Blog - Corner Alliance: Recent Episodes
None
Marc Leh is Corner Alliance’s Account Manager for the National Institute of Standards and Technology (NIST) and the National Institutes of Health (NIH) contracts. He met with Bonnie Callahan, MacKenna Hornyak, and Conroy Stout to discuss his career in consulting after recently celebrating ten years with Corner Alliance.
A review of Marc's career truly underscores Corner Alliance's values for its employees to Make it Happen, Push for Better, Focus on Growth, and Build Trust. Starting as a Consultant I over ten years ago, Marc has grown with Corner Alliance to become a Principal Consultant and Account Manager. Marc’s rise through the company emphasizes Corner Alliance’s willingness to invest in its employees and its philosophy that a successful consultant can come from any background. Discussing his career at Corner Alliance highlighted some of Marc’s favorite parts of consulting, including finding and appreciating different ways to approach problems, guiding new consultants on their paths to building dynamic careers, and championing innovation.
The “coffee” of Coffee and Consulting: What is your go-to coffee order?
To give our readers a snapshot of how a consultant starts their day, we asked Marc about his go-to coffee order. “I like to start my mornings with a Nespresso and oat milk – the more intense, the better.”
Is there a specific path to becoming a consultant?
When asked if there is one ideal path or one personality type that management seeks out when hiring consultants, Marc replied, “There is no specific type of person or one set path. Being a curious, detail-oriented, reliable problem solver with a positive attitude and willingness to adapt to different environments are the attributes I see in most successful consultants.”
After graduating from Cornell University with a Bachelor of Arts in History and spending a year in the music journalism sector, Marc joined Corner Alliance to make a difference at the national level. He believes his degree brings unique skills and perspectives to his work. “I think being able to interview people, to frame a problem in a compelling way, to lay out the facts, describe opportunities to move forward, and have that as a springboard for broader discussion is something that is definitely translatable.” His work in music journalism has given him a strong foundation of skills that he brings into his current role. “Unstructured problem solving, being creative, evaluating your environment, and determining the best path forward… are core skills that consultants use every day.”
Ten years later, Marc is a Principal Consultant and Account Manager, a seasoned leader overseeing large projects and providing mentorship to 25 consultants who are looking for opportunities to apply their unique backgrounds to federal client challenges.
Corner Alliance is home to employees with a variety of credentials. While some careers have strict paths to entry, Corner Alliance consultants join with varying backgrounds and interests that directly translate to adaptability. This individualized approach to consulting increases innovation, as is evident in Marc’s unique perspective and growing portfolio of successful projects. “Being able to define how your client impacts its stakeholders and how you and your team drive that impact is critical to project success. Adapting our services to a client’s mission and operating environment maximizes our value and impact, and it requires constant critical thinking and relationship building… once you identify the opportunities that are going to deliver the greatest value to all that you care about and serve, we go from initial strategic planning to implementing projects that execute on that mission.” This emphasis on the overall mission ensures Marc is suggesting relevant solutions to his client and evaluating their needs while keeping him personally connected to the broader impact of his work.
How does a consultant find their specialty?
A curious person can build functional skills that can be used across industries and to develop domain expertise - Marc still credits his success to this practice. “My time working as a journalist helped me develop the writing and facilitation skills that I still use today. Developing domain expertise by learning about different industries while building your functional skills on a project builds credibility and enables consultants to specialize more effectively later in their career.”
Marc encourages aspiring consultants to be committed to the quality of their work and letting that guide them to opportunities to try new projects. “I love working with driven, ambitious, and smart people, but rather than focusing exclusively on what is next, I think it is more important that consultants, especially those early in their careers, focus on being consistent, detail oriented, dependable, and open to new opportunities.”
Being willing to try new things and bring ideas to the table, Marc suggested, will not only help new consultants find what they hope to specialize in, but can also provide them with opportunities to propose innovative solutions, provide a unique perspective, or help achieve the goals of their client. Recalling his work with the National Institute of Standards and Technology (NIST), “I was really fortunate to have a core set of clients that I worked with closely during the first couple of years that gave me a lot of opportunity to be creative, work independently, and bring new ways of doing things to solve and develop strategies for their programs,” he recalled. “As you grow and gain more experience and exposure to different industries and organizations, you can start to specialize and take on more of that higher order strategic thinking as you build domain credibility and get more specialized functional skills.”
Corner Alliance is intentional about elevating people within the organization, and Marc notes that his relationships with his leadership team and his credibility on his projects helped him find challenging and rewarding opportunities early in his career. “I probably got access to project management and leadership opportunities earlier at Corner Alliance than I would have at a larger firm, and that's a result of leadership trusting me to do a good job.” Relationship building is an essential part of being a consultant, and, by virtue of that, Corner Alliance employees value and nurture the relationships they build. Taking on new tasks and establishing himself as a trusted partner to NIST has not only built Marc a personal portfolio of accomplishments to lean into, but solidified the trusted advisor relationship both Marc and Corner Alliance have cultivated with NIST. Under Marc's leadership, the Corner Alliance team supporting NIST grew to five times its original size.
How did you stay engaged in your work over ten years?
Discussing how new consultants can stay as engaged in their work as he has over the last 10 years, Marc advised “you can have any amount of consistency or variety in your work depending on your chosen path as long as you are proactive… If people do want a high turnover of new experiences, they can have that, but if they want to build deep credibility in a specific industry, that opportunity is available as well. I try to provide a menu of different project opportunities and in-demand skills to consultants beginning to plan their career trajectory, rather than prescribe a specific path to them.”
Corner Alliance consultants also have the opportunity to stay engaged in company initiatives by participating in business development opportunities to help the company win new work. Marc reflected that “getting to work on the business in addition to providing services and executing on contracts for clients is something that was really important to me.” Marc has enjoyed being able to play an active role in business development opportunities, having worked on over 50 proposals during his time at the company. “Being able to have a direct impact on the growth of a profitable, growing business has been really rewarding.”
More importantly, Marc cares about shaping the future of the industry. “A big motivator for me to stay in this industry has been that I care about public funds being used in the most impactful and efficient way possible,” he reflected. Marc has found a common thread in how he looks at projects with their greater cause in mind. “American citizens are the customers of the government. Customers look for high quality products and services. I think that competitive positioning, understanding how the general market perceives your organization's value creation… that's not traditionally a lens that federal contracting companies apply to their work, but it's definitely the through line across the projects that I lead.”
What does the future of consulting look like?
