The Conference Commando

I have just returned from a fantastic, if exhausting, weekend at the Annual Convention of the Professional Speakers Association, where I was honoured to be elected to the Board.

This was my third such convention and, by far, the most valuable. For many small businesses, the investment in such events, both in time and financially, prompts a lot of thought about where the value lies and whether it is worth their while attending. This weekend will see a return of several times my investment should I follow through with a number of the connections made. That's what I call a 'no-brainer'!

That has not, however, been the case before. Previous conventions, while enjoyable, have not necessarily produced similar results.

At my first convention, three years ago, I learnt a lot, an incredible amount. I wrote pages and pages.....and pages.... of notes from the excellent speakers and focused workshops. Over the weekend I came up with idea after idea after idea which could transform my business.

And I put none of them into action.

The simple fact is that I learnt too much. I didn't have a plan to put the ideas learnt into action, hadn't put the time aside to review my notes and implement key thoughts, I failed to allow for follow-up. One of my contacts took the following week off just to go through her notes and ideas and look at her business, how many of us can add this to the time already invested?

Wary of this problem the following year, I was too resistant to new ideas and didn't really understand what I was going to get from the convention. I didn't really understand why I was going and got exactly what I planned for from it...nothing.

As a result of that experience, I didn't attend in 2006. With the change in my business in January, coupled with my impending election to the Board of Directors, I needed to be there this year, so I started to think about what I could get from the convention.

I knew not to write page after page after page of notes from the speakers. Instead I kept an 'Action Sheet' at the front of my notes and focused on writing down the two or three key points from the convention that, added to my business model or speaking style, could make a difference. I wrote only a few notes beyond that, most of them focused on particular areas I need to address.

That is no reflection on the quality of the speakers and workshops. I learnt a lot from some of the best speakers in the world; but there is a huge difference between what you learn and what you implement.

The main focus for me at Convention, however, was the networking. That may sound obvious coming from me but my networking this year was far more focused and planned than previously.

The week before the event I was reading Keith Ferrazzi's book 'Never Eat Alone'. In his chapter 'Be a Conference Commando', Ferrazzi talks about networking at conventions and says, "Conferences are good for mainly one thing....they provide a forum to meet the kind of like-minded people who can help you fulfill your mission and goals." Going to a Professional Speakers Convention and focusing on time away from the talks may seem strange but, in a lot of ways, that's where the value is.

Taking Ferrazzi's advice I contacted some of the attendees in advance of the events, suggesting that we take time to meet over the weekend. I arranged breakfast meetings, rather than focusing on finding a spare seat, and spent time with individuals. In addition, I have a range of meetings to set up over the next few weeks with other contacts made in the last three days.

The opportunities already created from these connections include a promised meeting with a Director of an NHS Trust to look at networking within that Trust, an invitation to speak to a group of Chief Executives, a meeting to discuss synergies with another speaker that may lead to the creation of a new CD and cross-referrals and the possibility of establishing speaking opportunities overseas.

That's not a bad return for an investment which, although for many may look large initially, pales into insignificance against the potential return.