Originally published Meetings Focus.
Originally published Meetings Focus.
Originally published Meetings Focus.
In the Grant Snider illustration, “the beloved book,” we are shown the life cycle of a treasured book, perhaps like one of your own—from its yellowed dust jacket, to the inscription by a loved aunt; scribbles in the margins, frayed pages and cracked spine; the old book smell and perhaps a missing page but you still know it by heart and pass it along to another generation.
I prefer print books—the touch and feel, the sense of holding words in my hands. The ability to pass along a beloved book to someone else to love and share then with others.
It continues the cycle of learning and reading.
And I realize that not everyone can read, either at all or in print.
While thinking through this blog’s contents, I wished I could remember, or had a family member to ask, how and when I learned to read.
It must have been a miraculous occurrence. I think it might have been akin to what Beth Cooper-Zobott describes in her responses to my questions to colleagues.
Reading has helped me grow in empathy for others and provided new concepts for use in my work. I remember the joy experienced as I walked to my Dayton, Ohio, library, where I picked up stacks of books to bring home and devour in my attic bedroom.
(Joan’s Note: If you’re interested, “my” library, now empty except for the memories of so many, is for sale. I’ve tried to think how I could buy and renovate it to live in that beautiful building).
I don’t remember the first book I held. I have always written in my books. My friend, Layne, said she never can or would write in a book—that it would be desecrating them.
My margin notes are reminders of what I’m learning or sometimes a thought to pass on. It feels like love to me of the words written and the ideas shared by the authors.
A favorite quite-worn book in a purple silk cover, The Heart of New Thought, by Ella Wheeler Wilcox, belonged to my maternal grandmother. It was signed in the front with her maiden name and the year 1907, shortly before she married. My grandmother, Jewish by birth and practice, clearly saw something in this book that touched her.
A cousin of my mother acquired it; her daughter gave it to me.
For her 30th birthday, I gifted it to my oldest niece who I hope will pass it on to her sons, both younger than 10 and readers.
There are lots of reasons to read, and especially, to read books in print.
Many others have written the whys—a simple search of “why read books” will take you to articles like “12 Reasons You Should Read (at Least) 12 Books This Year” and “10 Benefits of Reading: Why You Should Read Every Day” and many more justifications.
For me, books provide an escape, a way to learn. They provide a look into lives, current and past, real and created, unlike my own, and through reading I increase my empathy for others. The U.S. could do much better at teaching literacy.
As of 2018, roughly 32 million Americans couldn’t read, according to the U.S. Department of Education and the National Institute of Literacy. The Pew Research Center reports on who is reading books and who isn’t. The numbers surprised and saddened me.
Our industry could do a better job of providing suggested reading for each session presented at an industry conference. Imagine the impact of pre-session reading or a list of books, fiction and non- that link to the subject matter for reading later.
Meetings Today has a limited number of suggested books in its bookstore.
Both for personal interest and to prepare for a session on inclusion, I’m reading:
The knowledge gained will add to understanding and to what I hope others can learn about inclusion for the session I’ll facilitate at the Sunshine Education Summit (SES) presented by MPI chapters in August 2019 in Orlando (Additional incentive to attend the session: I’ll give away books, as I often do when presenting to further one’s learning).
The Shape of IDEAS: An Illustrated Exploration of Creativity by Grant Snider (creator of Incidental Comics) is pure delight!
If you are stuck on a problem, pick up this book and open to any page for inspiration—just as I began this blog post with one illustration by the author.
Author Priya Parker’s The Art of Gathering: How We Meet and Why It Matters should be as high on your list to read as Dr. Paul O. Radde’s Seating Matters: State of the Art Seating and Why It Matters. Both books can be a little weighty because they are research-based.
Both are superb to help create better meetings and gatherings of all sorts. In fact, if you want to give a gift to a supplier friend, these two should be among those considered.
Guy Kawasaki’s Wise Guy is his latest book of ideas and life-lessons.
I swear that my receiving a signed copy of the book was illustration of his concepts in Selling the Dream which is all about how to promote your products and companies! The difference? I’d read all of Guy’s other books and would have happily purchased this.
In fact, after I’d read it—and marked it up!—I sent copies to others I thought could benefit from and enjoy Guy’s life, wisdom, and willingness to keep trying new things.
(Joan’s Note: Read more about my connection to Guy and why you too should reach out to the authors you like in my related Q&A where I did just that).
No doubt you’ve heard me say or read how well I think of Daniel H. Pink and especially of one of his early books, A Whole New Mind: Why Right-Brainers Will Rule the Future.
In that book, I learned how to better use off-site venues, especially museums, for more than social events (If you’re a podcast listener, try the Pinkcast for more of Dan Pink’s thinking).
Some years ago, I conducted book club-like sessions at various meetings using the book and chapter exercises to help others move their thinking forward.
Today, still, both enter my thinking when working with groups and engaging others in the meeting planning process and the outcome of meetings.
A memoir, three works of relatively recent fiction and one children’s book have stayed with me for many reasons, the greatest of which for me has been honing my empathy for those in other circumstances. We do not choose the circumstances into which we are born.
These four books, among many I’ve read, have become roadmaps, with Blind Spot noted above, for rethinking how I see others and what I believe can be done to support others in their endeavors. For anyone in the meetings and hospitality industries, empathy is a key to listening and moving relationships and conversations forward.
Memoir: My dear aunt Ann sent Educated by Tara Westover, to me. I’ve found that each person who has read this book had a different experience—based, as was mine, I’m sure, on our sense of place and family and circumstances into which we are born.
Ms. Westover’s experiences show the ability to go beyond where we begin.
More, she shows the critical importance of mentors, formal and informal, and the influence of those in our lives who chose to help us overcome obstacles.
Fiction: Colson Whitehead’s The Underground Railroad: A Novel was riveting. I could feel the tension of those traveling and the sense that the underground railroad was in fact a real railroad. Whitehead’s writing allows us to step back in history and realize the sacrifices so many made.
The writing of Thrity Umrigar, interviewed here, was recommended to me by friend, and fellow reader, Donna Brandwein. I’ve now read almost all of Ms. Umrigar’s books.
Two books in particular—The Space Between Us and The Secrets Between Us—impacted me in ways that I find difficult to put into words. Set in India, they could easily be in any place showing how class can separate us as much as education and income can.
It in fact, can define us and define the circumstances in which we live and never leave.
Funny, as I write this blog, tears spring back to me about the lives of the characters and their striving. Beautiful writing that delves deeply into relationships among and between those of different classes and circumstances and shows what we can do to help lift each other.
Children’s book: Malia the Merfairy and the Lucky Rainbow Cake by Jamie A. Triplin creates a world for children and adults where anything is possible. Like Jeff Hurt, I love to read children’s books. Malia made me smile for so many reasons.
