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T202: Building and Training Your Booth Staff. Exhibitor 2012


  • Session T202Building and Training Your

    Booth TeamBooth TeamAshley Backhus, CTSM

    Business Development Coordinator and Corporate Trade Show and p

    Event Mgr.


  • Ashley Backhus, CTSM

    Ashley has been involved in managing, strategizing and producing trade shows and events since 2004. Currently, she works as a business development coordinator

    ithi T S t Mid t i d th t t d h within TranSystems Midwest region and as the corporate trade show manager companywide. Her primary responsibilities include supporting internal client and project managers with strategic marketing content and training senior leadership, marketing and technical staff about TranSystems process for trade shows. From g y panalyzing and creating a strategic marketing plan to implementing the components of the plan, Ashley has experience in comprehensive strategic communications.

    Prior to joining TranSystems, Ashley worked for OSCI, a niche optical engineering firm, as the marketing manager. With OSCI she was responsible for initiating its transformation into an online business, creating and distributing marketing materials including email blasts, and designing and managing OSCIs exhibition debut at an including email blasts, and designing and managing OSCI s exhibition debut at an international trade show.

    In addition to her responsibilities at TranSystems, Ashley is the Co-Founder and a p y , yBoard of Director for the Michael Pate Optical Sciences Memorial Scholarship Foundation (MPOSMS). MPOSMS is a non-profit organization that distributes an annual scholarship to engineering students throughout the country.

  • Table of Contents

    P i i di h E i l L i Presentation sections are set up according to the Essential Learning Components (ELCs), which represent the main learning objectives of the session.

    ELC#1 Create the ultimate booth staff team on paper Page 3ELC#2 Understand your resources and what you can control Page 4ELC#3 Get buy-in from upper management Page 6ELC#4 Identify personality profiles Page 8C# de t y pe so a ty p o es age 8ELC#5 Build team camaraderie Page 11ELC#6 Identify areas of potential contention Page 12ELC#7 Your vision may not be realized Page 15ELC#7 Your vision may not be realized Page 15ELC#8 Follow-up and debrief Page 16

  • Review Your Goals and Objectives

    Change on Show-to-Show BasisGoals Identify What You Want to AchieveGoals Identify What You Want to AchieveObjectives Quantifiable Statements Relating to Achieving GoalAchieving Goal

  • ELC #1

    ELC #1: Create the Ultimate Booth Staff Team on PaperPaperWhat Does Your Team Look Like?BalancedBalancedUpper ManagementTechnical/Sales StaffMarketing

  • 3 Senior Leadership17 20 Technical/Sales Staff17-20 Technical/Sales Staff2 Marketing

  • What Do You Need from Staff?

    Understanding Goals and Able to Implement StrategiesStrategiesBeing a Good Team MemberBeing a Good Brand AmbassadorBeing a Good Brand AmbassadorAbility to Enhance Company Activities

  • ELC #2

    ELC #2: Understand Your Resources and What You Can ControlControl

    YouTeamTeamExternal Factors

  • Resources: You!


  • Resources: Team

    Understand Their Strengths and WeaknessesUnderstand Their Feelings and Philosophies About Understand Their Feelings and Philosophies About ShowsKnow Their Professional GoalsKnow Their Professional GoalsKnow Their Personality

  • Resources: External Factors

    Time Before ShowBudgetBudgetUpper Management/Leadership

  • What You Can Control

    Your Reaction to Each and Every Situation

  • ELC #3

    ELC #3: Get Buy-in from Upper ManagementAuthorize BudgetsAuthorize BudgetsPersonnel ChangesSupport Your Efforts to Reach Your GoalsSupport Your Efforts to Reach Your Goals

  • Upper Management

    Build Your RelationshipYour Reputation and AchievementsYour Reputation and AchievementsRelate Items to SalesRelate Items to ROIRelate Items to Other Quantifiable Indicators

  • How to Work with Your Team

    Understand Their Motivators and Personalities!

  • ELC #4

    ELC #4: Identify Personality Profiles


    Analytical Driver

    Ask Tell

    Amiable Expressive


  • Analytical (Control Ask)

    PreciseThoroughThoroughGathers Data and FactsTakes Time to Do Things RightTakes Time to Do Things Right

    CommunicateCommunicateThrough Data and Facts

    Motivate and Get InvolvedGive Them Something Where Input is NeededDetailed Oriented Task

  • Analytical (Control Ask)

