going to bed at 3am on last night at home for a week?

From Lecture to theatre: why performance will be everything. Lectures are about imparting data but computers do that faster at home. Theatre is about engaging in a community experience, about changing how people feel as well as how they think. Lectures can be watched at home, TV programmes on a mobile on a train, but theatre requires total presence and demands audience commitment. People don’t drift into a performance late, nor rush out to take a call, nor do e-mails at the same time.

So what does it mean to create theatre out of a lecture? Lessons from theatre are many – but almost totally ignored by event organizers and presenters.

Seating is critical. Just think how much people will pay to be 5 rows nearer the action. Round tables are great for group work but almost useless for theatre. Raised seating can work wonders, theatre in the round or why not use a real theatre rather than try to create one in an old aircraft hanger or exhibition hall. Lighting is everything. Poor lighting means a disastrous show. Brilliant lighting engages and holds attention. Lighting creates atmosphere, tension, expectation, mood and focuses where the audience looks. Most hotel ballrooms are entirely unsuited to third millennial events – lighting is just one of their drawbacks. Movement creates an irresistible force – it is almost impossible to keep looking at a performer who is motionless, if another performer is moving rapidly across the stage. Staging – just look at the trouble rock concert organizers go to with stage extensions, and creative postioning, to allow performers to move right into an audience. Intimacy is created when a performer turns to address the audience directly – seen most powerfully in solo stage performances of plays.

All of these things can be developed at relatively low cost in medium and large sized venues. Turning lectures into theatre enhances the power of every idea, increases speed of understanding, assists memory, is interesting and entertaining. It requires joint planning by event creators, event designers, the performer (presenter) and the entire technical team.

The most important thing of all: informal networking. Then there is the most important part of conferencing which is not what goes on in sessions, but in informal meetings during every unstructured moment. How do we push this kind of activity up a level? Importance of virtual or physical message boards. Opportunities to integrate with what people already use eg SMS and mobile phones. Match-making with table or seat pre-allocations – when and where to do this.

Culture, language and jet lag. Radical approaches needed to biggest unsolved challenge for global teams: daylight. Issues in video conferencing, and short conference meetings. Need for creative timing of sessions – for example starting afternoon and ending at night if fits better with most body clocks. Form of torture is sleep deprivation in a prison cell. Variation on this is sleep deprivation in an important meeting. What language are you using, English? International English or American or British or Australian English (it really matters). What speed? Who is really going to take the translation (pride issues). How many languages are we using for the slides on screen?

Virtual conferences – how to make them happen better. Despite premium for breathing same air, expect more events to have virtual audiences grouped around a physical event. How to make video work for you. The most important rule is audience engagement and

The greatest tool is….. eye contact. 20 second demo in meetings – get everyone to turn to neighbor and talk about what they usually eat for breakfast – with no eye contact – look only at hair line…. Or eyebrows. It is a disturbing and strange experience. Welcome to video conferencing – screen in one place, camera above, no true eye contact in most cases. Same in video links with corporate events – watch audience light up when the speaker for a few moments turns direct to camera and talks to a remote site directly, returning to do the same regularly. (demonstrate this in my presentation – few seconds to do)

Second rule: pay attention to audience and speaker dynamics. If a speaker would usually pace the stage, don’t videolink them in sitting at a table in front of a microphone. Even better, display behind them an identical set to the one we would see on a huge screen if they were standing in front of us in the flesh right now. (demonstrate this in my presentation – few seconds to do).

Economic and environmental worries - impact on conferencing: Impact of economic instability – more short-termism in conference cycle management. Oil prices, dollar – euro and other issues likely to impact global conference planning. Why environmental decisions about your next events will be driven by emotion rather than science (which only gives us a range of guesses about life in 50 years time). Working out carbon-impact of your next event and why it really matters. How to future-proof your events from environmental critics. How some corporations will significantly alter pattern of corporate travel with new restrictions which will impact events. Carbon trading and offsetting – how it works, why it will be increasingly controversial (because of some rogue schemes) and why despite this it will become a key part of conference planning.

Emerging markets – the next big think in conferencing – obsessions by many corporate, opportunities for interesting and exotic new conference locations. Discovery programmes – total immersion in new experiences, kinds of organization, culture as tools for new learning and insight.

