World Travel Market 2007 London
Friday, 23rd November 2007
It could be the colourful sight of a giant rustic paella in a Spanish seaside town or the smell of a warm bagel on a New York street - But whatever the dish it seems food is something an increasing number of us remember from our travels.
Like never before, holidaymakers are choosing where they go by what they can put in their stomachs - and catering for them is now top of the menu for tour operators and destinations.
Fiona Jeffery, Group Exhibition Director of World Travel Market, who undertook the independent research with 2000 people throughout the UK of all ages and socio economic groups, said: "Food tourism today is where eco-tourism was 20 years ago; people are starting to take an interest.
"Although the research was carried out on behalf of World Travel Market was in the UK, we believe it is representative of a new and growing phenomenon within the international industry.
"The industry needs to take note and use the opportunity to its advantage. Holidaymakers want a hands-on experience and food is a manifestation of a destination's culture.
"You can open a different door with every meal."
"The last five years has seen an incredible shift in the way holidays are marketed and it's all because people are demanding authentic experiences, said Erik Wolf, president of the International Culinary Tourism Association, a non-profit group representing more than 500 tourism businesses in 19 countries.
" For the first time, the true extent of food tourism has been measured in the UK by World Travel Market, the premier business event for the international travel and tourism industry, with research revealing more than half (53%) ranked eating traditional dishes as a 'very important' or 'important' part of their holiday.
Meanwhile, a staggering 86% of Brits quizzed said they enjoyed local foods when abroad.
The trend is not just limited to those on specialist tailor-made breaks either, with 83% of people who typically go on half- or full-board holidays admitting they willingly miss meals in their hotel or resort to try out local restaurants.
International chef Gary Rhodes, whose TV programmes has helped open up the world's traditional dishes and ingredients to a hungry audience, has recently opened a Rhodes restaurant in Calabash, on the Caribbean island of Grenada and onboard P&0 Crusies new liner Arcadia. He said:
"The potential for tourism through dining is enormous and what better way to learn about a country than at the table! My experience is that travellers are becoming both more sophisticated and daring about what they eat."
Changes in Weekly Shop
Supermarkets have played a major part in the shift in attitudes, making foreign foods more available.
One supermarket chain, Waitrose, for example, recently unveiled a range of tapas and Greek dishes that customers might have tried on their holiday.
"The world is becoming a smaller place and we are seeing our customers' tastes change to reflect this. Dishes from all corners of the globe are becoming mainstream additions to the British dinner table," said Waitrose communications manager Gill Smith.
"Flavours people have sampled on holiday are becoming more popular. As they travel to further afield, customers are more willing to experiment with new flavours. Our oriental range now extends beyond Chinese dishes to Japanese, Malayasian and Thai foods.
"We're also finding that as people travel more, they are more knowledgeable about regional trends within countries. Instead of simply wanting Indian foods, we're finding that customers are aware of Goan and Keralan food and want to buy these dishes at their local supermarket."
In the research, the growing trend to change what they put in their supermarket trolley because of holiday experiences is evident. A total of 42% said this affected their weekly shop choices.
Wolf said that some tourist offices are beginning to highlight food as a way of promoting their country to foreign visitors. This trend though must grow still further.
Chicago Led the Way
Chicago led the way eight years ago when it appointed former chef Judith Hines as director of culinary arts and events.
She oversees 275 annual food-related events, including its summer-long Stirring Things Up festival (May 1-Oct 31), which features culinary tours, food festivals, farmers' markets and concerts. Special hotel rates are available to visitors during the period.
Although it's impossible to know how many visitors are drawn by food alone, Hines said millions come for the festivals, including the 11-day Taste of Chicago in July, where 3.5 million people consumed 70,000 pounds of ribs and 250,000 slices of pizza last year. That helped boost hotel occupancy to 90% last summer.
"Food certainly helps boost tourism. While cultural events like theatre might be a good hook for tourists, it won't appeal to all; the attraction of food is universal" said Hines.
"The misperception is that it has to be all five-star fine dining. We have 76 different ethnic neighbourhoods and promote them all. Having really authentic food is part of the attraction."
Chicago's focus on food includes a food concierge in one of the city's largest tourist offices adjacent to a large theatre booking agency. "It's a great tie-up. We explain the food scene to people who are looking for somewhere to eat on their night out."
Hines also offers city tours with a difference, with a bus stopping at four local restaurants with diners having a course in each. "It's a fun way to find out about the city's culture and heritage," she explained.
Operators claim the last five years has seen a significant change in the eating habits of Brits abroad, with clients shunning the 'chips with everything' restaurants and seeking out more local flavours.
This is borne out by World Travel Market's independent research which indicated that 62% of those questioned shunned "glamorous" foreign restaurants and wanted to eat in rustic surroundings with the locals. Only 7% said they would prefer to eat in glamorous surroundings when overseas.
Only 15% of those questioned would plump for international cuisine rather than food typical of the area in which they were staying.
Demand for Authentic Experience
"People want an authentic experience," claimed Chris Orme, general manager of Far East specialist Travel Indochina.
"We are talking much more about food to people when they book and make it a central part of the holiday, going to local restaurants and experimenting. The availability of Chinese, Thai and Vietnamese food in the UK means clients want to try the authentic stuff much more.
"People have booked particular holidays with us on the strength of the food. We're certainly not an operator that deals with food tours, but eating has certainly become a big interest for our clients."
Long Travel, a specialist in rural Italy and Sicily, claimed around 85% of its clients now asked specifically for food advice when booking.
Contracts manager Laura Bell said: "Customers have very high expectations of the food in Italy because it receives so much good press and is always featured in cookery programmes.
"Getting back to nature and trying out dishes in a traditional setting is a must for our clients. Even the larger hotels we use grow many of their own vegetables and produce wine now."
Restaurant Concierge Service
Mercedes Fehler, marketing manager at upmarket specialist Harlequin Worldwide said demand for local cuisine was so high among its customers the operator had introduced a 'restaurant concierge' service. Customers can contact the operator before departure and the concierge will recommend and make reservations at restaurants around the globe.
"The concierge contacts the hotel the customer is staying in to get advice about the places to eat nearby and will make bookings. It's a very popular service in long-haul destinations," said Fehler. "Short haul, people tend to get out and look themselves. Hunting around for a place to eat in Europe is something people are more comfortable with."
Meanwhile, Caribbean specialist Carib Tours runs a 'food evening' each year for regular clients to showcase the best local restaurants.
"People in the UK have access to some of the best restaurants in the world and so they won't settle for poor food when they're away," said Carib Tours managing director Paul Cleary.
"The four aspects of a holiday that are important to our clients are weather, beach, luxury and food.
"The trend in the Caribbean has been for 'big name' European restaurants and chefs to open in the last few years. Clients want to eat in them, maybe as a special occasion. They also want to get out and eat locally. In Barbados, the Oistin's Fish Fry is a great example, but then it also has The Cliff, one of the world's best restaurants."
The DIY trend has even started to spread long-haul, according the Martin Grass, sales and marketing director of Rex Hotels., which has nine properties in the Caribbean and two in Kenya.
"The Caribbean ahs been dominated by the big all-inclusives in the past and people had no need to go out to eat. While that is still very popular with the US market, people from the UK are a bit more adventurous, especially to the eastern Caribbean.