[Joan’s Note: I gifted this book to my young friend, Morgan McIntyre (pictured here), who also very much enjoyed it! There’s no better gift than a good book.]
It is delightfully illustrated and teaches lessons about racism that are often missed by all of us. Seeing in a story a princess who looks like, well, not the usual blond, blue-eyed ones too many of us are used to seeing, is like going into a hotel and finding that many different people work behind the front desk, in management as well as in the heart-of-the-house.
It helps us learn what it it’s like to be different in a world where so many look the same.
As the industry again focuses on inclusion, this book is a good way for you to learn what the children in your life already know.
I have lots of favorite authors other than those cited here. Among them:
I’ve often said that if I were to retire, I’d like to “just” read—the stacks of books that surround me, the ones at the library and the ones still to be written.
Except that’s not entirely true: I want to read and find applications for what I read. Sharing these ideas with you is another way of broadening ideas and reading.
You probably saw one or more of the lists of “summer reading” or “beach reading,” perhaps putting some books aside (or on your electronic device) to be read if you are taking a vacation or going to the beach or for a long flight for work or just as a break.
Good books and the authors who write them transport us to new dimensions in such a way that you might even feel you’re at the beach even if you aren’t!
What are you reading and why? It’s not a book club; it is a way for colleagues to share what we love to read and the impact it has on us. Read on!
Originally published Meetings Focus.
Meetings and conferences are not going away. However, many people who are going into our industry are looking for something different to learn and in which to be involved.
We need to expand what is taught in hospitality schools and elsewhere in our industry and to think about components of life events that need professional planners—dare I say “Party Planners” (thank you Debbi Presley for your insights and for founding Party Planners Network)—and the intricacies beyond the usual “rates-dates-space” and décor.
The industry needs to teach skills that are not the usual and include, if one isn’t born with it, how to be empathetic or show empathy and how to ask better questions.
Those of us involved in planning meetings know it all begins with goals and objectives, demographics and budget. It’s the same for life-cycle events.
When planning life-cycle events we need to learn to:
Nowhere are these skills more important than in planning life-cycle events. Though one can certainly see that these would all prove useful in regular meeting planning as well.
The May 3 Friday with Joan newsletter looked specifically at end-of-life events, spurred by this article about celebration-of-life events from The Washington Post and by deaths of three friends and my own personal involvement in planning a life celebration for one.
End-of-life events and other life-cycle events require at least as much planning and care as a meeting or convention. The timeframes may be different; the attendance lesser and the setting more intimate. Still we need to be taught to consider how to help others.
Everything Sharron and others said seem to fit all life events.
We also have to consider if these events are parties.
Or are they celebrations? The definitions are so similar that I found my own biases against the term “party planner” changing.
Even in Judaism, sitting shiva after a death is, in addition to a religious observance, is often a celebration of the person’s life. I always value those times, though with tears frequently shed, we hear stories never told and laugh and eat. Oh, and food!
Always plenty of food which seems to be cross-cultural. Isn’t that a party?
I asked those who teach full-time in hospitality if they had ever considered planning and managing weddings? This confirmed what I’ve found in my own teaching: many who have side businesses and start their own full-time businesses or study hospitality want to do this.
A few ILEA members who provided input for this article said that there are more who are becoming interested in end-of-life events though it is not necessarily their focus.
Instead of just focusing on wedding and “special event” planning, which rarely includes other than weddings, life-cycle events, I think the industry needs to teach more about how to plan more broadly and help students understand all the possibilities for event planning.
Helping someone determine which of these types of events is best for them is tricky.
Before I’m accused of being “politically correct” in discussing this, well, in addition to hating the term “politically correct,” in the hospitality industry it is our responsibility is to know the right questions to ask and terms to use with those for whom we are planning life events.
This article “Gender Party Reveal vs. Baby Shower” describes what could be the same and could be different for “reveals” and “baby showers.” Not addressed here are families of one or two dads who may be the pregnant person nor does it address adoption.
If you’re not familiar with “reveals,” read more here in the guidelines from Parents magazine about “How to Host a Gender Reveal Party” from the perspective of the parent(s).
Planning a party for people who are opting not to declare a gender for their child who prefer their child to determine their identify at a later date requires more thinking.
The term these parents may use is “theybies.”
For those advising what is the best—reveal or baby shower—useful articles included:
For most of us, the first and then the 5s and 0s are often marked by parties, and yet, for those who observe birthdays and want a fuss, any year is worth celebrating.
Each biological or chosen family will form its own traditions.
Sometimes birthdays—especially surprise parties—can be painful events. I always felt awkward opening presents in front of people, pretending great glee when I might not have felt it! As an Introvert—child and adult—it was and sometimes still is exhausting to be around lots of people for any more than an hour.
Parties for me should be limited in scope and numbers.
Know your clients and their preferences. Seek out answers to the personalities and preferences of those for whom a surprise party is thought to be a good idea.
“In my day,” which I write with a chuckle at how old that sounds, we waited until high school before celebrating graduation. For many now, graduation from pre-school, kindergarten and each year of grammar school is celebrated. For many families, graduation is a very special occasion especially if the person graduating is the first in their family to graduate from any school or waited until they were older to return to school and graduate.
Just as there are guidelines for all kinds of parties, our industry needs to teach more about the sensitivities of cultures and graduations. A search turned up many resources of cultural graduations being celebrated. This one was especially interesting.
With a focus on inclusion and diversity, the more we teach and learn the better.
Beyond birthdays, cultures and religions have different celebrations.
In Judaism, there are bat, bar and b’nai mitzvahs, usually at age 13, though as this article from Tablet Mag shows, one can achieve the learning and celebrate at any age.
In Mexican, Cuban, Puerto Rican, Central and South American cultures, Quinceañeras are very special occasions for coming of age of young women.
Similar coming-of-age events are held among other cultures.
As our world becomes more diverse in its makeup and more people move about to live or work, our industry could teach “inclusion and diversity” much more broadly than it has so that those learning become familiar with others’ life events.
Planning weddings is still the goal of many who enter hospitality.
Marriage has changed and now there are many specializing in same-gender marriages. Is our industry teaching enough about the language and customs to consider?
Divorce parties? Yes. Touchy ground depending on the circumstances of the divorce and those invited to attend. You can as I did search to find more information.
Why not expose those studying hospitality to all options for parties and events?
A question often asked by colleagues: What’s the best way to honor a retiring CEO, board member, colleague or co-worker? With so many Baby Boomers either choosing to continue working or retiring, it is best to consider the person and the circumstances of their retirement—was it voluntary or forced?—when planning.
This article, simply titled “Retirement Party Ideas,” from U.S. News & World Report was the most thoughtful article I found about how to plan a retirement event.
