Event Staff Recruitment

Thrilled to share a cool breakthrough I had today with AI in learning. It’s a method you can apply to any event you curate. ✨ I was running a full day workshop on innovation for the Entrepreneurs' Organization in Winnipeg (thanks Samantha Duha for hosting me!) and I wanted to give the participants some async “pre-work” to get their creative juices flowing BEFORE they arrived at the workshop. 🧠 As an entrepreneur and educator, I’m constantly exploring new methods to inspire and provoke thoughtful learning in my workshops. ✏️ So I ran an experiment and created an AI prompt that attendees could copy and paste in ChatGPT (or Claude, or Co-Pilot), which directed the AI chatbot to have a focused back-and-forth conversation with the participant about the workshop topic before they arrived. 💬 For any optional activity before a workshop, I’d normally expect only 20% of participants to follow through. 🤷🏻♂️ But 100% of the attendees did the optional homework! I was blown away by the engagement! I’ve never seen that before! 🤯 So going forward for all my workshops and important meetings, I will always assign async prework with an AI prompt to stimulate ideas. 💡 I want attendees to come engaged and excited to discuss solutions to a problem, and AI makes it so much easier! 🙌 Try it out and let me know what you experience! *** Here’s a VERY simplified version of the prompt: 🟢 Dear AI, please ask me these 3-5 questions about my knowledge of this workshop on topic ABC [insert topic]. Wait for my answer to each question, before going to the next one. 🔵 [Then you, the workshop curator, should create 3-5 important questions you want your attendees to consider, and insert them here, Q1… Q2…Q3…] 🟡 Based on my answers, please identify any assumptions I’m making, and offer suggestions for any alternative perspectives. Keep it simple.

The Week Before Your Workshop Determines Its Success … After leading more than 1,000 workshops across the world, there’s one golden rule I’ve learned: Preparation, preparation, preparation. The week before your workshop is not the time to relax — it’s the moment to make or break your success. Here’s what great preparation looks like: • Know exactly who will be in the room — their names, their roles, their personalities, and their interests. • Understand their stakes — what motivates them, what worries them, what they hope to get out of the session. • Design your flow carefully — tailor your techniques and tactics to fit the group, not just the agenda. • Practise, practise, practise — rehearse key moments, transitions, and how you’ll handle tricky situations. • Visualise success — mentally walk through the day: how will you open, how will you energise, how will you land your key messages? Even after 1,000+ workshops with the proven FORTH Innovation Method I still practise before every session I facilitate. Not because I’m nervous — but because respecting the group means showing up 100% prepared. Great workshops are not spontaneous magic. They are the result of disciplined preparation behind the scenes. The real work happens before you even enter the room. #Preparation #WorkshopFacilitation #Leadership #InnovationWorkshops #FacilitatorTips #WorkshopDesign #PracticeMakesPerfect #designthinking #innovation

Great training does not happen by chance. It happens by design. After years of conducting workshops across industries, I have realized something simple but powerful. People do not learn when you speak. They learn when they engage. The most memorable programs I have delivered, the ones people talk about months later, all had one thing in common. Participants did not sit and listen. They moved, reflected, discussed, practiced, and applied. Here are the seven training methods that consistently create the strongest learning experiences for teams: 1. Experiential Activities People learn best by doing. Simulations, team challenges, and real scenarios create instant connection with the concept. 2. Case Studies Real stories make learning real. When participants analyze situations they relate to, insights come naturally. 3. Role Plays This is where theory becomes skill. Whether it is feedback, negotiation, or communication, practice builds muscle memory. 4. Group Discussions People bring more wisdom than any slideshow ever can. Peer learning is one of the most underrated tools. 5. Games and Gamification Competition adds energy. Games break inhibitions and make even serious topics enjoyable. 6. Video Based Learning A thirty second clip can spark more reflection than ten slides. Videos trigger emotion and emotion drives change. 7. Reflection Tools Journaling, self assessments, feedback rounds. This is where participants internalize what they have learned and turn insight into action. A training session is not a presentation. It is an experience. The richer the experience, the deeper the learning. If you want to conduct engaging training workshops for your organization, connect with me