Islands such as Barbados and Antigua have fantastic local restaurants and are seen as safe to venture out at night. The vast majority of our business from the UK is now room-only, because people want to sample the food and it is comparatively cheap to eat out."
But food has become a central part of the overseas marketing for nations around the world. Earlier this year, Portugal teamed up with Harrods to promote its national dishes through the upmarket stores famous food hall.
For the European destination, the message aims to attract not only those on traditional packages, but also the major villa holiday market predominantly served by the low-cost carriers, since these people eat out more.
Portuguese National Tourist Office director José António Preto da Silva said: "Our cuisine is now one of the key attractions for UK visitors, with each region of Portugal offering unique cooking style as well as local specialities.
"Mealtimes are highly valued by the Portuguese, providing a leisurely opportunity to indulge in good food and good wine while catching up with family and friends, and this is a tradition we encourage visitors to join in to capture the true essence of our country and people."
The Rise of Food Festivals
Similarly, Singapore hosts an annual food festival each July celebrating a different aspect of its culture. This year (it's 14th) marks the 40th anniversary of the country's independence, majoring on what it is perhaps best known for by foreign visitors - its hawker (street) food.
Tee Yen Chew, Singapore Tourism Board's Area Director for Northern & Western Europe said: "Singaporeans are passionate about food and eating. In almost every corner of the island, you will find an endless variety of food served hot or cold at any hour of the day or night. Singapore's cultural diversity is very much reflected in the variety of local food it has to offer - Chinese, Malay, Indian, Peranakan and Eurasian. It is very important to communicate this to people thinking about visiting Singapore. It's not just a fusion of east and west, it the country's unique cultural tapestry."
Closer to home, VisitScotland has begun to promote food alongside its mainstay messages such as golf and outdoor pursuits. The country has also introduced a national quality assurance scheme, Eat Scotland, aimed at raising standards and educating hoteliers and restaurant owners about the important part food plays for visitors.
Key Driver in Scotland
Sector development manager for VisitScotland Ewan Fairweather said: "Food is a key driver in the holidaymaking decision. We want those in the industry to shout about their food, be proud and enthusiastic. That will enrich the visiting experience."
Las Vegas, meanwhile, is a good example of how destinations have changed the emphasis of their food product as tourism has changed.
Food has always been part of the gambling city's attraction from the opening of the first all-you-can-eat buffet - the $1 Midnight Chuck Wagon at the El Rancho hotel. But it was quantity over quality promoted to its original domestic clientele. Very often, food and drink was considered a loss-leader by the casinos, with establishments giving it away to attract gamblers. The arrival of high-rolling punters, overseas tourists and large business travel contingent means it now boasts some the best restaurants in the US. Today, Las Vegas is home to three restaurants that have earned the AAA Five Diamond rating: the Bellagio's Le Cirque and Picasso and The Mirage's Renoir.
"Dining in Las Vegas has evolved significantly from the days of the all you can eat buffets," said Melanie Jones, of the Las Vegas Convention and Visitors Bureau in the UK.
Las Vegas has now become synonymous with gourmet cuisine and most of the top chefs have now opened restaurants in the city from Wolfgang Puck to Alain du Casse. Even Guy Savoy who allegedly vowed, in the past, that he would not consider opening a restaurant in the US."
For further information telephone Jane Larcombe on +44 (0)1892 785071 or email jane@janelarcombecommunications.comm
www.wtmlondon.com
Saturday, November 24, 2007
Monday, November 19, 2007
Is Counting the Root of All Evil?
Sunday, 18th November 2007
The love of money isn’t the root of all evil; arithmetic is the root of all evil- More specifically - counting. Don’t get me wrong; counting was a wonderful invention. It has its uses. We can keep track of kids: “Are all 5 kids here? Let’s see, 1… 2… 3… 4… where’s Billy?” We can keep track of time.
“He’s working overtime in the salt mines, honey. Instead of 12 hours, he’s working 14 hours today. He’ll be home at … 9, 10. Yes, 10 p.m.” And we can keep track of money: “He gets paid $1.49/hour working overtime, so our bank balance will be $11.37 … $12.37 … $13.37 … $13.86 after Billy gives us his share.” In fact, they remind us over and over in MBA school that “What gets measured, gets managed.”
So where’s the problem? This is evil? This gave us the industrial-friggin’-revolution. This sounds great!!
We measure the wrong stuff
Well, the problem starts when we choose what to measure. We often measure what doesn’t lead to our goal, and expect the measuring to magically create the managing.
Want profit? Let’s count expenses. Tell all managers to submit weekly reports of their team’s expenses. Let’s call it a TPS Report, and count how many TPS reports people send, to make sure they’re doing their job (which has silently morphed from “running a profitable business” to “submitting TPS reports”). Well, whoopie. We’ve added a whole layer of useless counting, and then another layer to count who is and isn’t counting. Since we don’t actually know what to do with the silly TPS report, we slide further from profitability. We’re counting the wrong thing.
Or how about sick days? There’s a hoot. “You only get six sick days.” Nice. Like that’s controllable. If you’re sick for seven days, come on in and give it to everyone else in your department, so everyone has to take six days off. You can measure sick days, but the measure is useless.
Seemingly meaningful measurements … aren’t
Then we make up measurements that mean nothing and try to manage those. “Let’s rank our employees. Then we can fire the bottom 10%.” Sounds easy; isn’t easy. (Sadly, however, it is a much-publicized Jack Welch policy.) How much time will managers spend on this ranking exercise? Do they apply consistent standards that are directly related to the company’s goals? Do we fire the 10% of managers whose ranking skill is in the bottom 10%? Who decides that?
Ranking is hard. Really hard. In fact, in 1963, psychologist George Miller’s famous paper “The Magic Number 7 +/- 2″ presented results showing people can make ranking distinctions between 5 to 9 items, and then we pretty much lose track. If you think you can accurately rank a 250-person department, you’re deluded and thus in the bottom 10%; it’s time to pack your bags.
Even if you can rank, can you use the rankings for action? We want to punt the bottom 10% of the company. We can’t really compare an accountant against a design engineer, so our fresh new Harriford MBA, Darren, suggests we eliminate 10% of each department. That will add up to 10% of the company.
But what if our 30 design engineers rock, while our 30 accountants all suck eggs? As a company, we want to fire six accountants (10% of 60 employees) and no design engineers. But firing 10% of each department means we leave three mediocre accountants standing, and three rockin’ design engineers out of work. That’s clearly wrong. But we get one benefit: we know Darren didn’t understand the logic of firing, so we know he’s in the bottom 10% and should be fired. Success! We have at least one confirmed cost savings from this exercise.
Measurement turns us evil
I know you’re asking: what in heaven’s name does this have to do with spirituality, morality, and/or the rest of our lives? (If you weren’t asking that, don’t worry, just go with the flow.)
Here’s where the evil comes in. We only measure so we can make decisions about those measurements and change our behavior. But we do this by judging the measurements as “good” or “bad.” When we’re measuring a “bad” trend, we panic. We’re afraid. We’re angry. We get frustrated, anxious, mean, jealous, violent, and nasty.
How do people act when they feel anxious, mean, jealous, violent, and nasty? Fortunately, we live in a Highly Evolved Society, so we meditate for five minutes, do some yoga, and we’re fine. NOT! Most people want to get rid of the bad feelings. Some fudge the numbers and play financial games. Think Enron. Some people hit something. Some people treat everyone around like crap. And some people blame.
