For the past five years, my fall has been punctuated by the Rochester Women’s Network Summit leadership conference. As chair or co-chair, I have helped lead a small group of volunteers to plan and deliver the annual event. And, while each year brings its own successes, challenges and lessons, this year’s proved especially meaningful.
As might be expected, the committee’s planning process starts out very orderly and relaxed. Coordinators and team members are named to each subcommittee, timelines are established with no true sense of consequence, and everyone gushes good ideas and enthusiasm.
By our tenth and final month as a team, the committee has lost some members to other professional priorities, as well as gained a few new faces. Event-day volunteers are solicited and every team member adds a new hat (or two) of responsibilities. We reach out with requests to other RWN leaders, attendees, and suppliers; with each delegated task, we stretch responsibility further away from any central command.
The best plans made in January have limited impact on an event hosted in October. Ultimately, a breakout theme is only as powerful as the facilitator and participants who show up. Timelines and scripts are only as effective as those who choose to follow them. Awards, only as inspirational as those who receive them. And an event only as successful as the team that manages it.
I was especially aware of the team’s capabilities this year because I was plagued by my own limitations. Having sprained my back the day before, I attended this year’s Summit in a sleepless, pain-filled, medicated haze. And, while I knew that my role as event chair could be assumed by others, it wasn’t until I (uncomfortably) sat back and observed that I appreciated how effective the team was. I marveled at each woman’s motivation, capability and personal ownership. Independent and self-determined, each had chosen to dedicate her time and energy to the event. Though nothing beyond their word bound them to that responsibility, they managed the day with unwavering commitment.
What I realized this year is that project planning and management get us prepared for the big day. But when it arrives, the event’s fate is in the hands of the people delivering and attending it. And while this sounds scary and difficult to manage—because it is scary and difficult to manage–it is also beautifully, imperfectly perfect. The Summit, after all, is a leadership conference. What better way to validate its purpose than by having it successfully delivered by a coalition of leaders.