The motivation to use government funds effectively and efficiently has sparked Marc’s interest in embracing new tools to provide federal agencies with the best experience. “I am really surprised by the degree of anxiety around embracing new tools with a healthy degree of skepticism.” The use of tools like Artificial Intelligence (AI) can help make information more accessible, decrease times needed to complete tasks, and improve the overall user experience. Corner Alliance understands the practical implications of these technologies and how new advancements can make consultants more effective in executing missions of their own work and their clients’ work.
“I see Corner Alliance’s role as an objective third party that ‘cuts through the hype’ surrounding government use of AI, make these new technologies more actionable and accessible to government programs, and implement them in the ways that deliver more valuable and efficient services to citizens.”
Looking ahead, Marc is excited to see how Corner Alliance will expand its offerings and client base with these new tools and strategies. While some people may fear the unknown, Marc views the future of the company with the same curiosity and confidence that he brings to his daily life. “I think Corner Alliance is in a great position, and I’m excited to see how we expand our footprint with our already amazing client base moving forward… it has been ten years, and ten years well spent.”
Authors Bonnie Callahan, Consultant I supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is passionate about using her skills to help both her colleagues and government clients improve processes, expand their reach, and create change in communities facing social and economic hardship. Her expertise in meeting facilitation, technical and creative writing, grants management, and creative problem solving paired with her passion for storytelling, activism, and helping others fuel her drive to be a skilled consultant and reliable team member.
***Conroy Stout,*** *Principal Consultant primarily supporting the National Telecommunications and Information Administration's (NTIA) Office of Internet Connectivity and Growth (OICG), is focused on providing excellence for every project and client. He has expertise in strategic communication, content writing, process improvement, and project management. Most recently, he successfully led a team from inception through data collection, drafting, and delivery of a congressional report. Conroy previously worked in the United States Senate as a Legislative Assistant, providing advice on various policy areas, including Artificial Intelligence (AI), technology, and broadband.*
***MacKenna Hornyak****, Consultant II supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is committed to working with the government to improve efficiency and create solutions to maximize their reach. She has expertise in stakeholder engagement, meeting facilitation, process efficiency, and leading stakeholder engagement initiatives for NTIA, most recently with the U.S. Virgin Islands Local Coordination Workshop. She is passionate about expanding high-speed internet access and closing the digital divide so all communities can participate in the digital economy.*
Jayme Baumgardner, newly appointed Director of Consulting at Corner Alliance, joined Conroy Stout, MacKenna Hornyak, and Bonnie Callahan for an interview discussing what it takes to be a consultant and, more specifically, what it takes to be a consultant at Corner Alliance. Jayme brings a genuine and insightful perspective on what success looks like in the industry with nearly two decades of government consulting experience. The interview covered a wide range of topics, from Jayme’s personal experience as a consultant and executive leader, to qualities she believes make a good consultant, her stance on Artificial Intelligence (AI), and why she loves to show up to work every day.
Why become a consultant and why come to Corner Alliance?
As Jayme described what makes Corner Alliance special as a government consulting firm, and how it aims to provide its consultants with more than just contracts and experience, it was clear that she brings passion to her new leadership role. “Normally, as a contractor, you’re on a contract and you do 8 hours every day for that client – you really don’t interface much with your company other than to receive a paycheck and benefits. We really value our identity as a consulting firm because we believe in and prioritize Corner Alliance supporting our collective experiences and relationships while also being a place that supports your professional development and growth as a human.”
Discussing what makes a good consultant and why they should want to come to Corner Alliance, Jayme said, “Consulting is an incredibly fast-paced and intense industry and the best of the best thrive in navigating ambiguity and solving complex problems for their clients. It’s really appealing to people who answer that question ‘What do you want to do when you grow up?’ or ‘Who do you want to be?’ and the response is ‘I don’t really know, but I know that I want to be challenged,’ or ‘I want to work with great people’. ‘I want to make a difference. Whatever that looks like, then I’m happy.’” Corner Alliance really aims to provide its employees as much stability and variability as they want. There are some consultants who have been on the same contract for years, and others who work on several different projects every year. “The goal here is to support one client mission for a few years, stay in touch with your Performance Manager, and switch it up to continue growing and challenging yourself and it’s all possible at Corner Alliance vs. leaving for another company. That’s the real appeal of consulting.”
Jayme recalled when she even felt that way herself. “I remember when I was a sociology major, people said ‘Are you going to be a social worker? What else would you do with that degree?’ I think there’s a place in consulting for people that may not have a business or political science degree but are go-getters with a more social science-oriented approach in the world. We are not a firm where you need to have one specific educational background, the diversity of experiences makes us better.”
Corner Alliance recruits new employees based on professional skills mapping to client needs and core values rather than drawing employees from a specific industry or educational background. Corner Alliance employees have studied a wide range of topics as part of their educational background, from math and science to art history and music. Candidates who study a wide breadth of topics can be equally successful in consulting at Corner Alliance; these differing viewpoints make our teams stronger.
There are still commonalities among those that not only enjoy, but thrive, in consulting. The best consultants do not shy away from, but are drawn to, problem-solving and the need to create a high-impact solution. In support of helping clients achieve their mission, this “can-do” attitude is essential to affecting change.
What makes a good consultant?
Corner Alliance has three commitments that are the foundation of how we operate: Deliver, Grow, and Thrive. The people who can deliver excellent work, grow professionally, help develop business, and thrive despite challenges in a variety of conditions are the ones who will succeed as consultants.
“A good consultant is not deterred by a complex challenge. When they approach a problem, instead of being discouraged, they are motivated to act. For example, I thought I wanted to be an FBI agent when I was in graduate school focused on Criminology. I love to theoretically collect evidence (or data) and plan out scenarios of what may occur. While our clients at Corner Alliance are focused on wicked problems like getting broadband to underserved communities, spurring semiconductor innovation and manufacturing, and equipping first responders and receivers with better tools - a common theme arises for all of our best consultants - they truly love to push on the status quo and solve problems. Every challenge is seen as an opportunity.”
A good consultant knows how to take feedback and seeks out continuous improvement, which is a focus of both Corner Alliance’s internal commitments and leadership objectives. “Having that growth mindset and being excited by growth, I think, is another important skill.” One of the benefits of working at Corner Alliance and working on new contracts is growing and expanding professional skill sets. Corner Alliance provides opportunities to hone existing skill sets and develop new ones with internal training, resources such as access to LinkedIn Learning, and opportunities for reimbursement for relevant external training.
