The goal is always to ensure a successful event. Sometimes we may need to politely decline requests that are clearly unrealistic and offer alternative options. Keep an open communication and emphasize the potential risks for demanding unrealistic expectations. If the unrealistic expectations are persistent, consider involving a third party, such as an industry expert or consultant, to provide an objective assessment.

In my experience the first thing is to ask yourself what you didn’t communicate or manage, to let the expectations get this far in the first place.

I have found that if you can get the difficult client to clarify how he/she has come to the unrealistic expectations you can many time make the client realize the challenge living up to the demand. In other words - make the client see the unrealistic perspective by asking who else is able to meet the demand and what the success rate was, as typically the answer is that no one else have been able to deliver upon the expectation

I always begin with empathy for the client, conveying that I understand their challenges and needs while offering alternative solutions to those needs. An example would be, a request for crowd-facing WiFi for their event. This can be more complicated then they realize and cost prohibitive. A Plan B solution is to offer their guests with limited WiFi in specific areas versus site-wide. Or after further research into their location and guest size, help them understand that the service is not needed. Transparency is always key as is refraining from overselling or overpromising to the client. That ensures client success and a long-term client relationship.

I find it’s always beneficial to draw upon some well understood Project Management principles when managing events. In the Project Management world, you should have a clearly defined and document scope for the Project. This means thoroughly document what is included in the Project and what is not included in the Project as deliverables. This way, should there be any confusion between the Project Manager and Client/stakeholder regarding expected deliverables, the scope document can be consulted to understand whether the deliverable is considered within the scope or outside the scope of agreed work. Any additional “out-of-scope” work would require reprioritisation of workload and, often times, additional investment.

I find it helpful to not frame client requests/ demands as unreasonable. In my experience difficult ("unreasonable") request/demands are rooted in negative past experiences or not understanding what it takes to deliver the request. It is my job to fully understand their objectives, needs, wants and expectations. In conversations about deliverables I discuss the constraints we (me & them collectively) face. I help them to prioritize desired outcomes based on those constraints. I frame it as, everything is doable given enough time and money, but we have limits on both. I frame things as we; I make clients the center of what's happening. I show them I care about them and what they're working to achieve. This approach works well for me.

1. Screen speakers in a Zoom meeting. Record it with permission to use in their time slot if they are unable to participate at the event. The agenda remains intact and attendees are satisfied. 2. Use a well-prepared, straight-forward contract that defines terms, conditions, expectations of both parties. 3. Communicate regular updates with opportunities for shareholders to discuss requests in advance. Remain open to their point of view and be flexible whenever possible. 4. When a conflict is successfully resolved, the outcome is a stronger relationship. Demonstrate respect to ensure the other party feels valued, even when required to enforce the terms. Show goodwill-provide an added benefit in exchange for their agreement to abide.

managing expectations is a skill that improves with experience. Stay focused, communicate well, and do your best to make the event a success while keeping everyone on the same page. That's my point of view.

Yep! To achieve anything in this game you must be prepared to dabble on the boundary of losing the business rather than compromise on your standards.

The same here tell the true, don't lie, show them the numbers, they won't be able to refuse it. Clients will always try to get better price, if you open the book, they can't refuse to buy

Documenting is not just to cover your back but it's also to cover theirs. It keeps you both accountable and allows you to track conversations, progress, blockers and so much more.

I "manage expectations"! Step one, talk to every stakeholder before an event. We ask what is your goal, what are your expectations, and what would be a total win for you. Step two if the request, goal, or expectation is unreasonable, tell them that's not going to happen. I was burned enough times early in my career that I have learned being upfront and honest is the best way to a successful event. There are many times I say that's not going to happen, and maybe you need to find another solution.

The ability to adapt and adjust tactics while sticking to your principles is extremely important. I found that one of the biggest problems with conference organizers is they are flexible in principle but inflexible on budget

Very true, record keeping is essential in business whether its a difficult customer or not. Other than helping in presenting your case to a difficult customer,records help the organisation as well in tracking its growth and progress

When you've got tricky clients with wild expectations for your events, it's like dealing with aliens asking for a spaceship ride - you need solid proof. So, document and confirm everything in writing, like a "Galactic Travel Agreement," with timelines and mission objectives. That way, when they ask for a rocket to Mars, you can say, "Sorry, our rockets only fly to the moon," and keep things down-to-earth, well, moon-to-earth!

