I once heard the statement, "The key to success is how well you adapt to Plan B."

While this can apply to life, it also is relevant to the meetings, incentives, and hospitality marketplaces. After all, one of the greatest challenges many of us face is the need to be prepared for the unexpected, and to handle it with anticipated clarity. We're particularly aware of this these days with the highly publicized environmental, weather-related and natural disaster events, and of man-made threats and security issues.

So it seems evident that now - possibly more than ever - meeting planners, association executives, incentive specialists, and hoteliers need to be prepared with contingency plans. This certainly applies to "big" items (i.e. a change of venue if that is mandated), but also to smaller tasks on your checklist.

So where do you start? I suggest build your resources.

Partnering + Preparation = Success

In other words, work with your national sales organizations (NSO) and hotel contacts to provide a strong "three legged stool" base relationship structure, building valuable alliances and a support system for when "stuff" happens. Generate a fair contract development process, and vet issues to help build trust prior to your program, and identify contingency options on major issues should the need arise.

Topics to address include: options if changes to the logistics or timing of the program are needed; discussing medical emergency procedures, and identifying the closest medical facility; outlining weather-related contingency plans (be it a minor weather occurrence like rain or a more intrusive weather incident like a tornado or earthquake); learning evacuation options and procedures; and identifying sources for CPR and other first aid.

Developing a partnership and a plan with your national sales contacts and those at the property prior to arrival can later prove invaluable in maneuvering a challenging situation.

As you discuss the possible venues for your program with your NSO professional, keep in mind that the second or third option could be an alternative site should something major occur which would necessitate a change of venue. Your NSO professional also has your "specs" and can immediately provide open options that fit your needs to aid in the process even more.

In addition, require that your suppliers have contingency plans for products and services that they provide. This includes your speakers too.

Effective Communication

Communication within a crisis is vital. Before the program begins, identify a centralized real-time mode of communication for relaying critical information, using available technology. This could include a Twitter link; individual cell and text access to your attendees, suppliers, venue contacts and/or executives; a special code access site on your own website; or otherwise, so participants can be reached before, on their way to, and during the program.

The hope, obviously, is that your program will proceed as you planned without any major issues, and that you will not need to go to Plan B. But the benefits of creating a contingency action plan, developing the "what ifs," and establishing a reliable network of allies, will pay off when needed. Even if you don't ever utilize or implement any of these plans, your preparedness will showcase your management aptitude to senior leadership, and can serve as a very welcome reassurance for attendees as they prepare for your event.

David Gabri is president and CEO of Associated Luxury Hotels International (ALHI), which has the national sales responsibilities to the meetings and incentive industries for its distinctive portfolio of over 130 Four- and Five-Diamond hotels and resorts worldwide which specialize in meetings and conventions. Contact your nearest ALHI National Sales Office, call the "ALHI Group Desk" toll-free at 866-303-2544, and visit www.alhi.com.