The ability to build trust is also a crucial skill to be successful at Corner Alliance. “The ability to build trust is huge. Trust is currency in this business, and it is a true differentiator for Corner Alliance as voiced by our clients.” The best consultants build trust by applying the trust equation (credibility + reliability + intimacy while managing self-orientation) and are always respectful and professional. Jayme continued, “Strong consultants demonstrate credibility through their spoken word and professional interpersonal demeanor. They don’t need to be extroverts, but they’re able to ask really good questions and trust their gut on when to speak up. And when they have an opinion or question, they’re really thinking about how they’re going to frame it and show up in a credible way.”
Consultants should also have the ability to write well. It is a cross-disciplinary skill that Jayme notes is not as prevalent as it once was; “I think we are facing an interesting skill gap related to writing across sectors today. The emphasis on writing isn’t where it used to be in our educational system. Being an effective and concise writer [for] deliverables, reports, and proposals is a crucial skill.”
Writing, however, is not the only tool a consultant should have at their disposal; another important quality is an aptitude to explore new tools. “You don’t need to be a software developer to be a great consultant, but you should be someone who’s excited about incorporating new technology and tools to get things done in a smarter and more efficient way.”
What does the future look like at Corner Alliance?
Corner Alliance leadership prioritizes company growth alongside the professional development of its employees. These opportunities are not just important for consultants but for the future of the company. “At Corner Alliance, we have some very aggressive growth goals that we formally rolled out this fall at our in-person All Hands meeting. We know full well that what got us here is not necessarily what will get us to the next level. We have relied on hiring smart people with solid skills who have really strong relationships and that ‘get it done’ attitude. Focusing on more technical offerings will be essential as we grow.”
Corner Alliance is incorporating automation and AI, or Artificial Intelligence, into our tools and offerings to clients. “This is an exciting time at Corner Alliance. I think there’s going to be a lot of force multiplying capabilities and even cost savings to our clients in the near future in the process automation and writing sphere directly applicable to current service delivery.”
Corner Alliance’s growth and positive reputation are a direct result of its tremendous employees. “We [the leadership team] really want Corner Alliance to be an awesome place to work.” One of the reasons the leadership team is always proactively planning for the future is to enable Corner Alliance consultants an array of opportunities to choose from, allowing them to work on contracts that align with their goals as they grow. “We really want people to have a clear career path as they grow WITH Corner Alliance. Our people are the lifeblood of this organization. Supporting our people with their professional goals and to figure out more and more who they want to be when they grow up is essential now and as we grow.”
**Responses and conversations have been edited for length and clarity.
Authors Bonnie Callahan, Associate Consultant supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is passionate about using her skills to help both her colleagues and government clients improve processes, expand their reach, and create change in communities facing social and economic hardship. Her expertise in meeting facilitation, technical and creative writing, grants management, and creative problem solving paired with her passion for storytelling, activism, and helping others fuel her drive to be a skilled consultant and reliable team member.
***Conroy Stout,*** *Senior Consultant primarily supporting the National Telecommunications and Information Administration's (NTIA) Office of Internet Connectivity and Growth (OICG), is focused on providing excellence for every project and client. He has expertise in strategic communication, content writing, process improvement, and project management. Most recently, he successfully led a team from inception through data collection, drafting, and delivery of a congressional report. Conroy previously worked in the United States Senate as a Legislative Assistant, providing advice on various policy areas, including Artificial Intelligence (AI), technology, and broadband.*
***MacKenna Hornyak****, Consultant I supporting the Internet for All Initiative under the National Telecommunications and Information Administration (NTIA), is committed to working with the government to improve efficiency and create solutions to maximize their reach. She has expertise in stakeholder engagement, meeting facilitation, process efficiency, and leading stakeholder engagement initiatives for NTIA, most recently with the U.S. Virgin Islands Local Coordination Workshop. She is passionate about expanding high-speed internet access and closing the digital divide so all communities can participate in the digital economy.*
At Corner Alliance, a distinct culture reverberates—one where the past meets the future, tradition intertwines with innovation, and where our commitment to excellence shines through. Since our inception in 2007, we've etched an identity not merely as consultants, but as forward-thinkers perpetually anticipating the next big shift and carefully guiding our clients through uncertain landscapes.
Today when we think about the next big shift, Artificial Intelligence (AI) takes center stage. While some in the consulting industry perceive AI as a looming threat, Corner Alliance CEO, Alan Pentz sees it as a golden opportunity for transformation. While many were still debating the pros and cons of AI, Pentz was already championing its integration, envisioning a future where AI could be harnessed to better governmental processes and outcomes. Within days of ChatGPT’s release, Corner Alliance created an AI and ChatGPT innovation group designed not just as a think-tank, but as a do-tank—actively encouraging our consultants to experiment with the technology and explore future use cases.
Such proactive measures are not anomalies at Corner Alliance; they are reflections of our culture. While we champion innovation, we prioritize building a foundation rooted in trust—a principle that becomes even more crucial as we navigate the nuances of AI. At Corner Alliance trust, mutual respect, and partnership with government agencies have always been, and will always be central. This ethos and culture will empower us to support our risk-averse clients through the challenges and possibilities AI presents.
When it comes to AI, Corner Alliance is not content with acting as a passive spectator; we are on the field, actively shaping, adapting, and evolving with it. From this vantage point, we are thrilled to unveil our "AI, Government, and the Future" podcast. Hosted by none other than our very own Alan Pentz, this podcast promises to be a confluence of AI expertise, governmental insights, and rich discourse. Our podcast aims to nurture a space for meaningful conversations, where diverse voices – be it policymakers or industry leaders – can contribute to shaping the narrative. The goal? To understand, demystify, and strategize AI's evolving role in our lives and within Government.
Whether passionate about technology, deeply engaged in government consulting, or just fascinated by the future shaped by AI, all are invited to listen in. The podcast promises to be a reservoir of insights, knowledge, and thought leadership. With voices from industry pioneers like Jesse Anglen of Rapid Innovation and Somayeh Aghnia from Geeks Ltd, expect a medley of perspectives that promise both depth and breadth.
Listen to our first episode now on Apple Podcasts and Spotify. During this episode Pentz, Corner Alliance CEO and Anglen, Co-Founder and CEO of Rapid Innovation, explore the fusion of AI and blockchain, as well as its potential to revolutionize industries.