Mercyhurst University is planning a course that will include end-of-life events and hopes to partner with a funeral home to help this become part of the curriculum.
Read this related article for interviews with Peter Zohos of Mercyhurst University, Andrew Smeltzer of Geo. H. Lewis & Sons and Debbi Presley, founder of Party Planners Network.
And an extra special thanks to Fran Solomon, founder and board member of HealGrief, who helped me with my own grief over the death of friends.
Closing Note From Joan: None of the resources cited are endorsing any products, publication, person or service as a result of its use or citation.
Please add resources and comments below or send to me at FridayWithJoan@aol.com.
(I can also publish comments anonymously at your request).
This blog post is dedicated to the memory of Judy Flanagan, CMP, CMM, of Haddonfield, NJ, who died April 22, 2019. A CMP, CMM, and a past president of the MPI Philadelphia Area Chapter, she is missed terribly by many friends, family and colleagues.
May her memory be only for a blessing.
Originally posted The Meeting Magazines
Let These Meetings Industry Pros — and Your Conscience — Be Your Guide By Derek Reveron
Every industry faces ethics challenges, and meeting planning certainly is no exception. Something that looks like an incentive can be intended as a bribe. Planners are offered so many things so often that the right thing to do can be confusing, especially for novices.
Experts say several factors contribute to ethical lapses and quandaries including: not enough ethics education opportunities; industry guidelines are unclear about specific, ethically ambiguous situations; some planners, particularly those who are independent, have tighter budgets and may count on FAM trips, frequent flyer miles, hotel-stay points and other perks to defray expenses.
No wonder planners face ethics challenges as a routine part of their jobs.
According to Joan Eisenstodt, founder of Washington, DC-based Eisenstodt Associates LLC, a meetings consulting and training firm focusing on ethics issues, “I think our industry is far less ethical than it ever was because of high turnover, the complicity of vendors, younger and newer people who aren’t members of industry organizations, and because many people believe they are underpaid and overworked and are ‘due’ the perks offered.”
Sometimes the right ethical choice is clear, and sometimes it isn’t. Sometimes the decision is ethically correct but gives the appearance of being unethical or at least inappropriate.
Eisenstodt believes that more ethics education is needed to make planners aware of potential issues, especially those that fall into gray areas. “We need far more education now than ever,” she says. “I think ethics needs to be on the agenda of every industry organization at every national, international and chapter meeting. If a national organization or chapter does one ethics program every few years, they believe it is okay.”
Karen Kotowski, CEO of the Events Industry Council (EIC), offers a different assessment. “I think we do a fairly good job, particularly for the CMP community,” she says. “Our Events Industry Council Manual 9th Edition is the primary study resource (for the EIC’s CMP certification) and covers professionalism, ethical behavior, best practices, and how to develop and implement a code of ethics for your own organization.”
The EIC has an enforceable CMP Code of Ethics, which says that planners shouldn’t use their “position for undue personal gain and to promptly disclose to appropriate parties all potential and actual conflicts of interest.” In addition, the code says planners should “actively model and encourage the integration of ethics into all aspects of the performance of my duties.”
Questions about the EIC standards are included on the organization’s CMP exam. According to Kotowski, “CMPs are required to read and agree to abide by the CMP Standards of Ethical Conduct on their initial certification application, as well as every time they recertify.”
The EIC can remove certification from planners who violate the standards. “The process ensures a CMP receives due process and the procedures are consistently enforced if a complaint is made,” says Kotowski.
Kotowski adds that the most frequent violations involve people who use the CMP designation after they fail to recertify. “A more infrequent, but equally serious occurrence, has been occasions where someone uses the credential who never earned it,” says Kotowski. “We can’t ensure ethical behavior. We can encourage, educate and enforce it if need be.”
The Professional Convention Management Association (PCMA) has its Principles of Professional and Ethical Conduct, which asks members to “avoid any and all conflicts of interest and advise all parties, including my organization, of any situations where a conflict of interest exists.”
The PCMA principles also ask professionals to “refuse inappropriate gifts, incentives and/or services in any business dealings that may be offered as a result of my position and could be perceived as personal gain.”
Some industry ethics experts say that industry standards provide general guidelines but aren’t uniform, are infrequently enforced and don’t cover many specific ethics challenges that planners commonly face.
According to Christy Lamagna, CMP, CMM, CTSM, CEO and master strategist at Bernardsville, New Jersey-based Strategic Meetings & Events, “If the industry were more strategic in how we planned and came together to form unilateral goals, standards and practices, we would be seen differently, treated differently, and better behavior on all sides would result.”
But many planners aren’t familiar with industry standards. According to Eisenstodt, “I think if you asked members of the various industry organizations when they last read the code for the organization for which they are a member or hold a certification, you’d find that few have.”
Unfamiliarity with ethics standards is especially common among numerous people who plan meetings but aren’t trained planners. “I think that the gap in awareness, if any exists, may be with those non-professional/part-time planners who are asked to plan a meeting, but it is not their day-to-day job,” says Kotowski.
Kotowski believes that untrained, part-time planners are even less aware than professional planners of potential ethical pitfalls. “I would urge those non-full-time planners to use our EIC manual as a desk reference for these practices and to become more professional in performing these activities that may not be their full-time job,” says Kotowski.
Lamagna agrees: “Those who plan meetings aside from their full-time responsibilities often make the wrong decisions as they are not exposed to guidelines and ethics codes. The bigger problem is that the industry is too segmented. If we had a universal platform to stand on or required a licensing procedure for this role, then we’d eliminate enormous amounts of unethical behavior.”
It’s also difficult to curb unethical behavior because suppliers and vendors may have inadequate ethics standards or none at all. Suppliers may not be clear to planners up front about the intention of their perks and gifts.
According to Eisenstodt, “The piece of this that is not addressed is whether the vendor or supplier is complicit in any unethical behavior and, if so, how should it be addressed. Having seen clients fire planners who violated ethics codes with the complicity of vendors, and seeing the vendors continue working for their companies, means we have no real standards across the industry.”
Knotty ethics issues can result from FAM trips — expense-paid trips that hotels, venues and CVBs offer planners to acquaint them with properties and destinations.
Some planners accept FAM trips with no intention of ever considering the destination for a meeting. That’s not ethical, says Lamagna. “If you know your client base will never go to a destination, don’t accept the invite. These trips cost money and are investments in future business. Be respectful of that. If you don’t have business to share at that moment, but believe you may in the future, then consider going,” says Lamagna.
How can planners who want to do the right thing ensure that personal biases don’t influence their recommendations?
Lamagna offers the following advice: “I always repeat the mantra, ‘it’s not about me’ with every component of a program from menus to gifts, flowers or wine selection. I remind myself that I am not the audience. I base my recommendations on the group’s goals for the meeting, personality of executives and guests, budget, tolerance for travel, etc.”
