Salidas y Acampadas

For the second sheet of paper, give everyone a crayon but yourself. You are the leader, and you will tell them exactly what to draw, and how to draw it. Tell the group to draw a detailed outdoor landscape, and have them each fi ll in a different section. Be as detailed as possible in your instructions. You may end up with a beautiful landscape, but it depends on the talent of your group and your talent as a leader. Did you choose the right person to draw the trees, and the right person to draw the sky? Did the team respond well to your instruction, or did they rebel? This is the autocratic style of leadership, where one person is in charge of all.

Before you use the fi nal sheet of paper, discuss with your friends what they would like to draw. Find out who is good at which area of drawing, and what they feel inspired to draw. Vote for what to draw. Now vote for who will draw each area. Vote for who will shade, and vote for who will outline. Discuss a schedule, a timeline for completion, and take a vote on it. Once everyone feels that they have been heard and that the process for drawing is fair and proper, you may begin. This might just be your best drawing of all—each friend has contributed to the best of his or her abilities, and each person has really shone as an artist. The only problem is that this last drawing took hours to complete! This is the democratic style of leadership.

Leadership Characteristics

Throughout ancient and modern human history, a number of people have been identifi ed by historians as effective leaders. Some of these people became leaders due to a defi ning moment or event in their lives, while others sought leadership opportunities to cause positive change. In Figure 4.1 , the general traits associated with effective leaders are compared to those specialized characteristics that Higgison identifi ed within successful event planners. Not all leadership char- acteristics are equal; however, integrity is paramount. Integrity is the value that determines the external perception by others.

In t e g r i t y

The event planner must set the standard for integrity. If he or she does not exemplify integrity in performance and decision making, event stakeholders will soon lose faith not only in the event planner but also in the event organization. If an event planner reminds his or her staff that it is inappropriate to accept gifts from vendors and then is seen by subordinates receiving a substantial gift from a vendor, the credibility of the person, as well as that of the organization, may be shat- tered. The leader who exhibits high integrity will not only refuse the gift but will communicate to his or her colleagues that the gift has been refused and why it would be inappropriate to accept this gift. Figure 4.2 demonstrates perceptions of high and low integrity by event stakeholders.

C o n f i d e n c e a n d P e r s i s t e n c e

When your back is against the wall, will you have the confi dence and persistence to forge ahead? Most events have a reality-check point, where funds are low, morale is even lower, and impending disaster seems just around the corner. During these times of trial and tribulation, all eyes will be

Traditional Leaders Event Planners 1. Communication 2. Confi dence 3. Courage 4. Decision making 5. Enthusiasm 6. Integrity 7. Persistence 8. Problem solving 1. Integrity

2. Confi dence and persistence 3. Collaborative decision making 4. Problem solving

5. Communication skills 6. Vision

7. Social and environmental responsibility 8. Fiscal responsibility

Figure 4.1 Event Planner Leadership Characteristics

Perception of Perception of High Integrity Evidence Low Integrity Evidence

Consistency Punctuality Tardiness Communications

Inclusiveness Participation Absenteeism Intolerance Participation Consistency Inconsistency Participation Tolerance Inclusiveness Exclusive Favoritism Exclusiveness

Punctuality Tolerance Intolerance Inconsistency

on the event planner. Your ability to stay the course, maintain the original vision, and triumph is what is expected by your event stakeholders.

Let us suppose that you are responsible for acquiring sponsors for your event. Only a few weeks before the event, your biggest sponsor backs out. There is no time to replace the sponsor. In addition, the neighbors whose houses are near your event venue are starting to make rumblings in the media about noise, traffi c, and other disruptions that they believe will result from your event. A traditional manager would collect all the necessary information and perhaps assign each prob- lem to an appropriate subordinate after making a decision as to the best course of action. An event planner, however, will use these challenges as opportunities for the event organization to learn and grow. The event planner may ask members of the board, as well as staff, for recommendations on how to replace, or at least mitigate the damage that could be caused by, the missing sponsor. Furthermore, the event planner will meet with the neighbors or their association and work col- laboratively with his or her staff to offer the assurances they need to provide new and long-term support for the event. Event planners use their confi dence and persistence as teaching tools to infl uence other event stakeholders.

C o l l a b o r a t i v e D e c i s i o n M a k i n g

Since Frederick Winslow Taylor (1856–1915) created the management methods used to pro- pel industrialized America (as exemplifi ed by the rapid production of the Ford motor car), most

management theory has focused on achieving effi ciency to maximize profi ts. As workers began to organize into labor unions, they challenged this approach and sought an equal share in the deci- sion-making process, regarding not only the type of work they do but also how they do it. Event organizations are not linear organizations like factories. Instead, they are pulsating organizations that may start with a small staff, swell to a large part-time and volunteer organization as an event grows near, and then rapidly defl ate to the original small staff as the event winds down. This type of organization requires close collaboration between the event planners and those who will actu- ally deliver the services that provide the fi nal perception of the event by the guests.

Collaborative organizations or quality teams have been used for the past three decades by numerous for-profi t and not-for-profi t organizations to achieve high quality and, consequently, better fi nancial results. Event planners should always perceive their associates (permanent and part-time staff), volunteers, and others as collaborators who share a mutual goal of producing a successful event. All decisions should be preceded by close collaboration among the stakeholders. However, there are also times when the event planner must lead by making timely decisions without consulting all affected stakeholders. For example, when the event planner is notifi ed of an unsafe, illegal, or unethical activity taking place, he or she must intercede swiftly. The event planner must notify the affected stakeholders that he or she has taken an action and then seek their input in case a similar decision has to be made in the future.