Over the past three years, the COVID-19 pandemic significantly altered how professional development was conducted at Corner Alliance. As a result, Trusted Advisor training, one of our most important and interactive workshops, was moved to virtual, creating a new paradigm of how Corner Alliance supports its employees. On May 5, 2023, the World Health Organization no longer qualified COVID-19 as a global emergency, giving Corner Alliance the green light to once again conduct Trusted Advisor training in person.
The Trusted Advisor training is key to how Corner Alliance delivers, grows, and thrives with our clients. Trust relationships are vital to the way we support our clients to achieve their missions. Building trustworthiness in the professional environment, whether internally with colleagues or externally with clients and partners, is one of the greatest determinants of success. Corner Alliance uses The Trusted Advisor Fieldbook methodology by Charles Green copyrighted© 2000 to train new hires. One of the key components of the Trusted Advisor training is understanding and implementing the Trust Equation, which benchmarks your trustworthiness against the four variables.
Photo by The Trusted Advisor Fieldbook
“The training provides a consistent pathway to client trust,” said Jared Goff, Principal Consultant, “which is based upon real-world examples and company culture. For future projects, I will employ the Trusted Advisor guidance.” According to the Trusted Advisor methodology, four components affect trust. Three components increase a person’s trustworthiness: credibility, reliability, and intimacy. The fourth one, self-orientation, reduces a person’s trustworthiness if not managed correctly. The Trusted Advisor Fieldbook details the below variables:
CREDIBILITY
Your Spoken Word and interpersonal presence mean the world for how you show up to build trustworthiness. It’s also okay if you do not know everything. No one does! Be honest about what you know and what you don’t. Actionable example: “I don’t know but I will go find out” or “I messed up and this is what I will do to resolve it.”
RELIABILITY
Your actions follow your words and people can count on you. Actionable example: Show up on time.
INTIMACY
Creating a safe space for someone to trust you with something. Actionable example: Listen beyond words - think through ‘what is really going on here?’
SELF-ORIENTATION (Lower your S)
Who is the focus? Your clients, your stakeholders, and your team. Actionable example: Don’t rush to a solution or hoard the discussion.
Corner Alliance embraces The Trusted Advisor Fieldbook principles because they reinforce our dedication to our commitments to deliver, grow, and thrive. Hear from some of the most recent participants about the latest training.
“The Trusted Advisor guidance helped me understand that each client interaction is situational and requires unique care,” said Anam Khan, Consultant I. “The training has helped me think critically about how to problem solve and mitigate issues while also addressing non-business aspects of the relationship (emotions, frustrations, needs).”
“As a new team member on a newly formed team, the Trusted Advisor guidance is a helpful roadmap to remind me not to jump into problem-solving/action mode. I am there to listen, then listen some more. I will continue to ask questions for understanding and get to know both the client and team members,” said Karen Bourne, Consultant I. “I am building towards a trust-based relationship, and I have to be patient with the process.”
One of the course’s Lead Trainers and Principal Consultant, Max Romanik, states “At Corner Alliance, one of the ways we live our commitments to Deliver, Grow, and Thrive is through trust-based leadership. Leading with trust opens opportunities for deeper connections on our teams and with our clients. From a foundation of trust, we foster our internal talent helping individuals become the best versions of themselves; and our clients experience the transformative power of having trusted advisors guide them through their mission space.”
The world of work has experienced a remarkable evolution, with remote work emerging as a defining feature of the modern workforce. The COVID-19 pandemic propelled this shift, pushing organizations worldwide to embrace remote work models. Amidst the challenges, the undeniable benefits of remote work for work-life balance have come to the forefront. In this article, we'll delve into how remote work has revolutionized our traditional understanding of work-life balance and why it has become the go-to choice for individuals seeking a harmonious blend of their personal and professional lives.
The Power of Flexible Schedules
One of the greatest perks of remote work is the freedom to create a flexible schedule that suits your individual preferences and lifestyle. Say goodbye to rigid 9-to-5 office hours that can feel suffocating and confining. Remote work empowers you to tailor your work hours to your peak productivity times, enabling you to prioritize personal commitments and achieve a more balanced work-life harmony. Whether it's attending to family responsibilities, pursuing your passions, or taking care of your well-being, remote work allows you to design your day in a way that aligns with your unique needs.
Bid Farewell to Commuting Woes
For many professionals, the daily commute is a draining experience that eats away valuable time and energy. Remote work eliminates this stress completely, giving you back precious hours to devote to personal activities, self-care, or even more work if you're feeling inspired. This newfound freedom not only reduces stress levels but also enhances productivity and nurtures your overall well-being. Without the hassle of rush-hour traffic or packed public transportation, remote workers enjoy a seamless transition between their professional and personal lives.
Unleash Your Focus and Productivity
Contrary to popular belief, remote work often amplifies your focus and productivity. Distractions that commonly plague traditional office settings, like constant interruptions from colleagues or unnecessary meetings, are significantly minimized when working remotely. You have the ability to curate your own workspace, one that fosters concentration and minimizes disruptions. By cultivating an environment conducive to deep work, remote workers accomplish tasks efficiently, resulting in greater job satisfaction and a more satisfying work-life balance.
Cherish Priceless Family Time
Perhaps one of the most treasured benefits of remote work is the opportunity to spend more quality time with your loved ones. Conventional work arrangements often limit the amount of meaningful time you can dedicate to your family. Remote work erases those boundaries, allowing you to be physically present and actively engaged with your family throughout the day. You can take breaks to share meals with your children, attend their school events, or participate in family activities, nurturing stronger bonds and fostering a sense of fulfillment in both your personal and professional life.
Embrace the World as Your Workplace
Remote work offers unparalleled freedom by freeing you from the confines of a specific location. You have the flexibility to choose where you live, work, and even travel. Remote work empowers you to relocate to areas that resonate with your desires, whether it's a tranquil countryside, a vibrant city, or even a different country altogether. By embracing this geographic freedom, remote workers create an environment that supports their personal well-being and satisfies their thirst for exploration and new experiences.
Remote Work at Corner Alliance
Even before the pandemic, Corner Alliance (CA) utilized remote work as a valuable tool to improve performance and project management. Now, CA has doubled down on its commitment to remote work by transitioning fully from its brick-and-mortar office to a fully remote workforce. CA provides tools and technology to create a better work environment for employees. The company cares that its employees have everything they need to efficiently work on projects and tasks and encourages balance. Leadership and team members keep tabs on overtime and flextime and reach out if it seems an employee’s plate is too full.