One thing I’ve learned as a Business Analyst: a successful workshop doesn’t start when people walk into the room — it starts with your preparation. Here’s a practical checklist you can follow before your next elicitation session: ✅ 𝐔𝐧𝐝𝐞𝐫𝐬𝐭𝐚𝐧𝐝 𝐭𝐡𝐞 𝐏𝐮𝐫𝐩𝐨𝐬𝐞 Why is this workshop happening? Example: If it’s about "Order History feature," clarify if the goal is to define functional flow or just UI expectations. ✅ 𝐊𝐧𝐨𝐰 𝐘𝐨𝐮𝐫 𝐒𝐭𝐚𝐤𝐞𝐡𝐨𝐥𝐝𝐞𝐫𝐬 Who’s attending and what’s their role? Example: A compliance officer will focus on regulations, while a customer service rep will care about usability. ✅ 𝐑𝐞𝐯𝐢𝐞𝐰 𝐄𝐱𝐢𝐬𝐭𝐢𝐧𝐠 𝐃𝐨𝐜𝐮𝐦𝐞𝐧𝐭𝐬 Look at BRDs, past meeting notes, process flows. Example: If a similar "Payment Flow" was discussed last month, bring that context. ✅ 𝐏𝐫𝐞𝐩𝐚𝐫𝐞 𝐆𝐮𝐢𝐝𝐢𝐧𝐠 𝐐𝐮𝐞𝐬𝐭𝐢𝐨𝐧𝐬Frame open-ended and probing questions. Example: Instead of asking, “Do you want notifications?” ask “When should users be notified and how (email, SMS, in-app)?” ✅ 𝐃𝐞𝐟𝐢𝐧𝐞 𝐒𝐜𝐨𝐩𝐞 𝐁𝐨𝐮𝐧𝐝𝐚𝐫𝐢𝐞𝐬 Avoid scope creep before it begins. Example: If discussing "User Profile Update," clarify that payment details are not part of this session. ✅ 𝐒𝐞𝐭 𝐭𝐡𝐞 𝐀𝐠𝐞𝐧𝐝𝐚 & 𝐒𝐡𝐚𝐫𝐞 𝐢𝐧 𝐀𝐝𝐯𝐚𝐧𝐜𝐞 Helps participants prepare and respect their time. Example: A simple email: “Session covers Order Tracking flow → Notifications → Reporting Needs.” ✅ 𝐏𝐫𝐞𝐩𝐚𝐫𝐞 𝐕𝐢𝐬𝐮𝐚𝐥 𝐀𝐢𝐝𝐬 Mockups, process flows, or system diagrams often spark better conversations than words. Example: Show a rough wireframe of “Order History Page” instead of describing it verbally. ✅ 𝐏𝐥𝐚𝐧 𝐋𝐨𝐠𝐢𝐬𝐭𝐢𝐜𝐬 Confirm meeting platform, recording, time zones, whiteboard tools, etc. Example: Test Miro board or Teams whiteboard before the call. Pro tip: A well-prepared BA leads workshops where stakeholders say, “That was productive!” instead of “What just happened?” BA Helpline

If a major tech incident hit your organization tomorrow, would your executive team know how to respond? I’ve been in rooms where systems were down, information was incomplete, and every decision carried real consequences. In those moments, preparedness isn’t a binder sitting on a shelf. It shows up in the quality of leadership decision-making under pressure. There are three stages of crisis response during a cyber incident: before, during, and after. Each one requires different executive discipline. Before an incident - Clarify who has decision authority. - Align on risk tolerance at the board and executive level. - Rehearse executive communication plans. - Agree in advance on what transparency looks like during a crisis. During an incident - Avoid reactive decisions driven by fear. - Prioritize action over consensus-building. - Delegate execution to the technical experts. - Avoid speculation. Make decisions based on verified facts. After an incident - Run a rigorous, blameless review. - Fix structural weaknesses, not just surface symptoms. - Reinforce accountability without triggering defensiveness. - Institutionalize what was learned. Technology will fail at some point. That’s the nature of complex systems. What matters is whether your leadership team has already been tested before that moment arrives. #BusinessLeaders #Cybersecurity #RiskManagement #LeadershipDecisionMaking #TechnologyRisk

