Events are a tool for leadership, trust and reputation
In a company like Telefónica, where we regularly organise meetings with customers, suppliers, partners and sales networks, events are not merely ‘communication initiatives’. They are moments when the company puts itself out there. Moments when it becomes clear whether we listen, whether we understand the customer, whether we know how to build trust and whether we are capable of inspiring others in some way.
In this regard, the concept of leadership is very clear: leading an event means creating the conditions for something important to happen and leave a lasting impression.
It won’t always be a sale, nor an immediate decision. Sometimes it will be about achieving something as challenging as fostering a positive perception of the company, the product, or one of our employees or representatives.
And that, for those of us who understand marketing and communication, is vital.
For years, like almost everyone else, I have attended a multitude of events of all kinds, both personally and professionally. They have all been different. That said, some have made an impact and remain fresh in my memory. Others have simply been forgotten.
Through my work, I have also been involved in the design and execution of numerous events, both internal and aimed at clients. All of them have had more positives than negatives, but I admit that I have, of course, made mistakes – from which I have learnt a great deal. That is why I thought it would be interesting to organise these ideas and set out in this post some of the key points which, based on my experience – leaving aside marketing manuals, gurus, etc. – can help us create memorable events, especially when dealing with clients, suppliers, partners or commercial networks.
What sets a good event apart from a truly memorable experience
To begin with, I’m going to talk about something that happened recently.
I recently attended the closing ceremony of a course I’d taken part in as a student. It was a very good course that concluded with a closing ceremony attended by over 100 people and which, I’m sure, came at a significant cost.
I attended the ceremony with a critical eye, as I’d just come from organising another event, which I’ll talk about later.
The day began with a few words of thanks from the rectors and prominent members of the school. Several senior managers then took the floor. Later, a prominent film director gave us a very interesting motivational talk. And, to round things off, a prestigious magician put on a truly mind-blowing show, before the presentation of certificates, photos and the final closing remarks.
Outside, a magnificent catering spread awaited us.
Put like that, it all sounds good. We could almost say it was a textbook event: the institution, the thank-yous, the inspirational talk, the show, the recognition and the final celebration.
But this is where, in a critical yet constructive spirit, I’d like to analyse a few things I observed which, quite frankly, I believe could have elevated that event from ‘very good’ to ‘memorable’.
The attendee’s experience begins long before the first talk
We arrived early and there was no welcome coffee. It may seem like a minor detail, but it isn’t. I think it’s important to start slowly, with a drink, a coffee, a brief moment to socialise and settle in before sitting down for quite a while with the expectation of maintaining full attention on speeches, talks and acknowledgements.
We then entered a huge theatre and the presentations began. One talk after another. We remained seated for at least two hours.
And this is where I think a short break would have been necessary: to go to the loo, have a drink of water, stretch our legs, discuss what we’d heard…
The best speaker isn’t always the one who connects most with the audience
Then the film director took to the stage. For me, having close ties to that world, the idea struck me as brilliant. However, I soon got the feeling that he wasn’t quite connecting with the audience. People lost interest quite quickly.
He gave us a very interesting pitch—brilliant, I’d say—but perhaps it didn’t quite fit with that particular audience, that context or that specific moment in the day.
And this is important: we have to tailor our talks very carefully to our audience. Otherwise, no matter how good the speaker is, the impact will be limited.
The right pace and timing can multiply the impact of any content
Just when we thought we might be able to go out for a drink and a bite to eat, the main event arrived: the magician.
And it was fantastic. Really.
But perhaps it came at the wrong time.
The content was very good, but the audience’s energy was flagging a bit.
Then came the presentation of certificates, the photos, the applause, the closing… all in quick succession.
And it was only after nearly four hours that we were able to leave, have a drink, eat and chat amongst ourselves.
I don’t mean to say that I attended a bad event. On the contrary. It was a great event, well organised, with good content and some truly valuable moments.
But I don’t think it quite lived up to what might have been expected of it. It didn’t quite turn out to be memorable.
And that’s where an interesting thought comes in: often, the difference between a good event and a memorable one lies in how those elements are arranged, connected and put at the service of those attending.
When an event works… and yet still falls short of the expected results
I’ll now turn to my own experience, with a touch of self-criticism.
I’m talking about a completely different context, in which we faced the challenge of bringing together key representatives from Telefónica’s major clients to discuss a technological topic that, at first glance, doesn’t always generate immediate interest, whilst also taking the opportunity to present products related to that field.
The fact is, we had a decent budget, plenty of time and a partner who supported us every step of the way. We made a considerable effort to organise it properly.