We asked our team members at CA for tips to maintain that work-life balance:
- Set a mental block of working hours. Keep to working 8 hours a day, and try to prevent logging on late unless urgently necessary.
- Remember to award yourself a small break during the day for either a walk or coffee to get outside and de-focus for a moment.
- Prioritize what needs to be done each day and each week. By doing this, you prevent yourself from feeling the need to overwork on tasks that are nonurgent or can be prioritized at a later date.
- Speak with your performance manager about burnout if you’re experiencing it, and ways to combat it.
- Move around working locations if possible: rotate your workspaces from your desk, living room, or a coffee shop. Switching up locations can help you feel less isolated in one space.
- Begin wind-down at 5 p.m. Try to avoid taking meetings past 5 p.m. so you can set boundaries with your working times.
Kenny’s remote zen workspace.
Sahara’s remote astral themed workspace.
Marissa’s command center.
Marissa's assistant, Artimis. Remote work has revolutionized the concept of work-life balance, offering individuals the freedom and flexibility to shape their own schedules according to their preferences and priorities. By eliminating the daily commute, remote work saves valuable time and energy, promoting productivity and overall well-being. The ability to curate a distraction-free workspace enhances focus and efficiency, leading to greater job satisfaction. Remote work also allows individuals to cherish precious family moments by being physically present and actively engaged throughout the day. The geographic freedom offered by remote work empowers individuals to choose their ideal work environment, fostering personal well-being and enabling exciting exploration. As demonstrated by Corner Alliance, the commitment to remote work and the provision of necessary support and tools further reinforces the positive impact it can have on work-life balance. Embracing remote work is a transformative path that empowers individuals to achieve a harmonious blend of their personal and professional lives.
STAFF SPOTLIGHT: ANN-MARIE PROCTOR, OPERATIONS SPECIALIST IAnn-Marie Proctor has a mission to collaborate with others to help them succeed. She started at Corner Alliance as an independent contractor and has worked her way up to the role of an Operations Specialist I. Over the past three years, Ann-Marie has received the Golden Duck recognition for her work at Corner Alliance. With the support of Corner Alliance, she has also become a SHRM-CP and a CMMI appraisal team member.
Tell us about yourself - how did you get into your current field? How long have you been doing it? When did you start working for Corner Alliance, and what made you choose Corner Alliance over other firms?
**AMP:** I studied Human Resources (HR) in college and during my job search, the opportunity to work at Corner Alliance actually fell right into my lap! I started as an independent contractor and my career has grown from there. What drew me to Corner Alliance and what keeps me here is the people I get to work with.
What is your role at Corner Alliance? What does your day-to-day look like?
AMP: I am an Operations Specialist I. My day-to-day is always changing, which keeps me busy! From onboarding and payroll to audits and more, I have my hands in a lot of buckets. Because Corner Alliance is a small business, there are always opportunities for me to take on new responsibilities and support our team.
How does your work support the company and its employees?
AMP: In my role, my “client” is Corner Alliance’s employees. My work is focused on supporting our employees and making sure they have what they need to be successful.
Tell me about a success your team had and how you participated.
AMP: I’m one of the first people new hires meet when they start at Corner Alliance. With the support of the Operations Team and Project Managers, I help set up our new hires for success by coordinating their orientation and onboarding. We’ve received amazing feedback from experienced professionals that our onboarding process has been one of the best they’ve ever been through, which I’m super proud of!
What is your personal mission, and how does it support the Government?
AMP: My personal mission is to collaborate with others to help them succeed. As a member of the Operations Team, I directly support our employees, who support our Federal government clients.
What are you excited to see the Federal Government do in the future?
AMP: I'm looking forward to seeing how the Federal government’s work-life balance is impacted by the four-day workweek that is becoming increasingly popular around the world. It will definitely be a big change but I’m looking forward to it.
Jessica’s personal mission is to initiate change to solve the “impossible” and she believes in the power of curiosity and effective communication. Her work directly supports Corner Alliance’s growth and helps bring new opportunities for our Consultants to thrive.
To ensure the efficient and effective implementation of strategic initiatives, government agencies need program management support they can trust.
Rick Tonetta’s personal mission is to help the Government deliver for the people. He is accomplishing this through his current work supporting NTIA’s Federal program officers, who are administering the grant program that was designed to assist communities with developing and improving their broadband infrastructure.
The key to success for agencies that support federal funding opportunities like grants and cooperative agreements is understanding the grants management process.
The Corner Alliance consulting approach is designed to engage stakeholders at every opportunity and maximize effectiveness to advance organizational goals. By gathering and incorporating feedback from internal and external stakeholders, our consultants are able to develop a strategic customer experience strategy and communications plan that is reflective of diverse perspectives while aligning with the mission, values, and goals of the sponsoring organization.
Latraniecesa (LJ) Wilson has a mission to encourage diversity of thought, create a culture of trust, and foster leadership in others. She has worked with Corner Alliance for a year as a Consultant I where she leads the outreach efforts of her team for a DHS S&T Alerts, Warnings, and Notifications project.
We’re highlighting a diverse team of gifted Corner Alliance consultants who support program management, stakeholder engagement, and strategic communications for our Public Safety Communications Research (PSCR) client, part of our Department of Commerce portfolio at the National Institute of Standards and Technology.
Sophie Bennett has a mission to help her team by empowering them to be their best selves. She is passionate about helping emergency managers create effective alerting programs for their communities, resulting in more efficient emergency messaging and lives saved.
Agencies are often confronted with multiple challenges when transitioning solutions, as transition considerations are frequently secondary in the R&D process. Overcoming these challenges involves preparing ahead of time, leveraging the best and brightest, and constantly re-evaluating to stay ahead of potential roadblocks.
Agencies miss the mark on successful solutions when they do not integrate stakeholders into every step of the research and development (R&D) process. These steps include stakeholder needs collection, gap analysis and solution scouting, solution development, testing and validation, and transition to stakeholders.
Government science and technology organizations face intense pressure to deliver game changing research and development (R&D) results to their customers to maximize emerging technology capabilities while demonstrating return on investment (ROI). To meet this demand, government agencies are quick to elicit needs from stakeholder portfolios and translate those into tangible solutions. While this can lead to early wins, it also has unintended consequences to include partial or overlapping solutions.
Trends in format and brevity are reshaping the future of communications. This calls for new levels of strategic creativity where the research and development (R&D) findings of our clients must be simplified into concise, quick, and compelling stories that keep the viewer’s attention and build brand awareness.
