By Joel Edmondson, VMA CEO
Welcome to our new editorial series ‘Meditations on Venue Management’. Every fortnight, I will be waxing lyrical on how the insights of our great contemporary thinkers relate to the world of venue management. These are provocations to think more about these ideas and how they might relate to your venue. You might even want to read the books yourself!
For this first edition, I delve into Cal Newport’s ‘Slow Productivity: The Lost Art of Accomplishment Without Burnout’.
In the fast-paced world of venue management, where events are planned, executed, and reviewed with relentless speed, the concept of “Slow Productivity” as outlined by Cal Newport sounds out of place or counterproductive at first. Newport’s book challenges the conventional wisdom of productivity by advocating for a deliberate, focused approach to work, one in which we do what really matters, not just what we have always done or what might make us look busy to our peers and superiors.
On closer inspection, this shift is particularly relevant for the venue management industry, where the pressure to deliver exceptional experiences in endless, unrelenting succession can often overshadow the value of thoughtful, intentional work that might transform the customer and workplace experience for the better.
Understanding Slow Productivity
Cal Newport’s concept of Slow Productivity is grounded in the idea that productivity isn’t about doing more, it’s about doing better. It emphasises depth over breadth, encouraging professionals to engage deeply with their tasks and projects. This approach advocates for eliminating distractions, focusing on high-impact work, and fostering an environment where quality trumps quantity. For venue managers, this means rethinking how we approach event planning, team collaboration, and stakeholder engagement.
The Challenges of Fast-Paced Venue Management
Venue management is inherently dynamic. With numerous events, varying client demands, and unpredictable circumstances, it’s easy to fall into the trap of constant hustle. The pressure to deliver immediate results often leads to burnout and a focus on short-term gains rather than long-term value. Over time, this can undermine the quality of work and the overall success of events.
It also increases the possibility that critical risk management factors will be missed or poorly managed. The mental health of venue staff is one of these critical risk factors that venues need to focus on more if they are to maximise their investment in human resources and minimise the potential for excessive sick leave and compensation claims. Slow Productivity is one lens through which this risk management can be conceptualised and integrated into strategy and operations.
Applying Slow Productivity in Venue Management
1. Prioritise Deep Work Over Shallow Tasks: In venue management, this means focusing on activities that significantly impact the success of events rather than getting bogged down by tasks that may be ingrained in operating procedure but are there more due to history than creating any actual value. Allocate dedicated time for strategic planning, creative problem-solving, and high-level coordination. This shift helps ensure that your team’s efforts are channeled into areas that drive real value.
2. Create a Culture of Focus and Intentionality: Implement practices that minimise distractions and encourage focused work. For instance, establish clear protocols for communication and project management to reduce interruptions. Foster a work environment where deep, thoughtful engagement is valued and rewarded.
3. Emphasise Quality Over Quantity: Rather than pursuing numerous simultaneous continuous improvement initiatives, focus on fewer, high-impact projects that will have a catalytic impact across the entire venue business, and which are aligned with your venue’s strengths and goals. This approach allows for greater attention to detail, enhanced client satisfaction, and a more robust reputation.
4. Encourage Continuous Improvement and Learning: Slow productivity isn’t just about doing things differently; it’s also about learning and evolving. Encourage your team to invest in professional development and stay updated on industry trends. This commitment to growth enhances the quality of work and keeps your venue at the forefront of industry standards.
5. Implement Reflective Practices: Regularly review and reflect on past events to identify what worked well and what could be improved. This reflective practice ensures that your team learns from each experience and continuously enhances its approach. Take a breath every once in a while and celebrate success and integrate learnings.
The Benefits of Embracing Slow Productivity
By integrating the principles of Slow Productivity into venue management, you can cultivate a work environment that values depth and excellence. This approach not only enhances the quality of events but also contributes to a more sustainable and fulfilling work experience. Teams that embrace Slow Productivity are likely to experience reduced burnout, increased job satisfaction, and a stronger reputation for delivering exceptional events.
Conclusion
Cal Newport’s Slow Productivity offers a valuable framework for transforming how we could approach the important work of venue management. By focusing on depth, quality, and intentionality, venue managers can elevate their practice and deliver outstanding results. In a field characterised by its rapid pace and high stakes, embracing Slow Productivity can lead to a more effective, rewarding, and impactful way of working.
Given the ingrained tendency of our industry to burn the candle at both ends, incorporating these principles may require a shift in mindset and practices, but the benefits—both for the venue and its clients—are well worth the effort. As we move forward, let’s champion a new era of venue management where excellence is achieved through deliberate, thoughtful action and a focus on quality over quantity.