    May appear intelligent or nerdyThey pay attention to the smallest detailsM h li l iMay show little or no emotionMake decisions slowlyMay see overt emotion as a weakness/something to distrustWill seek more infoWill seek more infoKnown for being a perfectionist hates to make errorsDoesnt forgive mistakes easily in themselves or othersGreat with problem solving want to be admired for thatGreat with problem solving want to be admired for thatLikes organization and structureMay have a soft voice, reservedNot directly confrontationalNot directly confrontationalLets data speak for itselfExpects others to agree based on facts and logical argumentsGets frustrated when people dont see right answer as clearly as they p p g y ydoUsually doesnt get bored because theyre always thinking about something else

  • Driver (Control Tell)

    Gets Down to Business QuicklySeeks Options and EfficiencySeeks Options and EfficiencyProcesses Info by Gathering FactsProcesses Info by Determining ProbabilitiesProcesses Info by Determining Probabilities

    CommunicateCommunicateKeep it Short and Simple

    Motivate and Get InvolvedRelate Tasks as What Needs to be AchievedStick to the PointGive Them Role Where They Can be in ChargeGive Them Role Where They Can be in Charge

  • Driver (Control Tell)

    May seem controlling, possibly demandingLooks for opportunity to be in chargeLooks for opportunity to be in chargeWill get things done likes goals and achieving themStraight to the pointStraight to the pointDislikes complexity or ambiguityLittle patience for small detailsLittle patience for small detailsDoesnt like situations where they have no say in whats happeningpp gMay appear arrogant or standoffishCan seem overly aggressive, especially in the heat of a projectMay appear intimidating

  • Amiable (Emote Ask)

    Takes Time to Get to Know YouFriendlyFriendlyRelationship Driven

    CommunicateBe SincereBe SincereAsk Them About Themselves, Friends, Family

    Motivate and Get InvolvedPut Them in Group Setting for Tasks and Decision MakingRun Seemingly No Win Situations by Them (Everybody Wins Outcome)Outcome)

  • Amiable (Emote Ask)

    Reliable and TrustworthySeen as loyal employeesy p yNot usually in high-level executive positionsHigh in emotionMay make decisions slowlyMay make decisions slowlyTeam playerLooks for everybody wins resultW d f i dlWarm and friendlyCaring and nurturing often come easyMay seem soft spokenUncomfortable when they dont know how group feels about somethingDoesnt like independent activities and decision-makingRarely sticks up for their position in the face of strong oppositiony p p g ppPrefers compromiseTends to make sure that everyone likes them

  • Expressive (Emote Tell)

    Appears LoudEnergeticEnergeticCenter of Attention

    CommunicateLet Them Talk, Ask Questions to Steer ConversationLet Them Talk, Ask Questions to Steer ConversationBe Patient

    Motivate and Get InvolvedKeep Requests/Tasks Related to Planning ShortGroup Activities Make Them Group Lead

  • Expressive (Emote Tell)

    Love to talkHigh emotionHigh emotionTend to make decisions rather quicklyExcited to see what happens nextExcited to see what happens nextTends to run late a lot of commitmentsDesires to be center of attentionWill attempt to draw focus of groupCant stand to be boredImpatientWill stress and fidget if they have to stand still (could be a disaster in the booth)a disaster in the booth)Animated or lively when they speak or tell storiesSometimes seem loudSometimes seem loud

  • Control

    Analytical Drivery

    Ask Tell

    Amiable Expressive


  • Now That You Know

    How to CommunicateHow to MotivateHow to MotivateHow to Involve

  • Quick Side Bar

    One thing to note (regardless of personality type) is that some people dont realize theyre doing something some people don t realize they re doing something wrong until you communicate that to them.

  • ELC #5

    ELC #5: Build Team CamaraderieThis is DoneThis is Done Pre-ShowAt-Show Post-ShowAny Other Chance You Get

  • Building Camaraderie

    Connect CommonalitiesGoals of Particular Show Theyre WorkingGoals of Particular Show They re Working Same/Similar Division within the Company Past Experience on Same Project Personal Hobbies

  • ELC #6

    ELC #6: Identify Areas of Potential ContentionSelf InflictedSelf-InflictedCompany-Inflicted

  • Self-Inflicted

    Inter-Departmental RivalriesPerception of Worth of Fellow ColleaguesPerception of Worth of Fellow ColleaguesAgeGenderGenderReligion

  • Company-Inflicted

    Fighting over Leads to Meet Sales GoalsPosition/Level RankingPosition/Level Ranking

  • Bring Everyone Back

    Were All Working Towards The Same GoalOther SolutionsOther SolutionsTeam Incentives Livelihood of Attending Future ShowsgDont Get to Attend ShowIf All Else Fails Bring in HR or Upper Management

  • Ensure Your Staff Is Prepared

    Create Resource GuideMake Sure You Lay Out Your ExpectationsMake Sure You Lay O