Since March 2020, Congress has enacted six laws, including the CARES Act, to alleviate the public health and economic hardships caused by the COVID-19 pandemic. Federal agencies have expended almost two-thirds of the $4.7 trillion in allocated relief funds, providing grants and other financial aid for various projects — from rural broadband expansion to telemedicine.
Rebecca Fairchild-Lewis has a mission to help clients make impactful change through data-driven and evidence-informed programs.
Establishing these cooperative channels for information sharing and situational awareness equips both Federal partners and private sector stakeholders with actionable intelligence and access to cost-effective resources.
A predominantly remote model presents significant opportunities for both businesses and employees, especially in non-urban areas, but these benefits will be realized only if these communities are equipped with accessible, robust broadband internet.
This quick shift to the “work from home” model has further illuminated the need for critical investment in infrastructure to meet our nation’s surging demands for high-speed internet.
Corner Alliance Successfully Pivots to Virtual EngagementWASHINGTON, D.C. — In March 2020, COVID-19 upended the conference design that Corner Alliance drafted for their client, the Public Safety Communications Research (PSCR) Division within the National Institute of Standards and Technology (NIST). The PSCR Annual Stakeholder Meeting is an opportunity for PSCR's community of researchers to exchange valuable information about their work with leaders in industry, government, and public safety. The Corner Alliance team knew that canceling the meeting, without an innovative substitution, would have been a loss to their client and the agency’s mission.
With just two and a half months before the original meeting date, Corner Alliance and their client saw the need to change the traditional meeting experience as an opportunity to create something innovative. The consultant team conducted thorough research, held virtual brainstorms, and—keeping their client’s stakeholders in mind—recommended a never-before-tried and custom-built platform to maximize engagement. Last month, Corner Alliance’s support of PSCR 2020: The Digital Experience was recognized with a Platinum MarCom Award for its “excellence in marketing and communications.”
Securing client buy-in“With only three months to develop and launch PSCR 2020, we immediately recognized our need to divide and conquer,” said Brianna Vendetti, Senior Consultant supporting PSCR. “We formed ‘tackle teams,’ each dedicated to one specific component of The Digital Experience for the team to own and execute.” Vendetti served as the overarching event lead that set up each tackle team to operate independently and integrate with the other teams.
“Since we were building the event platform at the same time we were promoting it, a large part of the campaign aimed to educate the target audience on the tools they would be using,” Vendetti explained. “We kept our client’s stakeholders top of mind and started solutions with them, selecting tool integrations familiar to them—leveraged in new and enhanced ways.” The team built a video tutorial walking attendees through the platform navigation they would use in the event and developed a user guide that recommended optimal browser settings, suggested available navigation aids, and informed them of the different event features at their disposal.
Drafting compelling government visualsKnowing that the entire world was going digital at the same time, the team honed in on the communications challenge to overcome: the need to convince stakeholders - who prefer and rely on in person events - to participate in a virtual one. To combat this, the team used tactics new to their client, including education promotional videos and webinars to “disrupt the feed” and catch the stakeholders in a format more attractive and less taxing to consume.
“From day one, we saw this as an opportunity to create a positive and innovative experience for our client’s stakeholders,” said Katarina Mandiola, Corner Alliance’s graphic designer. Mandiola believes graphic design is vital to demonstrating the approachability of a government agency.
Through compelling visuals, she says government agencies can make complex subjects more digestible and foster enhanced connections with all kinds of stakeholders, regardless of their background. “Graphics are responsible for the ‘first impressions’ your audience creates about your client or agency - even more so when everything has become virtual,” explained Mandiola. According to Mandiola, the visuals associated with the impactful research done at PSCR amplifies and underscores the importance of their mission. “Through powerful imagery of first responders and innovative communications technology, along with consistent branding, we can attract more eyes and stakeholders toward PSCR’s novel work,” said Manidola.
PSCR 2020: The Digital Experience earned a Platinum MarCom Award
Achieving success for the clientAlthough traditional networking wasn’t part of The Digital Experience, the team’s innovative virtual meeting platform produced exciting new engagement opportunities and raised awareness with new audiences. “Hosting the event virtually allowed us to forgo registration fees, allowing stakeholders previously unable to join with a cost barrier new access,” said Vendetti. “Ultimately, we reached new stakeholders across the world and time zones with flexible viewing that enabled attendees to choose their own experience with the content most interesting to them at the time most convenient for them.”
The success of PSCR 2020: The Digital Experience exceeded both the team’s and their client’s expectations. “We increased attendance by 132% from the 2019 Stakeholder Meeting, achieving a total of 1,041 attendees signed up, which is the greatest attendance PSCR has seen across the decade during which they’ve hosted this annual event,” explained Emily Hartmann, Corner Alliance’s team member responsible for managing promotions and marketing. In total, 640 participants were new to PSCR and had not attended the 2019 in-person meeting.
In addition to the Platinum Award that Corner Alliance earned for PSCR 2020: The Digital Experience, the firm was also recognized for its pre-pandemic in-person event promotions—including Consumer Electronic Show (CES) and South by Southwest (SXSW) accolades. “We’re extremely grateful to our collaborative clients for their trust in letting us push the creative envelope,” remarked Stacey Trunnell, Senior Communications and Outreach Specialist. “An innovative federal program such as PSCR deserves to have breakthrough communications and branding, and we’re proud to have effectively delivered on that charge for our client.”
PSCR Trade Show Exhibit earned a Platinum MarCom Award
Corner Alliance can helpCorner Alliance can help you design innovative graphics and branding; choose or build a virtual platform, customized for your needs; maximize your virtual attendance and participation; and measure the success of your virtual engagement. Our iterative stakeholder-driven process focuses on producing high-impact experiences for all of your participants. Our promise to our clients is to always have their back and present innovative solutions to address their most challenging needs. Read more of our virtual engagement insights here.
Name
*
First Name
Last Name
*
Organization
Checkbox
Would you like us to send related materials
Sign up for Innovation Insights Newsletter
Thank you for your interest in our Getting Started with Virtual Engagements for Government free guide!
Access the download here.
The need for physical distance to mitigate the spread of COVID-19 quickly brought broadband to the forefront of agencies' challenges and served as a top priority.
Kerianne Gibney, Consultant
Boulder, CO
As many of our clients continue to make the transition from in-person events to various forms of virtual engagement, Corner Alliance has identified what works well and what could be improved for future virtual engagement opportunities as they become the norm.