While FAM trips are a problem, some experts believe that other ethical problems are more common.
Says Eisenstodt: “I think FAM trips are the least of our concerns. They happen less frequently. I think the issue of prizes at trade shows/hosted buyer events and even the hosted buyer events themselves are of far greater concern as are the gifts given, the undisclosed commissions, the hidden fees and so much more.”
Indeed, many ethical issues stem from perks, rewards, points and gifts offered to planners or that they rarely request. Suppliers such as hotels and venues as well as CVBs bombard planners with perks such as hotel nights, airfare points, spa treatments, five-star dinners, limo rides, tickets to sporting events and concerts, and trips for family and friends.
It can be difficult for planners, especially novices, to decide when it’s ethical to accept freebies. A perk may also be a bribe, or at least give the appearance of one.
Organizations, corporations and event stakeholders know that planners are offered perks. Still, not revealing the acceptance of the gifts could be unethical if the offerings favorably impact a planner’s recommendation or decision about a property or destination. Even if a reward doesn’t influence the decision, non-disclosure could give the appearance of being unethical if the perk is revealed later.
Lamagna offers the following advice for dealing with perks, points, rewards and gifts. “We give any gifts we receive to the client,” she says. “For instance, a property awarded us a watch after the event. We had them send it to our client’s CEO. If you are upfront with the client and they are okay with you accepting points, use them as a perk for employees.”
Many planners perceive some perks as gray areas. Here are two examples:
A hotel, vendor or other supplier offers an expensive dinner at a swanky restaurant: “Five-star dinners should not be the norm,” says Lamagna. “That said, if a relationship has developed with a vendor who takes you out to celebrate or as a thank you, and you can separate that from ‘owing’ them something in the form of business in the future, then that may be okay. Nothing should ever be expected, done in excess or abused.”
A hotel offers a room upgrade: “Accepting upgrades while on a site visit is not unethical but it is inappropriate,” says Lamagna. “Upgrades offered onsite during a program should also be declined because the meeting is not about you. You are staff, not a guest. We put into our preshow notes that no one from our team is ever to be upgraded so there is a clear path for everyone to follow.”
Should a planner who has accepted points and perks not recommend the hotel even if it is a good match for the meeting? Why? “When you have to start asking yourself these questions you are blurring a line,” says Lamagna. “Focus on the client’s goals and best interests, and be transparent in your behavior. That eliminates most challenges.”
Eisenstodt agrees that transparency is the best course. “Destination, venue and vendor salespeople have quotas to make, and we all have been begged to get contracts signed,” says Eisenstodt. “We have an obligation to know and disclose the criteria on which we base decisions. Discussing with an internal or external stakeholder the selection criteria means that one can be more objective, and show the objectivity in the decision-making.”
The need for ethical behavior among meeting planners grows as more join the events industry. According to the Federal Bureau of Labor Statistics, employment of meeting and convention planners will continue to grow 16 percent through 2018 — faster than the average for all occupations.
Planners can take the following steps to increase awareness about ethics:
According to Eisenstodt, “Most corporations, if not all, have codes of conduct/ethics. Of the corporate planners I know, all have said they are asked once a year to do an online evaluation of ethics issues. I have helped clients write specifics, using their overall codes, for their meetings departments so that individuals knew, for example, the value of gifts or meals or entertainment they could accept.”
Kotowski offers advice on what the corporate codes should cover. “It would include their own specific practices and standards regarding how they interact with their clients and conduct their business,” says Kotowski.
The codes also would cover company-specific “financial practices, how they report their activities to the client, transparency in billing practices and expectation of employee interactions with vendors and suppliers,” says Kotowski.
Planners should know and abide by ethics codes and hold their peers accountable for doing the same. Suppose a corporate planner finds out that a peer within the same company has acted unethically. What steps should the planner take?
Eisenstodt offers the following advice: “It is generally thought that one should approach (not report) the person thought to have acted unethically based on the company’s code and say something like, ‘I think you did X and it seems like it might be in opposition to the company’s code of conduct in section Y,” says Eisenstodt. “Please tell me a bit more so I can understand how to apply the code to my own work.”
Eisenstodt advises that planners talk to human resources when in doubt about what to do, or use the company’s anonymous reporting system. “Use what works best and most comfortably for you. If the person believed to have acted unethically holds a certification, determine what you need to do and how to report the information to (the certifying organization). Do that only when certain of the information.”
According to Lamagna, corporate planners have a duty to report ethics violations. “There is no middle ground with ethics,” says Lamagna. “Once you know something is happening that is unethical, it is incumbent on you to share the information. If you are unsure and it is not your responsibility to follow up, share the concern, not an accusation, with the appropriate person and then step aside.”
The right ethical decision isn’t always clear, and planners may see the same situations differently. However, it’s crucial that planners approach issues with a knowledge of ethics standards and a willingness to make the best efforts to apply them. C&IT
Originally published Meetings Today Blog
“Diversity fatigue is real,” said Greg DeShields, CEO of PHLDiversity.
And it’s true. People groan when they hear the words “diversity and inclusion.”
They’ve been through training at work, in their spiritual homes, in their communities. Yet, the fear of those “not like us” is great and the lessons learned are not sticking.
The following was posted to the Meetings Today Twitter account from a presentation on storytelling at the MPI Northern California Chapter’s Annual Conference & Exhibition:
“The story always came first. Without a great story, everything would unravel.” The quote is attributed to Matthew Luhn, who worked with Pixar on the Toy Story films and others.
Because the subject is not sexy—a bit like ethics or contingency planning, as I was once told by an industry association staff person—diversity and inclusion at meetings often gets overlooked or, perhaps even worse, we assume that it’s no longer an issue.
I began to write this blog post with the intention of identifying the many things you can do to ensure your meetings, conferences and events are more inclusive.
My initial advice included, but certainly is not limited to the following:
Possible additions to my list included the offering of printed handouts versus having everything web or cloud based because not everyone has a device capable of access.
We also know people learn better by writing than by “keyboarding.” And let’s not forget to ensure that images used in all levels and types of marketing are representative of different ethnicities, gender, attire, age and visible ability.
Then I thought: you know this. You get it.
You are a unique person who wants to be included versus excluded; you hate the pain you see in children and adults when they come to an event dressed differently than others because no one told them or showed them what was acceptable.
At some time in your life, you too were left out for being different. We all were.
I thought the examples shared by those I interviewed for the March 2018 edition of the Friday With Joan newsletter would help. And yet, only a few shared personal stories.
As noted earlier in this blog post, the “story comes first.”
Here are some of my own experiences that have instilled a desire to seek out and ensure inclusiveness and diversity in the world in which I live and work.