Yes, they blame. They blame colleagues. “Sales are down! Sally distracted me so I lost the big prospect.” They blame loved ones. “I went over my sick day quota since I had to take Billy to treatment for his Black Lung disease.” They blame the government.”If it weren’t for the (Republicans/Democrats), (the economy/the occupation/global warming/life/love/happiness) would be better.” And they blame themselves. “I’m just a failure.”
All because they counted, then got emotionally wedded to the counting.
What counts and what doesn’t?
I’ve been talking so far about business, only not really. We count the wrong things in business, we count the wrong things in life. We go to pieces when our business counts go off-track, we go to pieces when our real-life counts go off-track. And remember, real life counts more. Where do you get caught in the counting?
Some of us count who’s done more housework, us or our spouse. Some of us count the dollars in our savings account. Some of us count what someone does to prove they love us. Some of us count how pious our neighbors are. It all turns into judgment, and from there, into emotion. When the counting is going the way we want, we think life is good. When the counting goes the other way, we get upset.
The upset is extra, though! It’s our reaction to the counting. The counting doesn’t cause the problem; it’s our stories about the counting that cause the problem.
Let’s fix this. Let counting be counting. Let emotion be emotion. All this score-keeping, counting, and measuring is made up. It’s all fantasy. It’s a convenient tool for making decisions. But it’s not real. And it’s certainly not worth turning yourself into an ogre, feeling horrible, and abusing yourself and your loved ones.
What if you count and discover your bank account isn’t high enough to send your kids to college? Don’t get upset. Use it as information and change your savings plan. But don’t beat yourself up. You can’t do anything for your kids that way, except set a bad example. Use the information to stay centered and work with the people you love to fix the situation.
What if you count and discover your spouse overcharged on the credit card? You can fly into a rage, or you can sit down with your spouse, love each other tremendously, and decide from that place how you’ll deal with the situation. I used the “fly-into-a-rage” method several times. It didn’t pay the bill, nor did it make me an attractive snuggle partner, even to our stuffed animals. The counting-as-information plus love-then-problem-solving works way better.
What if you count pounds, and discover you have more than you want? You can get depressed and eat a chocolate cake to help yourself feel better (Stever’s diet advice: learn to distinguish “sugar rush” from “feel better”). Or realize the number’s just information you can use to change your diet. If you’re going to diet, doing it from a place of fun makes it … well … more fun. And if you’re not going to diet, then at least enjoy the chocolate cake. But don’t let counting trick you into not-dieting, and also not enjoying the cake. That’s plain foolishness!
And what if you count and discover you’re not as rich as Darren, despite your superior skills? Or you’re not as rich as the goal you set at age 23? You can call yourself a failure and jump out of a plane without a parachute. That’s one solution. But maybe you can notice that a number is just a number, while you’re an entire human being who has much more to offer than a number.
Counting is optional. If you stop counting and look around, you just might find you’re warm, dry, full, and reading the web. And that’s not such a bad place to be. So count only when it’s useful, don’t take it too seriously, and feel good either way. Move your attention from counting to living. Put your attention on the things that make you feel happy, joyous, and grateful. If you must count, count those, and every day, count a little higher. It’s your life, and only you can make your counting count.
© 2006 by Stever Robbins. All rights reserved in all media.
Stever Robbins is founder and president of LeadershipDecisionworks, a consulting firm that helps companies develop leadership and organizational strategies to sustain growth and productivity over time. You can find more of his articles at www.LeadershipDecisionworks.com. He is the author of It Takes a Lot More than Attitude to Lead a Stellar Organization.
The love of money isn’t the root of all evil; arithmetic is the root of all evil- More specifically - counting. Don’t get me wrong; counting was a wonderful invention. It has its uses. We can keep track of kids: “Are all 5 kids here? Let’s see, 1… 2… 3… 4… where’s Billy?” We can keep track of time.
“He’s working overtime in the salt mines, honey. Instead of 12 hours, he’s working 14 hours today. He’ll be home at … 9, 10. Yes, 10 p.m.” And we can keep track of money: “He gets paid $1.49/hour working overtime, so our bank balance will be $11.37 … $12.37 … $13.37 … $13.86 after Billy gives us his share.” In fact, they remind us over and over in MBA school that “What gets measured, gets managed.”
So where’s the problem? This is evil? This gave us the industrial-friggin’-revolution. This sounds great!!
We measure the wrong stuff
Well, the problem starts when we choose what to measure. We often measure what doesn’t lead to our goal, and expect the measuring to magically create the managing.
Want profit? Let’s count expenses. Tell all managers to submit weekly reports of their team’s expenses. Let’s call it a TPS Report, and count how many TPS reports people send, to make sure they’re doing their job (which has silently morphed from “running a profitable business” to “submitting TPS reports”). Well, whoopie. We’ve added a whole layer of useless counting, and then another layer to count who is and isn’t counting. Since we don’t actually know what to do with the silly TPS report, we slide further from profitability. We’re counting the wrong thing.
Or how about sick days? There’s a hoot. “You only get six sick days.” Nice. Like that’s controllable. If you’re sick for seven days, come on in and give it to everyone else in your department, so everyone has to take six days off. You can measure sick days, but the measure is useless.
Seemingly meaningful measurements … aren’t
Then we make up measurements that mean nothing and try to manage those. “Let’s rank our employees. Then we can fire the bottom 10%.” Sounds easy; isn’t easy. (Sadly, however, it is a much-publicized Jack Welch policy.) How much time will managers spend on this ranking exercise? Do they apply consistent standards that are directly related to the company’s goals? Do we fire the 10% of managers whose ranking skill is in the bottom 10%? Who decides that?
Ranking is hard. Really hard. In fact, in 1963, psychologist George Miller’s famous paper “The Magic Number 7 +/- 2″ presented results showing people can make ranking distinctions between 5 to 9 items, and then we pretty much lose track. If you think you can accurately rank a 250-person department, you’re deluded and thus in the bottom 10%; it’s time to pack your bags.
Even if you can rank, can you use the rankings for action? We want to punt the bottom 10% of the company. We can’t really compare an accountant against a design engineer, so our fresh new Harriford MBA, Darren, suggests we eliminate 10% of each department. That will add up to 10% of the company.
But what if our 30 design engineers rock, while our 30 accountants all suck eggs? As a company, we want to fire six accountants (10% of 60 employees) and no design engineers. But firing 10% of each department means we leave three mediocre accountants standing, and three rockin’ design engineers out of work. That’s clearly wrong. But we get one benefit: we know Darren didn’t understand the logic of firing, so we know he’s in the bottom 10% and should be fired. Success! We have at least one confirmed cost savings from this exercise.
Measurement turns us evil
I know you’re asking: what in heaven’s name does this have to do with spirituality, morality, and/or the rest of our lives? (If you weren’t asking that, don’t worry, just go with the flow.)
Here’s where the evil comes in. We only measure so we can make decisions about those measurements and change our behavior. But we do this by judging the measurements as “good” or “bad.” When we’re measuring a “bad” trend, we panic. We’re afraid. We’re angry. We get frustrated, anxious, mean, jealous, violent, and nasty.
How do people act when they feel anxious, mean, jealous, violent, and nasty? Fortunately, we live in a Highly Evolved Society, so we meditate for five minutes, do some yoga, and we’re fine. NOT! Most people want to get rid of the bad feelings. Some fudge the numbers and play financial games. Think Enron. Some people hit something. Some people treat everyone around like crap. And some people blame.