Name
*
First Name
Last Name
*
Organization
Would you like us to send related materials
Sign up for Innovation Insights Newsletter
Thank you for your interest in our Getting Started with Virtual Engagements for Government free guide!
Access the download here.
While virtual engagement is not a “one-size-fits-all” approach for clients, there are inevitable hurdles to overcome and challenges to navigate. Our lessons learned will help you avoid tricky situations, traverse new territory, and lead to successful execution.
The DosCorner Alliance adheres to similar Dos when planning and executing in-person events, however, we’re here to tell you which Dos are even more critical for your virtual engagement. Coordinating the execution of an event on a digital platform with a team in remote environments is no simple feat. The following actions will keep your plan synchronized and on track.
Planning
Set a realistic timeline with an attainable end goal. Outline key performance indicators (KPIs) upfront and determine how your team will meet them. Confirm the timeline, milestones, and end goal with all team members before getting started.
Divide and conquer. Identify and assign roles to your team members in advance. For larger engagements, designate task leads for various components of the project, empowering each of them to prioritize and delegate assignments, conduct iterative reviews, and make some of their own choices.
Make it attractive. Create branding and style guidance to consistently use throughout your engagement campaign. Remember, all content will be produced in a digital format. Stakeholders are already consuming so much digital content and yours needs to stand out. Think sleek, bold, and intriguing.
Over-communicate everything. Check-in often with both your team and stakeholders – clear communication is key. Without the ability to meet regularly in-person, you will be relying solely on electronic communication and conference calls. Emails may get lost in inboxes and verbal communication may be forgotten. Don’t hesitate to repeat yourself, follow-up, and frequently emphasize the most important details and deadlines. While over-communicating the engagement details, tasks, and logistics, be sure to also build enthusiasm throughout the entire planning process.
Just because the planning stage is through and your communications campaign and virtual engagement are prepared for launch, doesn’t mean your job is complete. As you get ready to launch your virtual engagement be prepared, be ready, and be available for your attendees. Even while your engagement takes off, it’s important to remain focused and keep your end goal in mind.
Execution
Engage partners and influencers early on. These parties are key players in the promotion of your “event.” Share any branded materials such as outreach flyers, social media tiles, and complementary messaging to make their promotions as easy as possible.
Practice. Practice. Practice. Test the audiovisual controls, platform capabilities, and user experience. Recruit others who are unfamiliar with the platform to test them too. Conduct dry runs with any speakers, providing constructive feedback to keep audience members engaged without the in-person interaction. Allow any opportunity to detect A/V issues before they happen and create a risk mitigation plan in case they arise.
Be a reliable resource. Consider developing a recorded webinar, video tutorial, or user-guide if your engagement platform is new to your client or their stakeholders and requires some education. Publicize the available channels in which attendees can contact you for technical support throughout the virtual engagement.
Collect and respond to feedback. Participants may not be able to get their questions answered on the spot while they’re digesting content from behind a screen. Create an effective feedback loop to solicit reactions and questions from attendees during and after your virtual engagement. Deploy satisfaction surveys and follow-up with responses to any questions submitted.
The Don’tsSome challenges of virtual engagements may differ from those experienced while planning and executing a typical in-person event. For example, meeting space, lodging, and travel logistics are non-issues for virtual engagements. However, that doesn’t mean there are no roadblocks when it comes to virtual engagement. In fact, there are some challenges entirely unique to virtual engagements. We’re here to tell you what not to do in order to avoid potential traps as you plan and execute and provide alternate solutions to reach success.
Planning
Don’t overlook the Assess and Plan phases. Instead, analyze all available data about your client’s stakeholders or past engagements. What worked? What didn’t work? What is most important to your stakeholders? Spend adequate time in the assess and plan phases before implementing. Once you have an approved strategy, then you can create tactics.
Don’tset obscure goals. Instead,set clear, specific, measurable goals for your engagement. Do you want to gain new stakeholders? Do you want to drive interest in a new research area? Additionally, consider the metrics you can track online: number of session views, number of new followers on Twitter, number of virtual networking sign-ups, number of new newsletter subscribers, etc. Check out another blog post in this series about measuring success to learn more!
Don’tovercommit your resources. Instead,refer to your strategy and goals when determining when to say “yes.” It’s okay to not say “yes” to everything. If your goal is to gain new stakeholders, say “yes” to a detailed outreach plan, but not individualized emails for invitees already in your network. If your goal is to drive interest in a new research area, say “yes” to promotional videos highlighting the importance and impact of the research area, but not the production of additional videos for regularly scheduled content. Consider what will be manageable for your team to do and to do well.
Execution
Don’t use chain of command approvals. Instead,identify a single decision maker; this is especially crucial during tight turnarounds. While there may be empowered task leads, they are ultimately serving as team contributors with designated thresholds for their independent decisions.
Don’t use too many platforms for a single engagement. Instead,keep the user experience as seamless as possible. Have a single point of entry to access your virtual engagement (e.g., website landing page, mobile application, virtual conference lobby, etc.). If you are going to use various platforms, make sure they are integrated in a way that is easy to follow.
Corner Alliance Can HelpAt Corner Alliance, we view change as opportunity. Change allows us to learn, grow, and evolve. As more and more events go virtual, we must adapt to meet our stakeholders in the middle. These Dos and Don'ts have helped us exceed expectations when leading and supporting several recent innovative efforts. With credible experience transforming events into an entirely digital format, we hope the insight we’ve gained can help you too. So you don’t have to learn lessons the hard way, check out our downloadable content, Getting Started with Virtual Engagements for Government: Five Key Variables to Consider, demonstrating how Corner Alliance can help you achieve success with your next virtual engagement.
Author
Kerianne Gibney, Consultant to NIST’s PSCR Division, has a mission to make a powerful impact. She has experience with meeting design, meeting facilitation, and virtual engagement, most recently with PSCR 2020: The Digital Experience. With a background in Public Health Science, she is passionate about improving public safety by helping to advance communications technology for first responders.
Emily Hartmann, Consultant
Boulder, CO
Name
*
First Name
Last Name
*
Organization
Would you like us to send related materials
Sign up for Innovation Insights Newsletter
Thank you for your interest in our Getting Started with Virtual Engagements for Government free guide!
Access the download here.
In the wake of COVID-19, events across the globe have been canceled, postponed, or transformed into a virtual engagement. As this pandemic voraciously swept over the world with no clear path to eradication, organizations have been left scrambling to plan and execute virtual solutions to their in-person events.