And finally – winning the war for talent – attracting next generation of high-flying, radical, creative thinkers with passion for excellence and world-class ability to make great things happen. The secret is purpose and the hunger to find it at work (surveys). It is not enough to pay more. Offering a better work-life balance is also not enough (though without it the best talent will often walk away). When people see that you are making a difference, that the world changes because of what you do, that lives are touched, careers energized, life-ambitions fulfilled, that organizations are transformed for the better and that people are empowered to take hold of their own future… then you will find you have the pick of the talent.

Take hold of your future events- or the events will take hold of you.

This is an extraordinary time to be alive – and through our events we are privileged to be guides to those who attend, as they seek answers for their own futures.

Women consumers rule - female customer trends

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Motivation at Work - how to increase workplace motivation

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Toxic Testosterone Culture - Why women leave business -

Toxic testosterone culture. Glass ceiling, career promotion and career blockage. Gender inequality, gender discrimination and improving workplace diversity. College performance, employers, recruitment. War for talent. Why women are most of best talent at junior management, but poor representation at senior management. Incompetent men eliminate women from workplace -- male culture, macho, sexist humour, non flexible working, no career breaks, no flexitime, no child care, no understanding of work-life balance and family issues including caring for elderly relatives as well as young children at home. Steps corporations can take to improve diversity, win war for talent, become employer of choice, improve staff morale, staff retention, motivation and workplace productivity. Female talent losses reduce competitive advantage in long term. Stress at work. Changing working practices, innovation and use of virtual working, virtual teams and creation of virtual organisations. Promotion of part-time work and flexible working hours. Career break allowances and gap years. Parenting leave. Video by keynote conference speaker Dr Patrick Dixon, Futurist and author of 12 books on global trends including Futurewise and Building a Better Business. Women, female, workplace, diversity, gender inequality, glass ceiling, career, war for talent, leadership, motivation, career planning, virtual working, retention, productivity, flexible, work, business, male, culture
Women, female, workplace, diversity, gender inequality, glass ceiling, career, war for talent, leadership, motivation, career planning, virtual working, retention, productivity, flexible, work, business, male, culture

Why teaching is such an important calling

All education has values. But often those values are hidden. Preparing students for future life. Motivation, leadership, purpose, meaning, spirituality, what people want out of life, personal fulfilment and happiness. Definition of real success. How do we measure student success. More than wealth and "achievement". Success in private life -- family, marriage, children, friendship, inner contentment. Helping students connect with their own passion to make a difference. Why young adults are rejecting work patterns of older generation. Rise of concern about getting a life, work-life balance. Career ambitions and life goals changing -- impact on education. Volunteering is booming, why volunteer work is sign of future. Why teaching is a noble calling. Importance of teaching. Video on future of education, high schools, colleges, universities, curriculum, trends, syllabus, exams, assessments, business schools, MBAs, degree courses - by Dr Patrick Dixon, Futurist conference keynote speaker for NAIS.

Globalisation -- educating students for a global future

Most colleges and high schools teach a narrow view of world. Globalisation of economy, job market, outsourcing, impact of mobility of workforce. Preparing students for virtual offices, teams and corporations. Pressures on personal lives and work life balance from international travel. Teaching third millennial skills for virtual communication and virtual team leadership, motivation and winning the war for talent. Increasing productivity. Video on future of education, high schools, colleges, universities, curriculum, trends, syllabus, exams, assessments, business schools, MBAs, degree courses - by Dr Patrick Dixon, Futurist conference keynote speaker for NAIS.

Work - life balance in emerging economies v America and EU

How work-life balance issue is changing as workers become wealthier through more than one generation. What people want from workplace. Soft issues and emotional intelligence. Purpose, meaning and motivation at work. Connecting with corporate vision and mission. Conference keynote speaker and Futurist Dr Patrick Dixon.

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Work - life balance now priority for majority of executives in many nations. How to get better balance in personal and family life. Children and parents. Friends and career direction. Job choices, workplace motivation and winning war for talent. Attracting and keeping best people. Part-time working and gender equality. Feminisation of workplace. Women outperforming men and business school, college and junior management. Macho office culture. Human resources and personnel issues. Employment law and legislation. Insensitivity and lack of emotional intelligence. Promotion of incompetent male workers.