Yes, they blame. They blame colleagues. “Sales are down! Sally distracted me so I lost the big prospect.” They blame loved ones. “I went over my sick day quota since I had to take Billy to treatment for his Black Lung disease.” They blame the government.”If it weren’t for the (Republicans/Democrats), (the economy/the occupation/global warming/life/love/happiness) would be better.” And they blame themselves. “I’m just a failure.”
All because they counted, then got emotionally wedded to the counting.
What counts and what doesn’t?
I’ve been talking so far about business, only not really. We count the wrong things in business, we count the wrong things in life. We go to pieces when our business counts go off-track, we go to pieces when our real-life counts go off-track. And remember, real life counts more. Where do you get caught in the counting?
Some of us count who’s done more housework, us or our spouse. Some of us count the dollars in our savings account. Some of us count what someone does to prove they love us. Some of us count how pious our neighbors are. It all turns into judgment, and from there, into emotion. When the counting is going the way we want, we think life is good. When the counting goes the other way, we get upset.
The upset is extra, though! It’s our reaction to the counting. The counting doesn’t cause the problem; it’s our stories about the counting that cause the problem.
Let’s fix this. Let counting be counting. Let emotion be emotion. All this score-keeping, counting, and measuring is made up. It’s all fantasy. It’s a convenient tool for making decisions. But it’s not real. And it’s certainly not worth turning yourself into an ogre, feeling horrible, and abusing yourself and your loved ones.
What if you count and discover your bank account isn’t high enough to send your kids to college? Don’t get upset. Use it as information and change your savings plan. But don’t beat yourself up. You can’t do anything for your kids that way, except set a bad example. Use the information to stay centered and work with the people you love to fix the situation.
What if you count and discover your spouse overcharged on the credit card? You can fly into a rage, or you can sit down with your spouse, love each other tremendously, and decide from that place how you’ll deal with the situation. I used the “fly-into-a-rage” method several times. It didn’t pay the bill, nor did it make me an attractive snuggle partner, even to our stuffed animals. The counting-as-information plus love-then-problem-solving works way better.
What if you count pounds, and discover you have more than you want? You can get depressed and eat a chocolate cake to help yourself feel better (Stever’s diet advice: learn to distinguish “sugar rush” from “feel better”). Or realize the number’s just information you can use to change your diet. If you’re going to diet, doing it from a place of fun makes it … well … more fun. And if you’re not going to diet, then at least enjoy the chocolate cake. But don’t let counting trick you into not-dieting, and also not enjoying the cake. That’s plain foolishness!
And what if you count and discover you’re not as rich as Darren, despite your superior skills? Or you’re not as rich as the goal you set at age 23? You can call yourself a failure and jump out of a plane without a parachute. That’s one solution. But maybe you can notice that a number is just a number, while you’re an entire human being who has much more to offer than a number.
Counting is optional. If you stop counting and look around, you just might find you’re warm, dry, full, and reading the web. And that’s not such a bad place to be. So count only when it’s useful, don’t take it too seriously, and feel good either way. Move your attention from counting to living. Put your attention on the things that make you feel happy, joyous, and grateful. If you must count, count those, and every day, count a little higher. It’s your life, and only you can make your counting count.
© 2006 by Stever Robbins. All rights reserved in all media.
Stever Robbins is founder and president of LeadershipDecisionworks, a consulting firm that helps companies develop leadership and organizational strategies to sustain growth and productivity over time. You can find more of his articles at www.LeadershipDecisionworks.com. He is the author of It Takes a Lot More than Attitude to Lead a Stellar Organization.
Sunday, November 11, 2007
How To Avoid The 5 Laws Of Defeat Of Business Leadership
Even the most successful business leaders make mistakes, sometimes minor missteps, other times poor judgment which sends a business reeling and forced to play catch-up to recover. Organizational strategist and leading business consultant Steven Feinberg, who has helped major companies such as Wells Fargo, Visa and Sun Microsystems, says mistakes don't 'just happen,' but are the direct result of poor timing, interaction errors, perceptual problems, and organizational deficiencies.
'These mistakes are based, in one way or another, on what I call the 5 Laws of Defeat,' says Feinberg. 'Knowing what to avoid when it comes to leading is just as important as knowing what to do.'
Feinberg, author of The Advantage-Makers: How Exceptional Leaders Win by Creating Opportunities Others Don't, identifies the 5 Laws of Defeat as:
1.) Opportunity knocking - do not disturb
'Opportunity myopia,' notes Feinberg, happens when narrow thinking rules behavior.'
'Leaders get so focused on established goals, they often miss opportunities because they don't understand the strategic context in which they can see a way to win.'
Feinberg cites Sears as a classic example. Sears passed on the opportunity to purchase the Home Depot chain because of their own financial problems, without seeing the value of the proposal to acquire Home Depot.
2.) Perceptual bias - we think we are thinking, but are we?
'One of the easiest mistakes leaders make is confusing perception with reality, they don't see what they don't want to see,' says Feinberg. 'Stepping back, removing oneself to see a true picture of your decision making is difficult to do. In my work, I make leaders aware of perceptual biases and errors that cloud clear, accurate judgment.'
3.) Competing against yourself - at cross purposes
'Businesses shoot themselves in the foot by competing against themselves, and they are rarely aware of it,' adds Feinberg. 'Some examples include: pushing for growth while pushing for cost savings, promoting innovation but punishing mistakes, giving mandates to people in your organization, but not giving them adequate decision-making authority to carry it out.'
4.) Stuck in your persistence - making sticky problems stickier
'The adage: 'If at first you don't succeed, try, try again' isn't always good business,' notes Feinberg. 'We can get stuck in our own persistence, whether repeated interpersonal conflicts or pushing projects we believe in, even though they are not working after multiple attempts. The road to hell is paved with mishandled interactions. Recurrent problems leave clues-the repeated attempted solutions that don't work. Changing the game, by first stopping the game is a good initial move.'
5.) Reactive tendency - playing to avoid losing
'When a leader is outcome-oriented, the emphasis is on achieving the outcome, you play to win rather than complaining or blaming circumstances,' says Feinberg. 'Reactive mishandling of situations almost always guarantees lower outcomes.'
'What I call 'Advantage-Makers' are those rare leaders who win more often because they know how to consistently transform challenging situations into the best possible outcomes,' notes Feinberg. 'They see opportunities where others see problems, influence outcomes where others are stuck, and create advantages where others are challenged. move forward when others are stuck. If you are not an Advantage-Maker you will probably lose to someone who is.'
Dr. Steven Feinberg, author of THE ADVANTAGE-MAKERS: How Exceptional Leaders Win By Creating Opportunities Others Don't, has spent more than thirty years applying the study of human behavior to performance efficacy and has advised senior executives on key leadership, team, and organizational issues, with an emphasis on advantage-making. Clients range from Fortune 500 firms to start-ups including Wells Fargo, Visa, Citibank, Symantec and Sun Microsystems. Dr. Feinberg graduated magna cum laude from the State University of New York at Buffalo, received an MSW at Tulane University, and his PhD from Professional School of Psychology, San Francisco. He is on the faculty of the University of San Francisco's Department of Organizational Behavior and Leadership.