I am or was:
You can check calendars for dates to avoid so that you don’t meet over holidays and you can delve into why some religious holidays are more important than others.
You can learn by talking with people who aren’t like you—that includes those who are your members or customers or who want to and could be if they were just asked. You can talk with your HR departments and those who conduct diversity training like Jessica Pettitt and learn more about the importance of diversity and inclusion for all.
You can read what people are posting about the “math for women” conference that showcased a panel of four men and realize your marketing isn’t showing who you want to attract—you too hotels and cities!
You can read the U.S. Department of Justice website to understand your obligations to help people with disabilities attend and participate in your meeting and you can stop asking why you have to provide sign language Interpreters because they’re expensive.
You can read what Tracy Stuckrath has written about food and beverage and shared elsewhere in our industry. Or why meeting the needs of those who “claim to be vegan” really means they need to eat what they need to eat so they feel valued.
It’s pretty easy to understand why people want to be included in all the activities at your conferences and in your facilities. And why it hurts so much when people are not.
We need to be hospitable and welcoming in all that we do.
It all matters because we live in a global society and we all need to support each other, no matter how much we or others might think or say otherwise. It all matters. It just does.
Related Reading From the March 2018 Edition of Friday With Joan
Originally posted Meetings Today
“Unless you wake up in the morning with a script next to your bed and on that script is everything you’ll say and do and everything those with whom you will interact will say and do, you’re doing improv(isation).” – Izzy Gesell*
Hold that thought.
Because right now, December, it’s that most awful time of the year (sorry Mr. Pola and Mr. Wyle—you did it better), when groups and hotels, in particular, are champing at the bit to get year-end contracts signed.
Sadly, when negotiations are rushed—whether month or quarter-end or in particular, year-end—they are negatively impacted and we end up with a product (contract) that may or may not reflect the intentions and understanding of the parties to the contract(s). Ideal negotiations involve patient listening and responding that moves the discussion forward in a productive fashion.
Added to the complications of rushed negotiations are the phrases “It’s our policy” (or “It’s not our policy”), “No one’s ever asked us/wanted that,” “I have to have that or we can’t sign,” “You’ll have to talk with legal or procurement or revenue management [you know, the Great and Powerful Oz!] and we don’t have time” and “If you don’t sign by (date), you’ll lose the whole deal.”
It’s as if everyone is scripted to say what they are told to say—the “Stepford Negotiations” perhaps we can call them!—and we do in fact revert to script versus listening and responding to what is being said. And as I learned from Izzy Gesell, none of us wake up with a script for who will say what and when.
*Gesell’s quote is paraphrased at the start of this blog.
I had one of those awful negotiations this past spring—one of the most miserable experiences ever … and in a 40+ year career, that’s saying something!
Sadly, because of the antagonistic attitude of the vendor parties (not my client but those with whom I was negotiating on their behalf), all my improvisation training and knowledge went out the door! Stress, because of critical issues and deadlines, can get the better of even the most experienced of planners.
This is the first December in years, kinehora, when I’m not faced with contract deadlines (Thank you, dear clients!). There are of course, other deadlines and the usual year-end workload when everyone else seems to be mentally or physically away (out of the office messages abound!), but no contracts … so far!
For many of you, the deadlines loom and it’s not really Dec. 31, is it? It’s more likely Dec. 20 before everyone leaves on vacation. Take a deep breath and read on. This blog can help you now and for future negotiations.
In numerous discussions on social media and elsewhere with colleagues, and in training I’ve conducted for classes in the industry and for a risk and contracts class for the University of North Carolina-Charlotte, the issues of how best and what to negotiate are always part of the conversation. How much can we get? What do we ask for? What are the hidden charges? (For this one, if you haven’t, tune in to the free webinar that Kelly Franklin Bagnall, Esq., and I presented for Meetings Today in October 2017).
What’s covered in force majeure protection? If concessions are first on our list of needs, are we getting enough? And on and on.
[If you are interested in receiving a checklist of items I think are critical to consider during negotiations or to include in a contract, email me at FridayWithJoan@aol.com and put “Negotiations and Contract Checklist” in the subject line. I’ll send you the checklist I use to develop contracts and for teaching others.]
What is usually taught in our industry about negotiations is to prioritize what is needed including the meeting content and delivery needs for the group and to present the group’s needs in an RFP, and for the vendor or facility to provide a proposal (often called a contract and, in my opinion, too often signed as is with no negotiation or counter-offer).
The how of doing so—negotiating—is written about in many books and online articles. For me, the best training I ever received was when I took my first improvisation class after, a few years prior, a dear friend (Librettist James Racheff) tried to teach me improv saying it was a tool that the business world needed. I confess to being too self-conscious to let go and really learn. But the improv bug had bitten. When another opportunity arose, I grabbed it and signed up for two improv classes at the International Association of Facilitators conference. I told everyone I’d signed up so that I wouldn’t back out!
I was still convinced that improvisation was “Whose Line Is It Anyway?” or Second City—as many still do—and I sure didn’t want to be on a stage no matter what my great high school speech teacher, Jim Payne, thought!
Facilitation and improv classes have taught me numerous lessons.
The two most important are to say:
When I think about successful negotiations, I realize how much the parties to the negotiations use improv to make them successful. And I know that the least successful of negotiations are the foot-stomping, my-way-or-the-highway ones where there is no give and take, all “Yes, but…” versus “Yes, and…”
Here then are four specific ways—and a bonus precursor—to better, more successful quality negotiations and ultimately, contracts:
Bonus Advice: take improvisation classes and practice the tools you learn. They work in all relationships and business dealings. And they allow you to laugh at yourself when you say something unintended so perhaps that’s a double bonus.
Originally published Meetings Today blog
My number one “strength” is “connectedness.” And though I dislike networking in the traditional sense (the kind that is done at big events with too much noise and no time for deeper conversation—check out this video podcast for more), connecting with others, and learning more about their ideas and opinions and experiences, matters greatly.
After all, I learned great networking skills from Susan RoAne, the “Mingling Maven,” years ago at an industry meeting and I still follow her work and the principles learned because she understands the value of it, and knows how to network, beyond the superficial.
Years ago, serving on the board and then as president of the MPI Potomac Chapter, I remember using the Myers-Briggs Type Indicator (MBTI) and other tools in a facilitated exercise to build a better board through our relationships. I confirmed that for me to work well with someone, I had to be connected in more than one way.
That is, I wanted to know who I was working with—and their specific interests—in order to be able to connect more than casually.
That has served me well in many years in the industry and business … until this summer. I recently was “taken in” during a critical negotiation when I thought someone really wanted to know me and have me know them. It turns out they didn’t. My involvement was merely a means to an end, and soon the honesty went straight out the window.
