a few things, and present the same material in the same fashion. This documentation, and a standardized approach is often best in those sce- narios, but we have begun to explore ways in which we can build upon those regulated, unvaried trainings. We have attempted to implement puts them into real world scenarios. One of the best ways we have found to do this is to bring outside
groups in to present topics in their area of specialty. No matter how passionate or knowledgeable I am with a certain topic, a high per- to provide hands-on training on active shooter scenarios within our heard over and over things like “It never occurred to me that some- thing like this could happen in our venue,” and “I had not thought about what I would do in an active shooter scenario.” Despite our include training for active shooter sit- uations both in person and via our did not learn until we brought someone else in. It does not have to be some ex- out of state. This year we partnered with our local police department to we received similar positive feedback We also rely heavily on the resources that IAVM has the ability to
provide, both formally through programs and training opportunities, and informally, through conversations with colleagues both in person and through sources like VenueNet. Remember The Station nightclub Trained Crowd Manager, an IAVM online training course. We have since put all of our supervisors through the same training and are look- - nario-based discussions are also now part of our regular training tech- and discuss how we would handle that situation as a team, an idea that was shared with me from a colleague at a recent IAVM confer- I personally went through the same training at a recent Region 2/3 for this article alone to help spark conversations and generate ideas
on what other venues are doing along these lines. One of my favorite parts about this industry is everyone’s willingness to share their experi- ences. Whether formally or informally, IAVM has the resources to help us improve, update, and bolster our training from year to year.
we will always be in a ‘work in
progress’ mode. The minute we become complacent in our training techniques,
Assessing our Results always be in a “work in progress” mode. The minute we become com- - to move an item out of an emergency stairwell or proactively engage in conversation with two fans that might be on the verge of a heated they would like to see in future trainings. things can help change our culture. The little things can help us shift from caring more about the paycheck and watching the event to investing in the safety and experience of our patrons. The goal is a lofty one, but a necessary one: to trans- form the mindset of each one of our - look of a professional venue manager. This past May, we held our annual Spring Commencement event at our
52,000-seat stadium. In addition to the near capacity stadium to man- members guide, direct, and communicate to our graduates, I realized that we are well on our way to developing venue managers out of crowd energy and dynamics. The corrals used to organize students had been crafted in a way to leave room for emergency exits. It was an incredible sight to see the topics that we had been preaching over the successfully executed this large-scale event by examining it through the eyes of a venue manager. It is moments like these that we venue professionals realize why we are in the venue management industry in FM
Mike Santa, CVP, is general manager of Indiana University Event Services in Bloomington.
IAVM 53
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