'These mistakes are based, in one way or another, on what I call the 5 Laws of Defeat,' says Feinberg. 'Knowing what to avoid when it comes to leading is just as important as knowing what to do.'
Feinberg, author of The Advantage-Makers: How Exceptional Leaders Win by Creating Opportunities Others Don't, identifies the 5 Laws of Defeat as:
1.) Opportunity knocking - do not disturb
'Opportunity myopia,' notes Feinberg, happens when narrow thinking rules behavior.'
'Leaders get so focused on established goals, they often miss opportunities because they don't understand the strategic context in which they can see a way to win.'
Feinberg cites Sears as a classic example. Sears passed on the opportunity to purchase the Home Depot chain because of their own financial problems, without seeing the value of the proposal to acquire Home Depot.
2.) Perceptual bias - we think we are thinking, but are we?
'One of the easiest mistakes leaders make is confusing perception with reality, they don't see what they don't want to see,' says Feinberg. 'Stepping back, removing oneself to see a true picture of your decision making is difficult to do. In my work, I make leaders aware of perceptual biases and errors that cloud clear, accurate judgment.'
3.) Competing against yourself - at cross purposes
'Businesses shoot themselves in the foot by competing against themselves, and they are rarely aware of it,' adds Feinberg. 'Some examples include: pushing for growth while pushing for cost savings, promoting innovation but punishing mistakes, giving mandates to people in your organization, but not giving them adequate decision-making authority to carry it out.'
4.) Stuck in your persistence - making sticky problems stickier
'The adage: 'If at first you don't succeed, try, try again' isn't always good business,' notes Feinberg. 'We can get stuck in our own persistence, whether repeated interpersonal conflicts or pushing projects we believe in, even though they are not working after multiple attempts. The road to hell is paved with mishandled interactions. Recurrent problems leave clues-the repeated attempted solutions that don't work. Changing the game, by first stopping the game is a good initial move.'
5.) Reactive tendency - playing to avoid losing
'When a leader is outcome-oriented, the emphasis is on achieving the outcome, you play to win rather than complaining or blaming circumstances,' says Feinberg. 'Reactive mishandling of situations almost always guarantees lower outcomes.'
'What I call 'Advantage-Makers' are those rare leaders who win more often because they know how to consistently transform challenging situations into the best possible outcomes,' notes Feinberg. 'They see opportunities where others see problems, influence outcomes where others are stuck, and create advantages where others are challenged. move forward when others are stuck. If you are not an Advantage-Maker you will probably lose to someone who is.'
Dr. Steven Feinberg, author of THE ADVANTAGE-MAKERS: How Exceptional Leaders Win By Creating Opportunities Others Don't, has spent more than thirty years applying the study of human behavior to performance efficacy and has advised senior executives on key leadership, team, and organizational issues, with an emphasis on advantage-making. Clients range from Fortune 500 firms to start-ups including Wells Fargo, Visa, Citibank, Symantec and Sun Microsystems. Dr. Feinberg graduated magna cum laude from the State University of New York at Buffalo, received an MSW at Tulane University, and his PhD from Professional School of Psychology, San Francisco. He is on the faculty of the University of San Francisco's Department of Organizational Behavior and Leadership.
Wednesday, November 07, 2007
R-E-S-P-E-C-T Aretha Knew What She Was Talking About
Respect Your Customer, For Better Or For Worse
Everybody jabbers about their excellent customer service. Think, however,
the bad experiences you have had during the past few months. They are probably too many to count. Serving customers with courtesy and dedication is not a difficult concept. So why do so few people seem to get it? It's a lack of respect-for themselves, their companies, and their customers. This lack of respect leads to laziness, poor language, an inability to see customer problems as opportunities, and a pointless concern with being right.
Laziness. We all know what it's like to be served by someone who sees customers as an annoying interruption to a coffee break or an unwanted illustration of the fact that they do not really know how to do their jobs. Lazy people and lazy organizations go through the motions of work, but actually spend more time and energy complaining about it than doing it. They do not understand that they would be much happier if they took pride in their work and made an effort to be productive. They lack respect for themselves.
Poor language. When was the last time you brought a legitimate complaint or issue to the attention of a customer service person, only to be told that your issue was not very important? Here's an example of one that occurred to me. A pet sitter that had cared for my dog while I was away for the weekend refused to return my key, even though she had been paid in full. I called up the people who had referred her. They started to worry, suspected something un-kosher, and advised me to change the locks as soon as possible.
I went straight to my apartment complex office. There was one staff member present (let's call her Paula) was with a new customer. I told her that I had an urgent issue, she told me to come back later. I excused myself to the new customer and explained my predicament. The first thing that Paula said was that my problem was not a 'maintenance emergency.'
Aside: Paula loves this phrase. She used it when my shower plug (in a one-shower apartment) broke in the shut position during 110 degree weather, leaving me with an impossible bathing situation. That was on a Wednesday. She thought that classifying my problem as a 'non-maintenance emergency' was justification not to fix it until Monday.
Back to the present situation: I started getting angry when I heard Paula's answer, but I knew by then that she simply did not know how to speak. I told her that the problem was serious (and the new customer agreed). I asked when it would be fixed. Tomorrow morning, she replied. That was all I wanted in the first place! Paula, however, did not say this from the beginning because did not respect me as a customer. Speaking properly, however, is not only about respect for the customer. It is also proportionate to one's self-respect.
Inability to View Customer Problems as Opportunities. At The Hamister Group, we have seen that magic can happen when we respond positively and respectfully to customer needs, especially emotional needs. Let's continue with the Paula example. Since a person exhibiting suspicious behavior had the key to my apartment, you can guess that I was rather emotional. All Paula needed to do was eliminate that awful phrase 'this is not a maintenance emergency' from her repertoire and replace it with. 'Oh, that's terrible! The maintenance man has already left for today. If I can take care of it by tomorrow morning, would that be ok?' She would have become my hero and have made a positive impression on the new customer. This is about respecting your customer's position and yourself as a problem-solver and service hero.
Pointless Concern with Being Right. The customer is not always right. In fact, we all know that the customer is often wrong. But he is still the customer. And, as Mark Hamister says, you won't have to worry about who is wrong and who is right if you don't have any customers.
My high school and college employer, a garden shop in Williamsville, NY, gave me a wonderful lesson in this philosophy: one day an older man came to the shop and complained that a plant we sold him had died. This plant was in its original container, which had a size and shape that we did not use. I politely told him that he had made a mistake: the plant had come from somewhere else. The customer became furious and insisted that he had bought it from us. I took the plant to one of the owners and explained the situation. He said told me to replace it and not to mention again that the man had not bought his plant from us. 'Why?,' I asked. It was from another store. 'It doesn't matter where he bought it. If he believes that he bought it here and we don't replace it, he'll tell people about his bad experience.' This is about respect for your company and your paycheck-which you won't have if your company turns away all of its customers.
There are times when being right are important. We must be right when dealing with laws, brand standards, company liability, etc. Most customer concerns, however, are not related to such issues.
RESPECT. Respect yourself, your customer, your company, and your paycheck. Show that you care at every opportunity. This will make you refreshingly different from bad customer service representatives.
Stop worrying about getting your way because you are right: even if you are right, you can still lose. All customers, right or wrong, can take their business elsewhere.
Show respect when you speak. Word your responses to customers carefully when facing difficult situations. A good answer to a complaint about the way you do things would be: 'That's a very good suggestion.' Validate your customers' emotions, even though it is best not to validate an unjust complaint: 'I understand how you must feel.'
