It was day two of the convention. Everything was going fine—happy delegates, happy client, happy venue. Lunch had been served without a hitch. And then I noticed it. Rain. People had gone shopping and a line was forming at the cloakroom. It was only a small queue, but it was only a small cloakroom and small queues have a habit of growing into big queues ... and turning ugly. I palmed my cell phone and called Q Busters.
Sometimes, as I stand in line waiting for something at a conference, I wish Mickey Spillane was in the meeting management team. He would sort it out—probably by killing the culprits.
Incidentally, I will be using the terms “queue” and “line” (for American readers) interchangeably in this rant.
Perhaps if more people in the hospitality business regarded the queue/line as public enemy No. 1 and not as an unavoidable inconvenience, we would all suffer fewer ulcers. Life is too short to waste queuing.
But my irritation at having to stand in line can be alleviated if I know why (and for what) I am waiting, and for how long I’ll be doing so.
So rule No. 1 about queue management is: Keep the people informed
If I choose to stand in line, the venue and host organisation have a duty to make the experience both brief and tolerable. Lateral thinking helps: A queue is only a queue if those in it think they’re queuing.
When a line gets too long, smart planners pass around glasses of something refreshing. Who cares how long it takes to check in if the Chardonnay keeps coming? (Speaking personally, of course.)
Rule No. 2: Where possible, transform a queue into a party
Or take their minds off the wait with street theatre. Jugglers, musicians and magicians can make time fly.
Rule No. 3: Distract them
Of course, if 500 people all want coffee and Danish at precisely 10.25 then there’s only one way to prevent congestion … lots of coffee at lots of coffee stations.
Rule No. 4: More staff equals shorter queues
At large events, buses, like buffalo, travel in herds. This means they all arrive at the same place at the same time. I recommend the creative detour so that some coaches take the scenic route, thereby staggering arrival times.
Equally, it is not necessary for 3,000 attendees to leave the auditorium at the same time by the same two doors. They could be encouraged to depart by row numbers and utilise the fire exits.
Rule No. 5: Stagger all mass movements
The secret to a queue-free conference is identifying potential bottlenecks, but sometimes these cannot be foreseen. Weather, traffic and rumours of free beer can influence crowds, and the herd instinct is particularly strong in conference delegates. Groups need clear directions.
Rule No. 6: Tell people what is expected of them
Finally, when all else fails—when that flash queue suddenly forms—that’s when Q Busters come into their own. A specially trained, crack team of waiters, porters and receptionists, they respond instantly to the rumour of a queue at registration or a backlog at the buffet. When the barman is overwhelmed by an early release of thirsty delegates, they race to help. When three coach-loads disgorge simultaneously outside the hotel, they’re there—briefing, serving, entertaining.
Incidentally, the British are famous for queuing even though the concept was invented by the French, who gave us the word, and now don’t appear to believe in the idea.
TONY CAREY, CMP, CMM, is a freelance speaker and consultant. He can be reached at tonycarey@psilink.co.je or via his Web site www.tonycarey.info.