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Motivation at work. People don't get passionate about shareholder value or business profits or excel spreadsheets. They get passionate and motivated about challenge, great teams, vision, important goals, having fun, about family and friends, about the community and world they live in. Connect with passion and you will motivate teams to change organisation, business and world. Work-life balance, family, children. Conference keynote speaker and Futurist Dr Patrick Dixon. Business productivity and motivating teams. Team leadership, targets, bottom line profit, increasing shareholder value. CEO speeches, annual general meetings. Publicly listed corporations. Attracting talent, retaining talent, winning the war for talent. Human resources and making a difference. Why workplace motivation depends on corporate vision, workplace passion and clear purpose. Connectedness and engagement at work. Business priorities, strategy and objectives must connect with individual passion - key to business success.

Motivation, leadership business change management business

Enjoy more than 100 of my videos. Over 60,000 views already on my video about how to make things happen. Connect with passion. Managing uncertainty with rapid change. Leadership styles. Why people get out of bed in the morning. How to motivate teams at work to do great things. Business management. Secret of leadership and ultimate leadership speech. Business ethics and values in corporations. Secrets of business success and increased productivity. Cutting costs. Increasing output. Adding shareholder value. Sustainable business success. Work life balance and lessons from non profits / volunteering. Why building a better world is such a powerful motivation. Lecture by Dr Patrick Dixon for MTN, author of Building a Better Business, Futurewise and conference speaker.Motivation at work. Leadership. Leadership purpose, aims, strategy and objectives. Profits and profitability. Motivation to succeed and secrets of business success. Productivity and efficiency key. Workplace morale. Team dynamics and leadership styles. Business mission and vision. Business values and office culture.

Motivation

Motivation - The Reason for the Crisis

Surveys show there's a huge crisis of motivation in most large corporations, which is why they continue to spend billions of dollars each year on motivation courses, training in motivation, meetings to boost motivation, incentives to strengthen motivation, meetings to analyse problems in workforce motivation, tools to measure motivation, mission statements and so on. Problems in recruitment, productivity and retention, problems of commitment to teams and corporate agendas.

But the motivation gap is fundamental. People are passionate - but mainly about life outside of work. Indeed the very phrase "work-life balance" tells us that most people think that work is the opposite of life. So how did we get to be in such a motivational crisis?

Motivation has moved on and left most corporations behind

One thing is clear: motivation is changing. Just look at the current obsession with work-life balance, which is now a powerful force in every corporation, number one or two career priority for the majority of executives in the US, UK and Japan. Forget the old days when ambition meant rushing up the career ladder. Today the great dual ambition is to have a satisfying job and a fulfilling personal life.

Or take the growing motivation for community action: 60% of all US workers give time each year to work for causes they passionately believe in. The average time gift is 200 hours. If each hour given by a US citizen was charged out at the average industrial wage, you would be talking about an industry as large as 4.5% of GDP or 12% of the Federal budget.

And other countries are similar, whether people are rich or poor, in Western Europe or East Africa Despite all the gloomy pundits some years back, community motivation remains very much alive. But these motivation changes are rarely reflected in corporate policy - or if they are, in a very superficial way. That's because CEOs and senior teams are still over-influenced by last-century management ideology about efficiency, bottom-line profit, shareholder value, return on equity and other motivation - killing fixations.

Management Gurus – high priests of confusion ?

You’ll find that management theory is still mainly built on two things: psycho-theories from one or two centuries ago and also case histories of organisations. Both are rooted in the past, can be based on subjective interpretations of data, and rarely concentrate on motivation. Case histories rapidly date as our world changes – just look at old business books and count the case examples of companies that now don’t even exist, or are basket cases, or riddled with recent scandal - and the old psycho-theories raise many questions. Life in the third millennium has moved on a long way from unproveable nineteenth century introspections about unconscious motives and desires.

You’ll find great business ideas formed often many decades ago about the nature of organizations, team management, excellence at work and the rest. All vital and important things without which no business can survive, but very little that grabs you by the throat when it comes to passion, commitment and motivation.

Hey – if there was, we wouldn’t all be in this mess.

