When starting at Lotterywest
my manager thought that she would set me a big project, and my god was it big. The
project was to establish and run two retailer events that were to inform the
retailers about the new transformation project and also be a farewell for the
CEO who was leaving at the end of December. While this sounds simple, it really
takes a lot of effort.
Myself and the events
coordinator started our mountain of tasks with establishing a location. While
this was difficult with approximately 250 people coming to each event, we found
the Lotterywest supported Harry Perkins Institute of Medical Research would be
appropriate as it had a large foyer for the social side of the event, and a 300
person lecture theatre for the information session and speeches to take place.
With this decision made quickly, it gave plenty of time to sort the catering,
staffing, cleaning and other facets of the event. And by god we needed this
time.
The catering took a long
time to work out. Being a government organisation we need to have at least
three companies pitch us and have strong and clear reasons to why we chose the
winning company. After this process we went through each pitch thoroughly and
then the panel of five of us made a decision. It came down to two companies and
finally a decision was made, then the panel nicely decided that it would be
good experience for me if I were to tell them the result. This is where I found
my first piece of office politics.
As I was going to email all
of the companies the decision that was made (as I thought that was the correct
process according to protocol), I was told by one staff member that I can just
call them and that will be enough. I wasn’t sure about this so I double checked
with another staff member, this staff member told me that I was in fact right
and then went on a semi-rant about this other team member, saying that they
were incompetent and even suggesting that they should not have a job at
Lotterywest. After I faced this I thought I better get another opinion just
in-case this one was bias, so I sort the advice of the communications
coordinator, somebody who I had become close with as we work together
regularly. She gave me the answer that I was also right and follow protocol and
then told me that both of the two workers were not overly liked simply because
they are both so opinionative but are usually alright to deal with. She also
said that she would speak with the second worker as to stop him carrying
through any other issues. This chat didn’t go well as the other worker than
thought he should go to the first worker and complain about the protocol
breaking information. Eventually we calmed him down but I thought there was
definitely a mountain made out of a molehill and I know that next time I ask a
question, I will choose the colleague I ask wisely.
After this very hectic event
we carried on with the jobs of creating the event. The catering menu was
reviewed almost a dozen times before everyone agreed upon. All other issues
were sorted and even the emergency procedures were trialled. The event ran very
smoothly in itself, on the day I worked as crowd control and also as the “Master
of Ceremonies” , (although it was basically just introducing the keynote
speakers) which was fun and that doubled as technology manager when a
microphone ran out of batteries and there was some confusion for twenty
seconds.
Overall the experience
showed me how much work goes into large-scale events as well as how to deal and
dodge office politics. I feel that the next time I plan an event, I will
definitely be better equipped.
Thanks for reading,
Scott
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