Ask positive questions that lead to issue resolution: 'What can I do to resolve this for you?' 'What works for you?' 'What do you think would be a reasonable period of time to get this resolved?' Most people will not give absurd answers. They will appreciate your attention and may even become your most loyal customers . . . all because you showed them, yourself, and your company a small amount of respect.
And when you have a difficult a customer in front of you, just pretend he's Aretha (although you might want to replace 'kisses' with 'services'):
'Ooo, your kisses
Sweeter than honey
And guess what?
So is my money
All I want you to do for me
Is give it to me
R-E-S-P-E-C-T'
Nektaria Hamister is Corporate Director of Communications at The Hamister Group, Inc., a rapidly growing assisted living and hotel management company. Feedback can be sent to her at news@hamistergroup.com . For more information on The Hamister Group, Inc., see www.hamistergroup.com.
Everybody jabbers about their excellent customer service. Think, however,
the bad experiences you have had during the past few months. They are probably too many to count. Serving customers with courtesy and dedication is not a difficult concept. So why do so few people seem to get it? It's a lack of respect-for themselves, their companies, and their customers. This lack of respect leads to laziness, poor language, an inability to see customer problems as opportunities, and a pointless concern with being right.
Laziness. We all know what it's like to be served by someone who sees customers as an annoying interruption to a coffee break or an unwanted illustration of the fact that they do not really know how to do their jobs. Lazy people and lazy organizations go through the motions of work, but actually spend more time and energy complaining about it than doing it. They do not understand that they would be much happier if they took pride in their work and made an effort to be productive. They lack respect for themselves.
Poor language. When was the last time you brought a legitimate complaint or issue to the attention of a customer service person, only to be told that your issue was not very important? Here's an example of one that occurred to me. A pet sitter that had cared for my dog while I was away for the weekend refused to return my key, even though she had been paid in full. I called up the people who had referred her. They started to worry, suspected something un-kosher, and advised me to change the locks as soon as possible.
I went straight to my apartment complex office. There was one staff member present (let's call her Paula) was with a new customer. I told her that I had an urgent issue, she told me to come back later. I excused myself to the new customer and explained my predicament. The first thing that Paula said was that my problem was not a 'maintenance emergency.'
Aside: Paula loves this phrase. She used it when my shower plug (in a one-shower apartment) broke in the shut position during 110 degree weather, leaving me with an impossible bathing situation. That was on a Wednesday. She thought that classifying my problem as a 'non-maintenance emergency' was justification not to fix it until Monday.
Back to the present situation: I started getting angry when I heard Paula's answer, but I knew by then that she simply did not know how to speak. I told her that the problem was serious (and the new customer agreed). I asked when it would be fixed. Tomorrow morning, she replied. That was all I wanted in the first place! Paula, however, did not say this from the beginning because did not respect me as a customer. Speaking properly, however, is not only about respect for the customer. It is also proportionate to one's self-respect.
Inability to View Customer Problems as Opportunities. At The Hamister Group, we have seen that magic can happen when we respond positively and respectfully to customer needs, especially emotional needs. Let's continue with the Paula example. Since a person exhibiting suspicious behavior had the key to my apartment, you can guess that I was rather emotional. All Paula needed to do was eliminate that awful phrase 'this is not a maintenance emergency' from her repertoire and replace it with. 'Oh, that's terrible! The maintenance man has already left for today. If I can take care of it by tomorrow morning, would that be ok?' She would have become my hero and have made a positive impression on the new customer. This is about respecting your customer's position and yourself as a problem-solver and service hero.
Pointless Concern with Being Right. The customer is not always right. In fact, we all know that the customer is often wrong. But he is still the customer. And, as Mark Hamister says, you won't have to worry about who is wrong and who is right if you don't have any customers.
My high school and college employer, a garden shop in Williamsville, NY, gave me a wonderful lesson in this philosophy: one day an older man came to the shop and complained that a plant we sold him had died. This plant was in its original container, which had a size and shape that we did not use. I politely told him that he had made a mistake: the plant had come from somewhere else. The customer became furious and insisted that he had bought it from us. I took the plant to one of the owners and explained the situation. He said told me to replace it and not to mention again that the man had not bought his plant from us. 'Why?,' I asked. It was from another store. 'It doesn't matter where he bought it. If he believes that he bought it here and we don't replace it, he'll tell people about his bad experience.' This is about respect for your company and your paycheck-which you won't have if your company turns away all of its customers.
There are times when being right are important. We must be right when dealing with laws, brand standards, company liability, etc. Most customer concerns, however, are not related to such issues.
RESPECT. Respect yourself, your customer, your company, and your paycheck. Show that you care at every opportunity. This will make you refreshingly different from bad customer service representatives.
Stop worrying about getting your way because you are right: even if you are right, you can still lose. All customers, right or wrong, can take their business elsewhere.
Show respect when you speak. Word your responses to customers carefully when facing difficult situations. A good answer to a complaint about the way you do things would be: 'That's a very good suggestion.' Validate your customers' emotions, even though it is best not to validate an unjust complaint: 'I understand how you must feel.'
Ask positive questions that lead to issue resolution: 'What can I do to resolve this for you?' 'What works for you?' 'What do you think would be a reasonable period of time to get this resolved?' Most people will not give absurd answers. They will appreciate your attention and may even become your most loyal customers . . . all because you showed them, yourself, and your company a small amount of respect.
And when you have a difficult a customer in front of you, just pretend he's Aretha (although you might want to replace 'kisses' with 'services'):
'Ooo, your kisses
Sweeter than honey
And guess what?
So is my money
All I want you to do for me
Is give it to me
R-E-S-P-E-C-T'
Nektaria Hamister is Corporate Director of Communications at The Hamister Group, Inc., a rapidly growing assisted living and hotel management company. Feedback can be sent to her at news@hamistergroup.com . For more information on The Hamister Group, Inc., see www.hamistergroup.com.
Wednesday, October 31, 2007
Five Tips to Improve Hotel Customer Service with User Generated Reviews
By Carol Verret
Providing a consistent level of quality customer service is always a work in process for hotel managers. Couple that with the fact that the labor pool in many markets is relatively shallow and that turnover remains high as compensation remains low, and it is easy to see why some managers are reverting to the 'fog the mirror' method of hiring!
Understanding the sensibilities of a generation of potential employees raised on teams and that heavily participates in community sites like MySpace and FaceBook makes it easier to hire and motivate a customer service team.
First of all we need to reflect the mirror back on hotels' traditional methods of training for customer service. In many hotels, training is focused on process issues, how to check in and check out a guest, how the reservation system works, how the equipment works and as an afterthought, oh yes, be nice to the guest. We fail to incorporate customer service training into the skill sets upon which the employee will be evaluated.
We neglect to build in evaluations based upon measurable behaviors that impact the quality of the customer's experience. We assume that they understand that they need to smile and make eye contact as well as say 'how can I assist you' - don't bet on it! Many of the individuals that we hire don't check into hotels and have little experience with being a hotel guest except when they were on vacation with their parents. They lack empathy for what it feels like to be a hotel guest.
Here's how user generated review sites can help you improve customer service:
• Comments in User Generated Reviews create empathy for the guest. This assumes that the manager exhibits respect for the user generated comments. Our employees totally get community sites - it is part of their DNA. When they see the impact that guest service has on the experience of a guest, the guest becomes a person not just a check on a comment card. it helps them understand how important their role is.