Without management experts we would all be the poorer, with lower productivity, inefficient structures, bad organizations and wasted resources. However it is a historical fact that management fads come and go faster than ever – often in less than a decade - leaving tens of thousands bruised, bashed and confused by each one that sweeps into their organization. You just have to look at a list of business titles published over the last five decades to see that. And these fads actually undermine motivation.

Bashed by all the latest fads

Core competencies, empowerment, balanced scorecard, adhocracy, action learning, 360 degree appraisals, the learning organization, career anchors, champions, decentralization, vertical integration, quality management, re-engineering, down-sizing, psychological contract, mission statement, portfolio working, management by objectives, managerial hierarchies, just-in-time, lateral thinking, emotional intelligence and work/life balance.

First are four top turn-of-the-century gurus: Peter Drucker, Tom Peters, Michael Porter and Gary Hamil. Each has had a huge impact on business thinking today but are not so strong on motivation..

Between them these giants of corporate thinking have contributed a huge amount to corporate efficiency, productivity and effectiveness, generating wealth for millions, contributing to the economy and to society.

What about passion for living?

Great leaders, great visionaries, passionate about their messages – but what do they tell us more generally about human passion for life?
What do they tell us about why people act as they do? The choices they make? The things they feel strongly about? The culture we live in and the changing lifestyles choices people are making?

Of course, all of them have addressed every topic under the sun at one time or another on platforms or in writings, but what happens when you look at the main thrust of their influence?

Peter Drucker

The problem is that Drucker says everything about managing a corporation but far less that captivates the human spirit. Almost nothing about managing personal life as a whole – or about work / life balance or broader motivation issues.

Tom Peters

Tom Peters talks of excellence in companies, and also talks about passion in leadership but says almost nothing about excellence of personal quality of life, why personal commitment to workplace goals is falling and why for most people, their strongest sense of motivation is for the work they are not paid to do, the things they do outside of work, simply because they believe those things are worthwhile.

Michael Porter

Michael Porter talks of being competitive, but people are more than links in a value chain. He has a good understanding of company survival, but a relatively poor understanding of personal survival and of what people are looking for in life. Motivation is hardly at the heart of what he writes or says.

Core competency has become a widely accepted concept, encouraging corporations to focus on strengths. However, finding a company’s core competency, or even changing future corporate history does nothing to motivate me to get out of bed in the morning.

The world’s leading management gurus, on whom hundreds of thousands of management consultants base their work, are relatively silent when it comes to motivation, and are nowhere when it comes to finding one single unifying factor that drives all human action.

And we find the same when we review dozens of other widely respected gurus of management theory. Here are a few more popular buzz-words:

Actions are not the same as understanding passion that drives these actions. Strategy does not necessarily provoke personal motivation. Leadership can encourage motivation but only if it understands what makes people passionate. What's the point of a balanced team if people can’t care less? Leaders doing the right thing is often not the same as having a fired-up workforce. Passion is based on more than mere ideas. Since when did anyone at work get really get excited about a structure? Quality of products and services is hardly the core motivation for individual life, for what we do or what we buy. Re-engineering of the corporation is not the same as re-engineering people’s motivation. Objectives do not provide people with meaning and ultimate sense of purpose. Team psychology is almost irrelevant to question of personal passion and aims in life. “Company-wide quality management” is not the same as connecting with what people feel strongly about. Global branding does nothing to motivate. There is more to motivating people than having great style.

Most recognised authorities on management score low on motivation with the exception of Charles Handy, Edward Schein, Elton Mayo, Elspeth Ross Kanter, and Douglas MacGregor. And most of those who scored high are dead, or retired, and most of their works were published decades ago.

Why corporations have been given such a narrow view of motivation

Why the problem? Well one obvious reason is that he who pays the piper calls the tune and management consultants by definition are asked in by corporations to improve their bottom line profitability, not to massage the inner needs and motivation of their employees, except as a profit-enhancing exercise.

So its hardly suprising that we get on the whole a very narrow view.

One thing is clear: there is one mega black-hole of fresh thinking about motivation, about what really makes people tick, about why people act as they do.

Harness all the passions people have and they will follow you to the ends of the earth.

Motivation