The problem usually isn't a lack of ideas – it's the wrong starting point. If you choose an attraction because it looks modern rather than because it supports the goal of the event, you end up with a queue, bored guests or the feeling of "that was nice, but what was the point?". Below we show a simple way to choose attractions based on the effect that should stay with the team and in attendees' minds.
Start with the goal, not the attraction
The same attraction can produce completely different results. It depends on when and how you set it up. So start with one sentence: what should change after the event. Then choose a mechanic that will bring about that change.
Is the goal team building? You need a shared experience. Is the goal leads? You need a mechanism that leads to a conversation and a next step. Is the goal networking? You need a pretext for starting a chat, not another zone to stand around in.
Write the goal down in a way you can check after the event. Not "it should be fun", but for example: people from different departments should have a reason to talk. Or: guests should stay in the break area instead of escaping into their phones. With a specific goal, it's easier to choose the format, the duration and the spot in the room.
The second thing is the audience. For a conference with a lot of turnover during breaks you choose differently than for an intimate team-building event. At a conference, speed and simplicity win. At a team-building event you can go for a longer experience, because people have time to get into it.
Event goals and attraction mechanics
- Team building: an activity where people do something together and have something to talk about afterwards.
- Networking: simple 2–4 minute stops with a low barrier to entry.
- Leads: a mechanic that turns curiosity into a contact and gives a reason to talk to a salesperson.
- Employer branding: an experience people want to show off because it looks good and can be described in one sentence.
Treat attractions as tools. Some build collaboration, others curiosity. Others are simply a good interlude that gives people something to talk about. You'll find the full range in our event attractions catalogue. Treat it like a menu you order from to suit your goal.
A simple test: what does the attendee do in the first 10 seconds? If the answer is unclear, the barrier to entry will be too high. And with a high barrier, the attraction becomes something to watch rather than something to use.
Three pitfalls that spoil even a good idea
- Too high a barrier to entry. If it takes a long time to explain, most people will give up.
- A bottleneck. One station for a large group means a queue and frustration.
- No place in the running order. An attraction with no role in the schedule runs alongside the event, not in step with it.
A fourth pitfall often comes on top: choosing for the organiser rather than for the guests. It's natural to want something new. But attendees judge two simple things: is this for me, and do I know what to do? So when in doubt, choose the simpler solution.
Remember the attraction's surroundings too. Sometimes the problem isn't the activity itself. There's no space next to it, the queue is confusing, or the station stands where nobody passes by. An attraction nobody sees doesn't work towards the goal.
How to make a decision in 20 minutes
Take a sheet of paper and answer four questions. What's the goal? How many people? How much time do you realistically have for the attraction? Where in the room will there be the most traffic? With those answers the choice becomes much simpler and the risk of disappointment goes down.
Then decide whether the attraction should be a quick interlude or a highlight of the programme. That determines whether you need a host or whether simple staffing is enough. And whether it's better to go for rotation or a longer experience.
The rule is simple: less left to chance, more fit with the running order. Then the attraction stops being an add-on and starts working towards the result. And that kind of spending is easier to justify to a client, a manager or the finance department.
What to prepare before talking to a supplier
Prepare a short five-point brief. It doesn't need to be long – it needs to be specific. It means the proposal will fit the real conditions, not a dream scenario.
- Goal: team building, networking, leads, brand image.
- Number of people: how many people should realistically use it within an hour.
- Schedule: when people will have time for the attraction.
- Space: where the most traffic is and how much room you have.
- Technical requirements: power, access, venue rules.
With a brief like this the conversation is quick and to the point, and the decision is less risky.
Let's match an attraction to your goal and your venue
Describe the event format, the number of people and the effect you're after. Get in touch and we'll come back with a proposal tailored to your running order.