When the Alarm Sounds: What Have We Really Learned? On April 21, 2025, a fire erupted on Petrobras’ Cherne 1 platform in Brazil’s Campos Basin. Though inactive since 2020, 176 personnel were onboard for decommissioning preparations. The blaze injured 14 workers and disrupted operations. One individual fell into the sea during the chaos but was safely rescued. This incident adds to a troubling pattern in offshore operations: • Deepwater Horizon (2010): Blowout, 11 fatalities, massive environmental disaster. • Cidade de São Mateus FPSO (2015): Gas leak, explosion, 9 fatalities—most were emergency responders. • P-36 (2001): Explosions, 11 fatalities, platform sank days later. • Trinity Spirit FPSO (2022): Explosion and fire off Nigeria’s coast, resulting in at least 7 deaths and a significant oil spill. Different contexts, but common failures—especially in emergency preparedness and response under pressure. What keeps going wrong? • Emergency teams overwhelmed or underprepared. • Communication breakdowns during critical moments. • Plans that didn’t match real-life complexity. • Delayed actions due to unclear leadership or roles. • Systems designed for control—not for chaos. These are not just technical issues. They are human and organizational challenges that require a different kind of preparedness. If we want to protect lives, we must evolve. Emergency preparedness must be treated not as a checklist, but as a core capability—something that is rehearsed, challenged, and deeply embedded in how we operate. That means: • Training for uncertainty: Go beyond rehearsed steps—simulate confusion, stress, and noise. • Building shared leadership: Empower teams to think, adapt, and lead at every level. • Practicing together: Response is collective performance, not individual action. • Treating drills like real events: Prepare emotionally and cognitively—not just technically. • Learning constantly: Review, revise, and challenge assumptions before an alarm rings. Because when the alarm sounds, your systems fall back on your people—their preparation, their mindset, and their trust in each other. We shouldn’t need another tragedy to remind us that the strength of our emergency response is not measured by the equipment we install—but by the people we prepare.

Your participants decided if your workshop was worth it before you said a word. The session hasn't started yet. But it's already half won or half lost. Most facilitators obsess over what happens in the room. The activities. The timing. The transitions. But your participants made 3 decisions before they sat down: → Is this going to be useful or a waste of my time? → Am I going to sit and listen all day? → Does this person actually understand my world? Those decisions were made before you opened your mouth. Here's where workshops are won or lost: 1. The invite email. Most workshop invites read like this: "You're invited to a team development session on Thursday. Please block 9am-12pm. Agenda attached." That tells participants nothing. So they assume the worst: another generic workshop. Laptop open. Emails on the side. Try this instead: "Thursday we're spending 3 hours solving one thing: the handoff process between sales and delivery. You'll leave with a written process your team built together. No slides. No lectures." Same session. Completely different expectations. Participants arrive curious instead of cynical. 2. The pre-work. Not a 20-page pack nobody reads. One question. Sent 3 days before. Takes 2 minutes. → "What's the one thing about our handoff process that frustrates you most?" It gets participants thinking before they arrive and gives you real data to design around. Someone who's already thought about the problem is 10 minutes ahead of starting cold. 3. The room setup. Tables in rows facing a screen says "you're here to listen." Chairs in a circle says "you're here to talk." Clusters of 4-5 around small tables says "you're here to build." Your layout is a promise. Participants read it the second they walk in. If you want collaboration, the room needs to look like collaboration before anyone sits down. 4. What the sponsor says. "I've asked a facilitator to come in and help us" → fine. "I'll be working alongside you because this matters to me personally" → different. When the most senior person is a participant, not an observer, everyone takes it more seriously. 5. Your reputation from last time. If your last session was forgettable, you're starting in a hole. "Here we go again." If last time was useful and things actually changed, you've earned trust before you speak. The best workshops don't start when you start talking. They start with the invite. The pre-work. The room. The sponsor. The memory of last time Get those right and the room is with you before minute one. ___ Save this for later (three dots, top right). Share with friends → ♻️ Repost. Get consultant-grade workshops every Sat → https://lnkd.in/eSfeUapJ

