Egan’s Entries On Exhibits & Events
It would be fantastic if, from the outset of planning for a trade show or event, you knew exactly what your objectives were. But that’s not always the case. Marketing has their priorities, as does sales. And what about management? Might they have their own ideas about what this show or event is supposed to accomplish? Some of these objectives may be openly stated and universally agreed to, while others may be less clear—even concealed.
The best possible outcome would be if all these priorities were in harmony, but there are times when each department has its own diverging needs and wants, which can create conflict. That leaves you stuck between a rock and a hard place, forced to serve two (or more) masters. What do you do?
In part, your reaction will depend on how hotly the flames of discord are burning. If the issues in conflict are minor, you may only need to allow each party to air its side of the story, and allow the players to find their own mutually agreeable solution. If those involved are deeply passionate about their perspectives, and the gulf between them seemingly insurmountable, you may be required to do more to bring about a peaceful and productive resolution.
Since the ultimate success of the show or event rests on your shoulders (after all, the buck does stop with you), it’s your responsibility to bring the sparring sides together so they can each agree on the metrics by which the production’s success will be measured. For this to happen, each stakeholder may need to give some ground in order for the highest good to prevail. Like it or not, you may need to take on the role of ship’s counselor to ensure the parties involved can make peace and find common ground.
Here are five ways for you to help your disputing departments come to the table and, ultimately, come to agreement:
1. Take a step back:
This isn’t a war; it’s a disagreement. The tempers of those involved may be turbulent, but don’t allow the situation to escalate. Instead, try to position yourself as a dispassionate, “invisible” observer. From this perspective, you can analyze not just what the parties disagree about, but ideally why there’s disagreement. Your best contribution to this situation is your level headedness.
2. Demonstrate that you understand the views of all parties:
No matter how difficult it may be, doing your best to understand where each side is coming from, and showing the people involved that you are attempting to understand them, are both important factors in diffusing the conflict. Empathy is your best position, and will show your fellow workers (and perhaps management, as well) that your goal is to see this dispute successfully resolved, while respecting the wants and needs of all concerned.
3. Explain your own needs:
Don’t allow the show or event to be hijacked by the conflict. No one wins if the message is disjointed or diffused by too many chefs in the kitchen. This is your specialty, so assert those things you know are true: what works and what doesn’t on the show floor, or during the event. Allow others their input, but filter it through your own knowledge and experience.
4. Look for the light at the end of the tunnel:
Clashes are inevitable. If they’re not expressed and worked through, the problems may surface in uglier, subtler and more indirect ways later on (and you don’t need conflict during the event or show). Speak directly to the areas in dispute. Ask the involved parties if the issues can be dealt with, now that they’re on the table. Can important decisions be made with all sides in agreement? Can the players come together and rally around the ideal outcome (which may have evolved dramatically from what was originally under consideration)?
5. Create a solution everyone can agree to:
If you’ve taken the preceding steps, this is the time to find a solution and move on. Having aired each side’s concerns, hopefully the conflict has been deflated and each party can go forward, feeling their needs have been considered and that they’ve been treated fairly.
This isn’t what you thought your job description entailed, is it? But it’s crucial to succeed at this task in order to do those things that are in your job description. Those with a stake in this conflict may find different stages of this process more challenging than others. Some will find it harder to speak up, while others will have difficulty empathizing with others. Your capacity to carry out this operation will diplomacy and skill will enable you to produce the show or event you’ve been charged with carrying out, with the support of all the parties involved.
Have you lived through an experience like this? What did you learn? How did things turn out? Share your stories with your colleagues by leaving a comment here. I look forward to finding out how you negotiated the conflicting priorities among your company’s departments and, hopefully, how you shepherded your colleagues to a win/win outcome.
Dave Egan is the head writer at Writers Direct Group. Contact him at 877-7 GET-WDG or Dave@WritersDirectGroup.com
