Adrian Furnham is Professor of Psychology at University College London. An academic, consultant on organizational behaviour, writer and broadcaster, he is particularly adept at communicating complex psychological concepts to a variety of clients. The author of 51 books to date and a regular contributor to The Financial Times, in the 1990s he was cited as the most productive European psychologist.

He spoke at over 40 conferences in more than 20 countries in 2006 alone.

These days, senior executives the world over are bombarded by invitations to attend “ vital, crucial, state-of-the-art thinking events that are breakthroughs in achieving world class” …otherwise known as conferences. These are expensive events, both in terms of time and money, for both organisers and attendees. So what tips are there to make them a success?

The best answer is to look at what individuals feel makes for a good conference. Attendees for all conferences – internal and external – are encouraged to complete the “happy sheets, namely the course evaluation forms. They provide all sorts of interesting and useful information….. as well as the actual data on the overall experience for the delegates.

Using feedback can help organisers justify, plan and adjust future conferences. They can provide useful information about what people really enjoy and why they really come: as opposed to the “official reason” they used to justify their attendance.

Off the record, conference organisers report some rather interesting findings. The following factors seem most closely related to positive delegate ratings:

Party bags

Over the years, many parents have realised that children’s parties have to end with a party bag/leaving present of assorted goodies. The idea is two fold. The party bag helps the departure become easier for an excited, happy child. Also, the bag fulfils the reciprocity norm – they gave a present on arrival; they get one on leaving. At conferences, party bags consist of books (usually by the speaker), stationery with client logos, and if lucky, more frivolous and acceptable presents such as wine. It is a bit like airline washbags or hotel toiletries. Do not underestimate their importance. A good party bag makes a big impact particularly because the bag is generally given at “happy sheet time”.

Whilst people believe there is a primacy effect at interviews (first impressions count; information that comes first is most powerful), there seems to be evidence of a recency effect at conferences (lasting impressions are determined at the end; best title last; importance later).

The lesson is simple. Spend say an extra £20 and put the cash into a really good party bag. It makes the experience much more memorable (after use play value) and can make all the difference to client or employee satisfaction.

Luncheon Never underestimate the food and ambience. Most conferences are held at hotels and attendees have come to expect a damn good luncheon (or dinner). This refers to quality, not quantity. A choice lunch (as well as the morning coffee and afternoon tea) is tangible and easy to judge. People chat about the Danish pastries when they begin; then they rabbit on about the old plates or poor vegetarian options.

The regular conference attendee has already had their expectations raised. These days they expect a damn good lunch: good food expertly presented and served. They expect their quirkiness to be dealt with if they are Kosher, diabetic or vegan (ideally not all three at once) and they expect their needs to be met.

So there is another simple rule for conference organisers: don’t skimp on the luncheon. Remember, it is the easiest thing for attendees to moan about if you get it wrong.

Speakers

People are attracted to conferences by famous (or infamous) people. The odd politician, guru or TV star can both attract and please an audience.

The Big Names may not have anything new to say: they just need to be themselves. But it is important that they “mingle at tea and luncheon”. People love to say they met Margaret Thatcher; Bill Clinton; Michael Porter; The Duke of Kent or Edward de Bono…. even if they can’t remember what they talked about.

Occasionally the Big Name strategy can backfire. They can be very disappointing indeed particularly if the blurb builds them up. Some big names have alas “lost the plot”; others appear arrogant or lazy; some don’t follow through the brief. The key is to make sure the agenda is set well in adavance.

In general though, Big Names are expensive but they do help. But they need to be briefed, checked and monitored. They need to press the flesh; kiss babies; even appear to be sincere…or at least fake sincerity.

Networking opportunities

People go to conferences to meet others. They go to benchmark. They go to buy and sell. They go to gain competitor knowledge. They go to try to find a job. A conference is a market place. Organisers need to know that and make sure people have sufficient ‘networking opportunities’. They do this at coffee, lunch, tea. But that is not enough.

‘Break out’ groups are not only for lazy presenters, they are also for networking opportunities. People study the attendee list: they appreciate details such as email addresses. They like an opportunity to introduce themselves. Arrange times, places and activities for people to meet, sell, disclose, start an affair. It’s all part of the process, as they say.

Notes

These days Powerpoint presentations are de rigueur. One advantage is that it is easy to print out slides with space for people to write. Lots of people at conferences are there to steal ideas, slides, models, jokes, stories. As all students know, it is difficult to appreciate a lecture whilst trying to copy down notes.

A full set of slides is a good trophy. This must be in addition to the party bag. It often is a good rationalisation for the person to attend the course in the first place. Notes are useful because they can be used to justify and explain the course to bosses and others in the office.

Despite the fact that few people ever consult their conference pack or folder ever again, they like to feel that they have captured all the salient information.

Furthermore, it is important that all speakers provide their notes. Attendees do become very irritated if one speaker is “let off the hook”. They want all the slides from all of the speakers. That is value for money.

Variety

The majority of conferences last between four and eight hours. Even the best of speakers can only hold the attendees full attention for an hour or so. Attendees like a good programme: four to six speakers; videos; role-playing games; break out groups.

The more extroverted the individual, the more they need stimulation and variety. Sitting still on your chair is just not enough, however entertaining and engrossing an individual speaker may be. Speakers are difficult to arrange and many conference organisers would love to reduce the number of speakers to a minimum. But getting the optimal number of speakers who use a variety of techniques to communicate is essential. It’s like a mixed diet.

Conclusion

Brilliant speakers providing new and salient information and new ideas is still not enough to ensure that the average business conference is well received. The paradox for the conference organiser is that the package is as important as the content. Organisers upstage each other - literally. You need boy-band roadies to set up the venue with stage, lights, logos a day in advance. Attendees have come to expect theatre: somewhere between a concert and an American evangelical meeting. They come for the full experience, not just the message.

Forget the old idea that conferences are only about the effective communication of ideas. They are now complex and sophisticated meetings that fulfil many functions. They need to be sexy, as we said in the sixties, to succeed.

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