Translating to a virtual environment comes with several challenges. The most ubiquitous being a newfound competition with the entire internet for stakeholders’ attention. From behind a screen, it is imperative to consider success metrics from the start and to employ mechanisms designed to maintain audience engagement.
So, how can you measure the success of your virtual event?
Pre-Event: Planning Phase The number one metric that will define the success of your virtual engagement depends on your goal. One popular metric is the number of stakeholders that register. This metric informs whether your communications are effective, how engaged your stakeholders are, and if there is a clear benefit to attending. Here are some questions to consider during the Pre-Event phase:
How do registration numbers compare to the stakeholder group you are targeting?
Oftentimes, online events may reach more people than in-person events because of the low barrier to entry. Consider the number of stakeholders you are targeting with your event promotions, how does this compare? For example, if you send an event announcement email to 1,000 stakeholders, what percentage of that group registers?
How many people are registering for my event the day a promotion is sent?
Your promotional platforms may include email, blogs, social media, webpages, etc. Track the performance metrics per each promotion and correlate to your sign-up data. See which messages and media are getting the most traction. By qualifying the success of your promotions with registration numbers, you can hone your messaging and communications platforms to continue to boost your sign-ups.
During Event: Implement PhaseWhen you are ready to broadcast your virtual content to the world, your primary focus should be on audience engagement. It can be hard to tell if your audience is enthralled with your content in a virtual setting - there’s no way to tell if they’re falling asleep or scrolling through Facebook from behind a screen. That’s why it’s imperative to implement opportunities for questions and feedback to ensure your delivery is successful. You should also consider these questions:
If the event is live, what percentage of people who registered actually attended?
Regularly, people will sign up for a live event to receive the recording post-event. You’ll need to create a sense of urgency in your communications to convince registrants to tune in live. Is it a live Q&A with the presenters? Will they be the first to hear a special announcement? What’s in it for them?
For typical live webinars supported by Corner Alliance, we see a 50% attendance rate, on average.
If the event is live, are attendee numbers holding steady throughout the engagement? Or, are they dropping off during a portion of your presentation?
During a live presentation, record your attendance every 10 to 15 minutes throughout the engagement. This way, you can tell if stakeholders are uninterested during a piece of the live session. A drop in attendance rate at the end of the presentation could mean people have meetings at the next hour, or maybe don’t want to stick around for the live Q&A.
Are stakeholders asking questions or responding to requests for feedback?
A great way to temperature check a live audience is to use a virtual platform that will allow you to deploy poll questions (Check out another blog in this series, “Deciding Your Platform” for more insight). This can showcase which audience members are truly engaged with your event and who is not paying attention.
Tip: To keep your audience even more engaged, consider tailoring your presentation to poll results. For example, if you ask “Why are you attending this virtual event?”, you’ll get immediate audience insight and can spend extra time diving into what your audience is most interested in.
You can also measure how engaged your audience is by tracking the number of questions asked during a virtual event. Audibly prompting the audience to ask questions or give feedback can be a great way to reel wandering stakeholders back in to re-engage with your content.
What are stakeholders asking about during the virtual event?
Consider the types of questions being asked during your virtual event. Are stakeholders asking for more clarity, or are they asking questions to dig deeper into your content? Questions asking to clarify a point may mean that your presentation’s message was not clearly explained the first time around. On the other hand, questions that suggest your audience is ready to dive deeper are a testament to your content’s relevance.
How satisfied are stakeholders with the content of your virtual event?
By implementing a simple scale rating system for your stakeholders at the close of your presentation, you can easily obtain a valuable metric that informs how worthwhile a presentation was to your audience.
For a Corner Alliance-hosted virtual event, we tend to observe a satisfaction rating between 4 and 5 on a 1-5 scale. (1 - Poor, 2- Fair, 3 -Good, 4 -Very Good, 5-Excellent)
Has your website traffic increased?
When hosting a virtual engagement, you should expect to see an uptick in traffic to your organization’s website or specific webpage(s) (especially if any event content is hosted there). Record the average number of visitors to your website the week preceding your event and compare it to the week of your event. This baseline data will allow you to quantify an event-induced surge in visitors.
During a recent Corner Alliance-hosted virtual event, we observed a total website traffic increase of over 80% compared to our client’s average.
If your event is recorded, how many views does it have?
Similar to the attendees of a live event, evaluate the number of people that have signed up for your event and the number of people viewing the content. You should continue monitoring this metric while you are sustaining content promotions. This ratio will inform how exciting and engaging stakeholders find the content you’ve delivered.
Post Event: Creating Results When your event comes to a close, the full arc of the data becomes available to analyze your event’s success. Here are some questions to consider:
How did your total registration number compare to a similar in-person event or virtual event?
The results are in, so you can look even deeper into the comparison data from similar events (whether in-person or virtual). Did registration surpass what you expected?
During a recent virtual event hosted by Corner Alliance, our consultants achieved a 100% increase in attendance compared to a similar in-person event. The virtual and accessible format significantly increased reach versus an in-person gathering.
How are stakeholders responding to your post-event survey?
Following up with an easy way for stakeholders to give their feedback is a great way to learn about your audience and understand their event experience. In a virtual setting, there’s no way to walk up to an audience member and ask them on the spot. A post-event survey can capture feedback, and is a valuable tool to measure the success of your event.
Did your organization gain new followers on your blog, social media, email, website, etc. as a result of your virtual event?
By tracking new followers on all communications platforms, you can understand the reach the virtual event had online. While you may not be able to count the number of people in a conference hall, you can track an increase in page views or followers on Twitter. Do these numbers exceed your average increased follower count or email subscribers in any given week? Can you correlate the increases to specific promotions in the pre, during, or post event phases?
Corner Alliance can helpPlanning a virtual event can be daunting, and it’s hard to know where to start. Let alone, how to ensure it’s successful. Your success measurements should be identified early, and integrated into a dashboard or report for efficient monitoring and evaluation and those metrics may vary depending on your event’s size, purpose, or outcomes. Other metrics that could be helpful to measure include: data collected, feedback and ratings, general sentiment, media coverage, email open rates, email click through rates, social media engagement, and impacts.
Corner Alliance consultants have a proven track record of designing and executing successful virtual engagements. We understand that the need to convene a community of stakeholders cannot be postponed or canceled.
Author
Emily Hartmann, Consultant to NIST PSCR, seeks to inspire positive change through her work in communications. Her passion for mission-driven work began in her experience with environmental non-profits and has translated into her position with Corner Alliance.