• Ask the Team how they would respond to a negative comment. The guest service team in the comment should be asked to participate in the formulation of a balanced conciliatory response. Our employees want to feel that their input is valuable - that their opinions are considered. This is a perfect way to get them involved and the more we involve them the more committed they become.
• Use the guest comments to reinforce positive training behaviors. Congratulate them when a comment includes remarks on the friendliness of the staff or how a staff member went out of their way for a guest. Let them read for themselves how a poor guest experience impacts a real human, the guest, in their own words.
• Empower them with responsibility for monitoring guest reviews online. Make the guest service team part of the process - assign responsibility to the team for monitoring and printing out reviews from review sites. Copy and distribute them for the next meeting so that team members can make comments and suggest solutions.
• Design a card to be given at checkout to every guest with the URL of a review site. This is a brilliant idea that one hotel thought up and implemented. Every time a guest responds positively to the question 'How was your stay?' hand them a card with the URL of Trip Advisor or another review site and ask them to write a review of their experience.
Every manager and supervisor can create a collaborative community based culture of customer service in their areas. Managers and supervisors that express disdain for the reviews on the user generated sites transmit to their employees that they don't care about the 'community of guests' and if the manager and/ or supervisor doesn't care then why should the guest service associates!
Carol Verret Consulting & Training also offers Creating a Culture of Customer Service training for managers and associates.
Carol Verret And Associates Consulting and Training offers training services and consulting in the areas of sales, revenue management and customer service primarily but not exclusively to the hospitality industry. To find out more about the company click on www.carolverret.com. To contact Carol send her an email at carol@carolverret.com or she can be reached by cell phone (303) 618-4065. View the Hotel Sales Blog at www.hotelsalesblog.com
Providing a consistent level of quality customer service is always a work in process for hotel managers. Couple that with the fact that the labor pool in many markets is relatively shallow and that turnover remains high as compensation remains low, and it is easy to see why some managers are reverting to the 'fog the mirror' method of hiring!
Understanding the sensibilities of a generation of potential employees raised on teams and that heavily participates in community sites like MySpace and FaceBook makes it easier to hire and motivate a customer service team.
First of all we need to reflect the mirror back on hotels' traditional methods of training for customer service. In many hotels, training is focused on process issues, how to check in and check out a guest, how the reservation system works, how the equipment works and as an afterthought, oh yes, be nice to the guest. We fail to incorporate customer service training into the skill sets upon which the employee will be evaluated.
We neglect to build in evaluations based upon measurable behaviors that impact the quality of the customer's experience. We assume that they understand that they need to smile and make eye contact as well as say 'how can I assist you' - don't bet on it! Many of the individuals that we hire don't check into hotels and have little experience with being a hotel guest except when they were on vacation with their parents. They lack empathy for what it feels like to be a hotel guest.
Here's how user generated review sites can help you improve customer service:
• Comments in User Generated Reviews create empathy for the guest. This assumes that the manager exhibits respect for the user generated comments. Our employees totally get community sites - it is part of their DNA. When they see the impact that guest service has on the experience of a guest, the guest becomes a person not just a check on a comment card. it helps them understand how important their role is.
• Ask the Team how they would respond to a negative comment. The guest service team in the comment should be asked to participate in the formulation of a balanced conciliatory response. Our employees want to feel that their input is valuable - that their opinions are considered. This is a perfect way to get them involved and the more we involve them the more committed they become.
• Use the guest comments to reinforce positive training behaviors. Congratulate them when a comment includes remarks on the friendliness of the staff or how a staff member went out of their way for a guest. Let them read for themselves how a poor guest experience impacts a real human, the guest, in their own words.
• Empower them with responsibility for monitoring guest reviews online. Make the guest service team part of the process - assign responsibility to the team for monitoring and printing out reviews from review sites. Copy and distribute them for the next meeting so that team members can make comments and suggest solutions.
• Design a card to be given at checkout to every guest with the URL of a review site. This is a brilliant idea that one hotel thought up and implemented. Every time a guest responds positively to the question 'How was your stay?' hand them a card with the URL of Trip Advisor or another review site and ask them to write a review of their experience.
Every manager and supervisor can create a collaborative community based culture of customer service in their areas. Managers and supervisors that express disdain for the reviews on the user generated sites transmit to their employees that they don't care about the 'community of guests' and if the manager and/ or supervisor doesn't care then why should the guest service associates!
Carol Verret Consulting & Training also offers Creating a Culture of Customer Service training for managers and associates.
Carol Verret And Associates Consulting and Training offers training services and consulting in the areas of sales, revenue management and customer service primarily but not exclusively to the hospitality industry. To find out more about the company click on www.carolverret.com. To contact Carol send her an email at carol@carolverret.com or she can be reached by cell phone (303) 618-4065. View the Hotel Sales Blog at www.hotelsalesblog.com
Friday, October 26, 2007
World’s most outrageous room service dishes
By Jane Levere
Hotel room service sure isn’t what it used to be.
Although some hotels still feature the same ‘ol shrimp cocktails, club sandwiches and hamburgers on their room service menus, others take a more innovative approach, offering unusual dishes—like a Japanese bento box, risotto of escargots, and pavé of sole with cassoulet Toulousain—often created by the well-known chefs who run their restaurants.
This trend is global, frequently found at smaller hotels that belong to organizations like Relais & Chateaux and Small Luxury Hotels, two collections of upscale hotels, and Design Hotels, whose hotels are distinguished by their arty décor.
Famous chefs who oversee room service menus include Raymond Blanc, of Le Manoir aux Quat’ Saisons, a Relais and Chateaux, two-Michelin-star restaurant and hotel outside of Oxford, England; Eric Chavot, of the two-Michelin-star Capital at the Capital in London; Nobu, whose one-Michelin-star restaurant Nobu is in the Metropolitan in London; and Joan Roca, whose one-Michelin-star Restaurant Moo is in the hip Hotel Omm in Barcelona.
Then there's the legendary Philippe Legendre, chef of the two-Michelin-star Le Cinq at the Four Seasons George V in Paris; culinary heavyweight Jean-Georges Vongerichten, whose three-Michelin-star, eponymous restaurant is in the Trump International Hotel in New York; Geoffrey Zakarian, whose restaurants do room service for two Manhattan hotels, Town at the Chambers Hotel and the one-Michelin-star Country at the Carlton Hotel; Patricia Williams, of District in the Muse in Manhattan; and Charlie Palmer, of the Dry Creek Kitchen in the Hotel Healdsburg in Healdsburg, Calif.
Elaborate room-service menus are a relatively recent phenomenon, says Martha Gaughen, an owner of Sterling Brownell, an upscale leisure travel agency in Atlanta that belongs to Virtuoso, a consortium of high-end travel agencies. A travel agent for 24 years, Gaughen is a member of Virtuoso’s hotel and resort committee, which helps determine which hotels the consortium’s agencies partner with. “When I was first in the industry, there was no room service. At Caneel Bay 15 years ago, you couldn’t get anything in your room—you had to go to the bar for ice,” she said. “Room service has sort of evolved—it’s now all about ambience, the setting, the food and the service itself.”