Some of what a client and I went through will form a backdrop for this upcoming Meetings Today webinar on Oct. 25 at 1 p.m. Eastern Time, which Kelly Bagnall, Esq., a meetings industry attorney on the hotel side, and I will co-present. You’ll want to tune in for specific examples.
What happened this summer caused me to reflect back on more positive outcomes resulting from strong industry relationships. I thought about a dinner during a PCMA meeting, who was there and why, and what was said. At this dinner and at others, outside the bustle of the larger meeting and official (and invited) events, friends could catch up with each other, make connections and talk in a more intimate setting, my preferred way of networking and building relationships.
At one dinner of 30, it was suggested that introductions include “how I’m connected to Joan.” It was fascinating to hear: the planners said they’d learned from me in a class or from my writing; the suppliers said they’d experienced a tough but fair negotiation.
In another instance where connectedness paid off, I was working for a client at whose organization there had been some “irregular activity” [I can’t call it criminal because it was never prosecuted]: planners, including those at the most senior level, set up a side company (to their existing employment), and in the name of that company, inserted a commissionable page into contracts after the contracts were signed by their employer.
The planners then went further and booked bogus meetings using the insertion and the electronic signature of the CEO. All this was uncovered in an audit, they were fired, and I was brought in to fix the damage. A connection with an industry attorney—lawyers and hotel lawyers are not our enemies!—who represented the hotel owners knew enough about me and my integrity to know that I wanted to make the situation right for the client and for the hotel owner and management companies. Without the existing relationship and a reputation for ethical behavior, openness in dealing with the situation, and the connection made, the results for the association might have been very costly.
We don’t have to be “best” or even good friends. It simply helps for us to know about the other to understand what makes us tick and how we operate. Pretending you want to get to know each other when you are, instead, manipulating a situation, is not sincere and in the end, doesn’t enrich the trust that should be built in a complex negotiation.
In the sidebar you’ll see that more than one person mentions the ethics of how to work in this industry. There are varying guidelines at each of the industry association’s sites and none are exactly alike. For those who are CMPs, the Events Industry Council offers its own set of guidelines. Honor your employer’s or client’s code of conduct and others.
It all seems simple and yet, due to the bottom line- and date-focused nature of the industry, we tend to not play fairly. Below are some suggestions about how to build and keep relationships based on my own personal experience. Over the years I’ve worked and built relationships with people who work in sales, convention services and law.
Those relationships, and others this summer after the unpleasant one, allowed me to find solutions to sticky situations in which my clients’ dollars were at stake—situations where I would not benefit directly. (I am paid by fees from clients vs. commissions. That’s relevant because in each case where a relationship paid dividends, my pockets were not further enriched because of the relationships and work).
Here are five guidelines that I think we can all follow to ethically advance our work and build better relationships.
1. Play fairly. Groups should send full RFPs detailing all that’s important (including any non-negotiable items). Suppliers should send proposals that answer all the questions asked in the RFP and others anticipated based on research. Establish realistic deadlines and determine how you both can meet them.
2. Work honestly. Tell the truth in all aspects of your work. Don’t rush through a negotiation just to meet a deadline that involves bonuses for one party especially if it results in an incomplete contract or doesn’t allow time to re-read the contract to correct inconsistencies (See Tammi Runzler’s comments in the Friday With Joan sidebar).
3. Be sincere. Don’t fake interest in the other person if it’s not there. Still be polite and listen to what they have to say. You may be surprised at what you find in common that will enhance the relationship, even if you don’t become best friends, or friends at all.
4. Operate ethically. Become better acquainted with your company’s ethics policy and that of your clients and customers. Planners, stop expecting supplier partners to treat you with a gift or provide personal perks. Suppliers stop offering perks to planners to get a contract signed. In the end, it only furthers the perception about and actions of our industry that draw negative attention and can result in job losses—mostly for planners.
Planners, take a supplier to lunch instead of being expected to being treated (I confess to thinking about the brilliant late Stan Freberg and his “Stan Freberg Presents the United States of America.” One excerpt can be heard here, followed by the full recording).
5. Keep friendships and business relationships separate. If you’re negotiating with someone who has become a friend because you got to know each other through industry activities or you found something in common while doing business together, remember to take off your “friend hat” and put on your “business hat” and be explicit about doing so. It keeps the relationship and the outcomes cleaner.
And now here are some final words to consider.
A friend and cancer patient, Karen Francis, wrote the words quoted below as I was considering the content of this blog post. I share it with her permission:
“As I think about the value of the ‘seasoned nurse’ … I am reminded of the many ‘seasoned bankers’ that groomed my career and contributed to the tremendous success … We all knew how … to satisfy the client’s needs at any cost, and how to beg for forgiveness instead of asking for permission in bending the rules. We were ‘client driven’ not ‘sales [driven]’ and we were all ‘old school,’ trained and developed within by each other’s career experiences.”
To help us become better—and more ethical—negotiators and connectors, I asked people who currently or have been in industry sales and those who help hire for their take on doing business. I think you’ll find their responses helpful, no matter if you’re new to the industry or an old dog learning new tricks.
And please add your tips in the comments. It is complicated, at times, when we form these friendships that may last (or not) after the “deal” is over. We are potentially going to do business together again. It is best to ensure an honest relationship from the start.
Follow Joan on Twitter: @joaneisenstodt
When I read the print edition of Businessweek in which the three principals of Jüv Consulting were featured, I was intrigued by how they met and them in general. As a baby boomer who hears all the time from other boomers and Geneneration Yers about how lazy both millennials and Generation Z are, I wanted to learn more from these three—who are, as you will see in the responses below, in no way lazy—about their work.
If it had been possible to meet face to face and record the entire conversation, we’d have gone even deeper. I’ve asked them, time permitting and without asking them to consult for free, to respond to questions in the comment area of the related Friday With Joan blog so that perhaps we can enhance the conversation among generations. For now, see what they have to say about their generation and learn how it can impact the marketing and performance of meetings and hospitality industry providers. I am grateful to all three for their input.
Jüv Consulting’s founders:
Nick Jain: Chief Operating Officer
Ziad Ahmed: Chief Visionary Officer
Melinda Guo: Chief Executive Officer
Q1: In reading the Nov. 30, 2016, print edition of Businessweek, I was drawn to the article about the three of you and Jüv Consulting, and that you met at a Cornell University—known to those in the hospitality industry for their hotel school—camp for high school students intrigued me about the three of you, the structure of the “camp” and how my (hospitality/meetings) industry can make changes in marketing and structure.
Tell us about the format and structure of the camp, how it was conducted and what facilitated the three of you connecting. Was it what most of us think of as a “traditional camp” with an edge? Or did it look like a business meeting, which often looks like the worst high school setup, with rooms with chairs in rows?