Pre-workshop prep and adventures for your participants — If you can do this and it makes sense and is aligned with your desired outcomes, take the opportunity. Why have pre-workshop adventures? 💪 ↳ Get people excited about what's coming. ↳ Collect thoughts and insights you can use as a facilitator, participant interests, information about the topic, or knowledge they can contribute.  ↳ Show that you are actually a human so they can relate to you ahead of time, use a video, and show your face. What could you do? 🤔 ↳ Well, it depends on your workshop and goals, but here are some quick ideas for you! ⚡️ Team Building Workshop Idea — Have everyone complete a manual of me exercise to bring to a session as a starting point for a team field guide. ⚡️ Brand Strategy Workshop Idea — Ask participants to contribute some starter information (survey form, Miro activity, a VideoAsk, etc). It gives people time to breathe and not always think in public and makes your workshop smoother and more streamlined when you aren't starting with a blank page. An example might be to bring the name of a character/person you believe represents your brand. ⚡️ Brainstorming Workshop Idea — You might have people explore some ideas beforehand, giving prompts or the challenge. This depends on the topic and the type of participants. ⚡️ Creativity Workshop Idea — Send a question that helps people tap into wonder, their inner child. An example might be thinking about something that brought you joy as a child. You can have them send ahead of time or just bring to the workshop. Some tips for you as a facilitator. 💡 ↳ Think about the format. Do you want people to send in responses ahead of time? Do you want them to bring it to the workshop? Determine what's best for your flow and preparation — there's no right or wrong here.  ↳ Depending on the type of activity, provide your own answer or an example; however, beware of leading answers... determine when and where this example approach is appropriate.  ↳ Don't forget to align with your desired outcomes; make it intentional — if it doesn't have a purpose, don't do it.  🔥 What type of Pre-Workshop Adventures have you facilitated or responded to?! Share with me! --- Found this useful? 💜 Repost for your network. 

Emergency and crisis management entails preparing for and responding to critical situations that could disrupt normal operations or pose significant risks to an organization. Under the security risk management (SRM) framework policy, organizations should aim to incorporate emergency and crisis management goals thus getting more value from the security function in building resilience and business continuity. Emergency and crisis management protocols that should be incorporated within the SRM program include :- 1. Emergency threat identification – This should be an initial element as the organization’s emergency response will be determined by the nature of threat and personnel capability to identify it. 2. Emergency notification plan - In the event of a critical threat, there should be a communication plan to notify staff as soon as possible about what they are expected to do. This should be managed through tested internal communications channels such as emails etc. 3. Personnel responsibilities - Assign relevant staff respective responsibilities for a smooth emergency response process. A selected group of staff members preferably line manager / supervisors /team leaders should be part of the emergency response management team and should be assigned response actions and are to be notified when an emergency crisis arise. 4. Evacuation and assembly - Include evacuation procedures in case of a threat action that warrants so .The procedures should include proactive evacuation through ideal communications systems as well as reactive evacuation as a result of the discovery or notification of the threat. Evacuation of offsite critical assets and staff should also be factored in where necessary. Assembly areas where a threat warrants external assembly should be factored in. The evacuation plans should include procedures on how to provide safe egress of physically challenged employees to safe zones. 5. Response force and the jurisdiction of organization emergency operational plan - Where the threat has probability of magnitude impact the threat emergency response plan should consist a response force overview outlined in its structure. The design of the organization’s protective system should assume that the response team is capable of handling the threat. 6. Contingency plans – A formal structure responsible for steering the organization through the more strategic implications of a threat. With outward focus towards the stakeholder liaison, establishing contingency facilities, HR issues, maintaining customer confidence, maintaining financial well being, coordinating and maintaining communication with stakeholders etc   7. Business continuity – Establish recovery time objectives for various aspects of business operation, offsite recovery contingency capacity operating at both the strategic level and at departmental recovery level with individual responsibilities under the plan cascaded down the organization. #Securityriskmanagement

Most boards and executive teams are waking up to expanded security risks. The reality has tipped, prevention is not sufficient. Every business (no matter what size), needs a plan for security incident response and crisis management. Some role specific recommendations Boards: Review your cyber insurance coverage. Review comms and legal playbooks for critical incident and crisis management. Review organizational awareness and table top exercise scorecards and address gaps. Have a real plan for the worst case. CEO: Go deep on understanding past incidents and overall organization maturity. Understand not only what you communicated but how your customers responded. Review your organizational crisis management maturity, clarify roles and responsibilities and make sure the entire leadership team is trained. Build the [legal reviewed] playbooks now. CTO: Work with your CISO and CIO to understand your security posture and roadmap against the new emerging threats. Review your incident management templates and table top your sev 1 process with an emphasis on communication. Build bench strength of capability across the team -- have multiple levels of backup (there is a Murphy's law of incidents - they happen at the worst possible times and last way longer than you imagine). The time to prepare is now. #InventTheFuture The Meg & Amy Show Amy Wilson ** I'm Meg Bear: Tech President/CEO. Board Member. The Meg & Amy Show host. Investor. Advisor. Committed to Invent the Future.