We began with a welcome coffee. We then moved on to several talks that weren’t too long, where, naturally, there was a commercial element, but we tried to ensure they were useful and not overly dense. Next, we had a well-known and dynamic speaker who gave us a brilliant talk.
Everything went like clockwork.
Once that part was over, we treated our clients and sales representatives to a unique dining experience. The truth is, many couldn’t believe it. The clients were happy, the sales reps too, and our partner was satisfied. There was conversation, networking took place, and sales opportunities arose.
And, if you’ve read this far, you might be wondering: what’s the catch?
Well, the catch is that we didn’t reach the turnout we’d hoped for.
Fewer people turned up than expected. And it was a shame, because once everyone was there, the event went very well.
Understanding the context is just as important as designing the content
But these things happen too. And, being very self-critical, I now know why. A year earlier we’d held a similar event. Perhaps not quite as polished in its design, but we filled it to capacity. I thought the same would happen this time. But it didn’t.
And I think we didn’t take certain important variables sufficiently into account.
We didn’t take into account that we were in the midst of a process of profound change within the company and also within our sales portfolios.
Nor did we give sufficient weight to the fact that, that year, both clients and sales staff were far more overwhelmed by events than the previous year. There were more invitations, more priorities competing for the same time. And we didn’t gauge that properly.
I learnt a valuable lesson: before launching even the best of ideas, you have to investigate, ask questions, assess the context and understand the moment in great detail.
No matter how much care, budget, creativity and effort you put into an event, if you haven’t properly assessed the context, you may fall short of your expectations.
The keys to designing memorable events that make a real impact
The aim is to create a memorable event, yes. One that leaves a positive impression, sparks business conversation and builds a connection with clients.
But for that success to be amplified, you also need the right audience, at the right time, and a value proposition clear enough for people to decide to give you their time.
Some key takeaways from both experiences
- An event begins before the first talk. The arrival, the welcome, the coffee, the registration and the first few minutes set the emotional tone for everything that follows.
- Pacing is just as important as the content. You can have good speakers, good messages and good production, but if there are no breaks, no shifts in energy and no moments to catch your breath, attention wanes.
- The audience matters more than the speaker. A big name doesn’t guarantee a connection. The key question isn’t just ‘who’s coming to speak?’, but ‘what does this specific audience need or want to hear?’.
- Timing can make or break a great moment. A brilliant talk or a fantastic performance can lose its impact if it comes at a time when the audience is tired, hungry or mentally disengaged from the event.
- People aren’t just attendees: they are physical beings, with attention and energy. They need to move around, participate, stay hydrated, rest, chat and feel looked after.
- The experience must tell a story. A memorable event is not just a series of separate segments. It is a journey: an opening, a main body, moments of impact, opportunities for connection and a closing. Like a book or a film: introduction, climax and conclusion.
- Bringing people together is also about leadership. It is not enough simply to design the content well. You must understand the context, the overload of schedules, the company’s internal situation and the real priorities of clients and sales staff.
- Success does not depend solely on the day of the event. It also depends on everything that happens beforehand: how it is communicated, who is invited, who advocates for it internally, what expectations are created, and what value the attendee perceives.
- Less can be more. Sometimes a shorter, more focused and better-paced event leaves a greater impression than an ambitious but overly packed programme.
- What makes an event memorable often lies in the invisible details. A coffee served at just the right time, a well-timed break, a facilitated conversation, a warm welcome or a carefully crafted closing can make all the difference.
- Follow-up is part of the event. An event doesn’t end when the lights go out or the catering is cleared away. Afterwards, it’s essential to gather feedback from attendees, listen to the sales team, analyse the conversations that have taken place and carry out a structured sales follow-up to measure the event’s real impact and effectiveness.
Leadership that leaves a lasting impression is measured by how we make people feel
Perhaps that is why I like this quote attributed to Maya Angelou:
“People will forget what you said, they will forget what you did, but they will never forget how you made them feel”.
If you think about it, ultimately, a memorable event is not one where everything happens.
It is one that moves us and leaves us with a good feeling.
In an environment where trust, experience and relationships are becoming increasingly important, creating memorable moments also becomes a form of leadership. Events are an opportunity to listen, connect and generate value beyond a business conversation. In line with Telefónica’s vision of “becoming the best gateway for citizens to digital technologies” and of offering “more and better services for the customer”, every gathering represents an opportunity to strengthen trust, foster lasting relationships and convey to customers, partners and society the value of an innovative, competitive and people-oriented company. The quality of that experience, just like the quality of our services, is ultimately measured by one essential factor: “the trust of our customers”.