What elements did it have that made it conducive to you beginning this process? Add your thoughts about the camp itself; things that readers who plan meetings could use to enhance how traditional meetings could be less traditional and more interactive, informative and push the desire to learn and move forward.
A1: The camp was Cornell University’s Summer College. Essentially, the essence of the camp is that it is an opportunity for high school students to take college courses on a college campus, thereby being able to experience a sense of college life. Therefore, the camp was run very similarly to the way college will feel in some ways (obviously with greater restrictions considering that we were just in high school). At the camp, Ziad (Ahmed) and Melinda (Guo) were in a business course, and I (Nick) was in a debate and rhetoric course.
We were all there at the same time, just in two different courses. Throughout the three weeks that we spent there we got to spend many hours considering topics within the business world (in the case of Ziad and Melinda) and how to appeal to various people (in my course), and overwhelmingly, we began to see many flaws in the way that the business world was attempting to market to teens across the world.
Cornell Summer College gave us a platform to discuss the issues of the business world, and after having done so we came to realize that many of these flaws were coming from adults trying to be teen experts.
We are something far simpler, yet far more profound—we are teens.
There is no other company out on the market that understands the teenage demographic in the authentic way that we do—real teenagers with real understandings for real solutions.
Q2: From this initial interaction came Jüv Consulting and Vine, “a pool of about 300 teens from various socioeconomic backgrounds around the world—a global focus group for hire.” Have hotel companies or CVBs or corporations or associations who create meetings and conventions, contacted you about how to appeal more broadly generationally? I ask because what I’ve seen is that hotels are bending over backwards to create what they believe are guest rooms and public spaces that appeal to millennials only and are not conducive to, well, aging boomers and to people with disabilities. If you’ve either worked with hotel companies or if you could entice them to work with you, what would be the start of the conversation?
A2: We haven’t yet had a client from the hospitality sector, but we would certainly be interested in exploring that. The tourism industry is constantly looking for ways to innovate to accommodate for the changing trends of their visitors, and [we] certainly think we could be useful in assisting with that.
It is important to note though that Generation Z are those born after 1996, so the oldest members of Generation Z are only 20 years old. This means that many members of Generation Z are in school or still living at home and do not yet stay at hotels with their own dollars or without their families. In a few years, as Generation Z emerges more into the workforce, hotel companies will certainly be more interested in our services, and I think we would start the conversation simply by saying, “If you’re interested in having our contemporaries be interested in your hotel, interacting with those contemporaries directly is probably a good place to start.”
Q3: Ziad: It was written that you were “devoted to a diversity nonprofit” you’d started. How has that informed, in addition to the varied pool of Vine participants, your work with clients? In the increasing diversity and more nationalism in the U.S. and around the world, what will that mean to marketing? What are some good examples of changing marketing to be inclusive of a diverse marketplace?
A3, with responses from Ziad: My work with Redefy informs pretty much everything that I do, and has certainly translated into my work with JÜV Consulting in a very real way.
Most obviously, my commitment to diversity is exemplified through the emphasis we have taken to have a team of consultants and a team on the Vine that reflects the diversity (of all sorts) that exists in the world. Beyond that, we are still actively recruiting consultants and Vine members from communities that are not adequately already represented on our team, and that is a massive priority for me as CVO (chief visionary officer).
Furthermore, my commitment to equality is also realized in how we attempt to create our company culture as we seek to cultivate a sense of belonging, understanding and purpose. In regards to marketing, it is certainly true that there is increased diversity and nationalism in the U.S., but what you will find is that those from Generation Z tend to embrace the narrative of diversity far more than that of nationalism.
Our generation (for the most part) loves advertisements that celebrate different identities, and there are countless examples of that whether it be having diverse actors in commercials: James Charles becoming a CoverGirl or hijabi models at New York Fashion Week (NYFW).
The future of marketing is certainly centered around uplifting marginalized people, and we definitely think that is a powerful tool that many companies/brands should consider to gain Generation Z interest.
Q4: Boomers and Xers, in particular, seem to be always angry at millennials and Gen Z, using so many stereotypes of what they perceive to fuel their anger. What do you think contributes to those stereotypes?
In what ways, in addition to hiring Jüv Consulting, can we all begin to break down the preconceptions for interaction in communities? At work? In marketing?
A4: [We] think a lot of what contributes to those stereotypes is just the fact that we have grown up to do our work and be successful in a different way than many members of older generation(s). A lot of boomers and Gen Xers see us as being easily distracted or unable to focus because of the fact that we have grown up multitasking and doing a million different things in a given day, but I think it is important to notice that part of who we are is being able to do many different activities, and pushing ourselves to do and be as much as we can.
Generation Z as a whole generally rejects the notion that you should be good at one thing and stick with that one thing and do it monotonously and continuously. Instead, members of our generation take a vastly different approach, and this can create many negative stereotypes surrounding our generation, but it goes back to the idea that the way we work and the way we perceive ourselves to be successful [varies from other generations].
Additionally, possibly one of the most common stereotypes is that we have extremely [short] attention spans, and quite frankly this can be true, but it is important to recognize that this goes back to the importance we place on efficiency. So many members of Generation Z are trying to do so much that we hate the feeling that we are wasting time. In this way, when we see an ad, we expect to be intrigued after the first few seconds.
Again, these stereotypes can often cause others to feel angry because they don’t necessarily understand the place that they are coming from.
Yes, we may lose attention easily, but no, that’s not because we don’t care about what’s going on around us. In fact it’s often quite the opposite, as we feel as though we aren’t bettering the world when we are wasting time.
Finally, we expect results and we expect perfection. In this way, we can often seem as though we need to be instantly gratified, but what is interesting is to think about the extent to which this is a bad thing.
In our drive and expectation for perfection, we often raise the level of efficacy in the work we do and the work of our peers, and therefore, before casting negative judgement on any of our tendencies, it is important to think about why we might have these certain characteristics, and what effect they actually have. Consider the notion that observations become harmful stereotypes when misconstrued meaning is attached to them.
Q5: The Bloomberg Businessweek article says “Those born after 1996 make up almost a quarter of the U.S. population and wield $44 billion in buying power.” That’s a huge audience for conventions, tourism and hotels. What’s your best advice, without giving away all your knowledge for free, to those in my industry to begin to change perceptions for this market?
A5: Potentially the most important piece of advice that we can give clients is the importance of social media. Having grown up using it, Generation Z essentially speaks it “fluently,” and it is vital for companies and brands to be able to do so as well in order to catch the attention of Generation Z and be able to effectively market to them.