To effectively manage unrealistic expectations from challenging clients or stakeholders for events, a data-driven approach and showcasing best practices are key. Start by presenting historical data and industry benchmarks to establish realistic performance expectations.

Regularly update them on progress, managing expectations proactively. Offer alternative solutions when faced with constraints and explain the rationale behind decisions. Document agreements and expectations in writing to avoid misunderstandings.

I would have a one on one or a group meeting to get everyone on the same page. This is the only way to be productive. If you won't get everyone on the same pages you will have alot of issues.

Communication between the decision-maker and the corporate organizer leaves the Venue holding the can. It is important that a round table meeting with all is held at least 14 days before the event.

Transparency is key. Often, these miscommunications or misaligned expectations come from stakeholders not being entirely clear on how things are done. In these situation, lay your cards on the table, walk them through the processes (and realistically, budgets) that would need to be in place to make their ideas a reality. Likely, it'll be out of their price-point or timelines, and from there, you can have a conversation around what is more realistic to achieve.

I use the "no, but..." rule. If I'm saying no, I'm sharing why my decision is a risk mitigation step or why the ask might be unachievable based on a certain metric, BUT also meeting the requester half-way by recognizing the spirit behind the ask. For example, I'm being told a presenter wants into the mainstage space three hours early for rehearsal, but production won't be ready-- BUT what I'm hearing is that a presenter needs support. Can we create an off-line rehearsal room, or provide a content manager to validate their presentation concerns? Or will a walkthrough of the space while production is still working suffice? Balance, communication, and flexibility is key.

It is very important for me to always establish personal boundaries and confidently say no when the situation demands it. Providing clear reasons and offering alternative solutions is a standard practice for me. The key element here is maintaining a respectful yet unwavering stance in these interactions. This approach helps me maintain a healthy balance and ensure that my expectations and capabilities align.

You definitely do not want to overcommit and underdeliver. Be honest about what you can do to save you time, protect your energy, resources and reputation. Make sure to be clear on what you require from the client in delivering what you have agreed to.

A great way to set boundaries from the outset and make it easier to say no if you have to later down the line is to have a clarity call and draft up a contract on what you will and will not do which you both sign. This will help you if you need to have that uncomfortable conversation about something that is outside of your remit. Like others say, having a solution is key, doing your research and come back to them. It's okay to say "Let me come back to you on that one".

Before you say no, you should have the alternative ready. Keep in mind that if you don't sell the venue/conference today you can't sell it tomorrow only because tomorrow you have to sell it again.

Open and clear communication is key. Define achievable goals, educate on the complexities of event planning, and offer alternatives when expectations are too high. Document all communication and changes, manage scope creep, and involve all stakeholders early to align expectations. Maintain a professional demeanor, prioritize and negotiate, and manage resources and timelines effectively. Contracts can provide a legal framework, and if conflicts persist, consider mediation for resolution. It's an ongoing process that requires proactive problem-solving and regular communication to maintain a positive relationship.

Take care of yourself. It is very easy to overwork and people please to impress others and that can often lead to burnout and sometimes no recognition. When creating boundaries make sure you follow through with them otherwise they become absolite.

1. Open and transparent communication is key. 2. Educate clients about standards, limitations & practices. 3. Address unrealistic expectations as arise. 4. Requests that exceed budget, suggest alternatives that meets realistically. 5. Use written contracts & proposals that outline the agreed-upon terms & conditions. 6. Keep informed of progress & any changes in a timely manner. 7. Instead saying No, find solutions to meet objectives within constraints. 8. Be vigilant about scope creep, where additional requests are added without proper consideration. 9. Keep record of all communications, decisions & changes. 10. Debrief about what went well & where expectations were not met. Delicate balance of diplomacy, assertiveness & professionalism.

It's important to firstly 'listen' to the requests of a client / stakeholder and be clear about what they are asking. If those requests are unrealistic, let them know you've heard what they are saying and that the requests are unrealistic because of x,y,z, then offer a solution where you can hopefully come to an agreement that can suit both parties.

managing expectations is a skill that improves with experience. Stay focused, communicate well, and do your best to make the event a success while keeping everyone on the same page.