As teens move away from more conventional forms of entertainment, the way brands market to Generation Z becomes more important and more nuanced. Marketing materials have to appeal to Generation Z’s social media standards and have to quickly engage the viewer if they even want to be seen. More specifically to hotels, it’s essential to note that Generation Z expects perfection. The majority of us (in the U.S. at least) have been brought up in a reality where a slight lag on a website is enough for us to be frustrated.
Furthermore, Generation Z does not have the same brand loyalty that generations before us have, and we are certainly willing to abandon brands to find the best product. Ultimately, we want things to feel authentic, genuine, welcoming and most importantly, not cringe-worthy, but my best advice to hotels seeking to pivot to market toward Generation Z is really the basis of this company—talk to us. We exist in a three-dimensional world and whether it be JÜV Consulting or your nephew twice-removed, talk to a member of Generation Z and get a pulse on the evolving complexities that make up the fabric of our generation.
“Each generation imagines itself to be more intelligent than the one that went before it, and wiser than the one that comes after it.”
~~ George Orwell, in a review for Poetry Quarterly, Winter 1945
It wasn’t until much later in life that I learned my generation (baby boomer) was the “center of the universe”! I’m sure in my formative years it was said how much influence we had and yet the research was far less sophisticated than it has become.
The first workshop on generations I attended was at the Nevada Governor’s Conference on Tourism in the mid-’90s where, after I’d presented a session, I sat in on one given by Ann Fishman on generational targeted marketing. I was smitten by what I learned, seeing applications for meetings in every way, and by Ann’s research and ability to present it in a way that made it relevant to us all.
It is said that a generation is a hybrid of both the birth dates identified by demographers and the major socio-historical events that occurred during that time period. This article from The Atlantic looks a bit differently at it; you will see that “Generation Z” is, as of 2014, still not defined!
Before you read further on here or on the interview with Jüv Consulting and in 140 or fewer characters (because Generation Z looks to social media for solutions and answers) write or think about what your greatest intergenerational frustration is.
Done? Please share in the comments section of this Friday With Joan blog post you’re reading now and respond to the poll question here. Now read on please.
Each time I’ve presented or attended a workshop incorporating intergenerational issues, there are always those, in which I include myself, who say, “But I have lots of the qualities of other generations.” How could we not? We adapt out of necessity, curiosity or expedience (I was an early-for-boomers adapter to social media joining “chat rooms” on AOL in the early ’90s).
What is also said in conversations and in sessions—join me at ExhibitorLive on Wed., March 15, 2017, for “Why Can’t We Just Get Along?”—is that they (millennials and Generation Z) are lazy job-switchers and aren’t at all like we (baby boomers and Generation Y) are about work-ethic.
In my early social media experiences came my first major “AH-HA!” moment about generational preconceived ideas: in our writers’ group, we often, in the early evening, had students come in asking for help writing papers.
No one was very nice to them; after all, we were grown-ups and those “young whippersnappers” (did I really use that?!) were using us for what they should have been doing themselves.
Observing this, one member, who participated in the poetry workshops and other chats, who wrote beautifully, kept her identity and age quiet.
Once, while traveling, this young woman IMed (“instant messaged”) me: “Got a minute?” she asked. “Sure,” I replied. She said she wanted to come clean and told me she was 13 and afraid to disclose it for fear of being booted from the group.
My hands flew from my laptop’s keyboard, so stunned was I that a person so much younger than I, and most of those in the chat groups, could write such superb poetry. It changed my perception forever (And Aurora Lee, if you see this or someone you know does, I’d love to be back in touch!).
We are influenced by our age, experience, and the times of our formative years: The “Greatest Generation” by the Great Depression and World War II; the “Silent Generation” by the Cold War; boomers by JFK’s assassination and the civil rights and women’s movements; millennials by social media; Generation Y by 9/11; Generation Z, the first African-American U.S. president.
We can read about all of these experiences and if older, live through them too at different times of our lives. Yet, if we’ve not lived through the experience, how can we expect others to understand except by empathizing about the influence of it on their lives?
Adding to the hostility toward younger generations by baby boomers and Gen Yers is job loss fear. We have seen people of a “certain age” fired and/or downsized (often because they make “too much money”) and those with less experience, hungry to learn and get their feet in the door and willing to work for less money, take jobs baby boomers and Generation Y once held. I too think there is envy of their ability to learn at one job and move on to something more fulfilling.
Boomers and Gen Yers talk about work-life balance; millennials and Gen Zers live it.
On top of the workplace issues, boomers (and many who are in the silent and greatest generation categories) see that businesses—hotels in particular—are designing and operating for millennials and Gen Zers: low furniture, low lighting (can you see the menus? Or even the room numbers on the guest room doors in the hallways?); casual attitudes and attire. Of course I think that even Generation Z, once they are spending their own money, will look differently at hotels and want a different experience.
For that, I’d look to Jüv for advice.
Here are some ways we can change the environment in which we live and work:
As a baby boomer, I was graded as someone who “Plays well with others.” No wonder I want us to find common ground. Will you join me, please?
I’m especially grateful to the three principals of Jüv Consulting for their time. I reached out to them and they were willing to be interviewed with no payment. They’re smart and interesting, entrepreneurial and insightful with a wide base of people to provide more input. I hope hotel companies and others will work with them.
Make sure to read their responses on the related Friday With Joan Q&A.
Original published Meeting Focus Blog
Funny, a blog of thanks should have been easy to write. As I drafted it, I realized how much more complicated it was. Having been brought up to say “thank you” and express gratitude in many ways for the smallest act, the holiday of Thanksgiving and this blog are another opportunity to express thanks, although not the only day to do so.
I hope leading by example, we each can find ways to thank others on a daily basis.
Thanksgiving, as many of us know it, is a particularly U.S.-centric holiday.* It is one about which my feelings are murky: once a day of family, friends and strangers around a table or of volunteering time to help others, it now is more about shopping and the day after, more shopping, and about eating and football. This year, I’ve read how many are worried about political conversations and fear of flying mashed potatoes.
Were we having a meal with others, the company would be carefully vetted especially for this day of thanks and giving. I hope that you too will think about those to whom you give thanks and will offer it to them and in the space below for comments.
My thanks go to many:
My list, in no particular order, is not inclusive. To quote a former presidential candidate, it takes a village, and in my life, my gratitude extends to an immense village. In the past few years, so many industry colleagues and others in my life and the lives of those I love have died. My Thanksgiving wish is that rather than waiting until someone dies to express how much they mean to you, the gratitude you have for their work and examples, please do it now. Start below in the comments—it will encourage others to say thank you and for our list to extend the feeling of Thanksgiving beyond the day.
*Never having lived in Canada or observing Canadian Thanksgiving, I was interested to read about the similarities and differences.
**Although I wrote the foreword for Paul Radde’s “Seating Matters”, I was not nor am I compensated.