Resorts in particular go all out to make the room service experience memorable; among these is Le Taha’a Island Resort and Spa in French Polynesia, which prepares a “romantic Milky Way dinner” for guests in the privacy of their bungalow terrace, complete with flowers, champagne, wine, and a three-course meal.
Zakarian, who cooked at famous Manhattan restaurants like Le Cirque and the 21 Club and at two of Ian Schrager’s boutique hotels, the Royalton in New York and Delano in Miami, before opening Town and Country, believes room service has “gone from an afterthought to a forethought. Offerings have become much more inventive and creative.”
He finds “customers have become much more sophisticated; they know what they want, and they’re demanding. You have to be able to meet their needs at any time.” One way Williams caters to demanding guests at the Muse is to let them create their own ice cream flavors, with 48 hours’ notice, thanks to her recent purchase of a Pacojet, a Swiss food processor that lets her make and freeze ice cream base and custom-mix in flavors and additions like cookie dough or Gummi Bears.
Williams has also come up with an innovative way for Muse guests to entertain in their hotel rooms: She recently introduced room service items that help guests create their own party, including a popcorn bar, with flavors like cheddar, cayenne, chocolate, truffle and rosemary; garlic potato and taro chips with green goddess, ranch and roasted onion dips; vegetable wraps with mint yogurt sauce; guacamole and chips; and a selection of cheese, grapes and breads.
Once you’ve ordered these yummy dishes, how much should you tip the room service waiter? Gaughen believes there should be “no difference between what you tip when you eat in a restaurant and what you tip for room service, 15 to 20 percent of the bill.”
However, she says it is imperative that you check the room service bill to see if a gratuity is included, which happens most often at resort hotels. If the tip is already on the bill and your room service waiter does something extraordinary, Gaughen suggests leaving an additional gratuity. “If the waiter comes, makes up the table, throws rose petals around, and creates an incredible ambience for your dining pleasure, that’s aboveboard” and deserves an extra tip if a gratuity is included on the bill, or an extra-handsome one if it isn’t, she says. But, she adds, “if the service stinks, I wouldn’t tip. That’s what tipping is all about.”
This article found at
http://www.msnbc.msn.com/id/21379689/
Hotel room service sure isn’t what it used to be.
Although some hotels still feature the same ‘ol shrimp cocktails, club sandwiches and hamburgers on their room service menus, others take a more innovative approach, offering unusual dishes—like a Japanese bento box, risotto of escargots, and pavé of sole with cassoulet Toulousain—often created by the well-known chefs who run their restaurants.
This trend is global, frequently found at smaller hotels that belong to organizations like Relais & Chateaux and Small Luxury Hotels, two collections of upscale hotels, and Design Hotels, whose hotels are distinguished by their arty décor.
Famous chefs who oversee room service menus include Raymond Blanc, of Le Manoir aux Quat’ Saisons, a Relais and Chateaux, two-Michelin-star restaurant and hotel outside of Oxford, England; Eric Chavot, of the two-Michelin-star Capital at the Capital in London; Nobu, whose one-Michelin-star restaurant Nobu is in the Metropolitan in London; and Joan Roca, whose one-Michelin-star Restaurant Moo is in the hip Hotel Omm in Barcelona.
Then there's the legendary Philippe Legendre, chef of the two-Michelin-star Le Cinq at the Four Seasons George V in Paris; culinary heavyweight Jean-Georges Vongerichten, whose three-Michelin-star, eponymous restaurant is in the Trump International Hotel in New York; Geoffrey Zakarian, whose restaurants do room service for two Manhattan hotels, Town at the Chambers Hotel and the one-Michelin-star Country at the Carlton Hotel; Patricia Williams, of District in the Muse in Manhattan; and Charlie Palmer, of the Dry Creek Kitchen in the Hotel Healdsburg in Healdsburg, Calif.
Elaborate room-service menus are a relatively recent phenomenon, says Martha Gaughen, an owner of Sterling Brownell, an upscale leisure travel agency in Atlanta that belongs to Virtuoso, a consortium of high-end travel agencies. A travel agent for 24 years, Gaughen is a member of Virtuoso’s hotel and resort committee, which helps determine which hotels the consortium’s agencies partner with. “When I was first in the industry, there was no room service. At Caneel Bay 15 years ago, you couldn’t get anything in your room—you had to go to the bar for ice,” she said. “Room service has sort of evolved—it’s now all about ambience, the setting, the food and the service itself.”
Resorts in particular go all out to make the room service experience memorable; among these is Le Taha’a Island Resort and Spa in French Polynesia, which prepares a “romantic Milky Way dinner” for guests in the privacy of their bungalow terrace, complete with flowers, champagne, wine, and a three-course meal.
Zakarian, who cooked at famous Manhattan restaurants like Le Cirque and the 21 Club and at two of Ian Schrager’s boutique hotels, the Royalton in New York and Delano in Miami, before opening Town and Country, believes room service has “gone from an afterthought to a forethought. Offerings have become much more inventive and creative.”
He finds “customers have become much more sophisticated; they know what they want, and they’re demanding. You have to be able to meet their needs at any time.” One way Williams caters to demanding guests at the Muse is to let them create their own ice cream flavors, with 48 hours’ notice, thanks to her recent purchase of a Pacojet, a Swiss food processor that lets her make and freeze ice cream base and custom-mix in flavors and additions like cookie dough or Gummi Bears.
Williams has also come up with an innovative way for Muse guests to entertain in their hotel rooms: She recently introduced room service items that help guests create their own party, including a popcorn bar, with flavors like cheddar, cayenne, chocolate, truffle and rosemary; garlic potato and taro chips with green goddess, ranch and roasted onion dips; vegetable wraps with mint yogurt sauce; guacamole and chips; and a selection of cheese, grapes and breads.
Once you’ve ordered these yummy dishes, how much should you tip the room service waiter? Gaughen believes there should be “no difference between what you tip when you eat in a restaurant and what you tip for room service, 15 to 20 percent of the bill.”
However, she says it is imperative that you check the room service bill to see if a gratuity is included, which happens most often at resort hotels. If the tip is already on the bill and your room service waiter does something extraordinary, Gaughen suggests leaving an additional gratuity. “If the waiter comes, makes up the table, throws rose petals around, and creates an incredible ambience for your dining pleasure, that’s aboveboard” and deserves an extra tip if a gratuity is included on the bill, or an extra-handsome one if it isn’t, she says. But, she adds, “if the service stinks, I wouldn’t tip. That’s what tipping is all about.”
This article found at
http://www.msnbc.msn.com/id/21379689/
Thursday, October 25, 2007
Unique Hotel Opens in Halifax, Nova Scotia
With a fresh new look that compliments its unique urban lake location and major renovations behind it, the first phase of the Best Western Chocolate Lake Hotel at 20 St. Margaret's Bay Road, Halifax is open for business.
Pacrim Hospitality Services Inc. of Halifax manages the property and CEO Glenn Squires says "the $10 million transformation from a building severely damaged by Hurricane Juan four years ago to a signature hotel for Halifax, is dramatic and impressive." The first three guest floors in the main tower offering king and double queen bedded rooms with lake views and the public areas are now open and welcoming guests. The Wooden Door Bistro full-service, casual dining as well as the banquet and meeting facilities will have all finishing touches completed by month's end, and be ready to deliver a new hospitality experience for Halifax.
Experienced hotelier, Joe McGuinness is General Manager of the Best Western Chocolate Lake Hotel. "This hotel adds a new dimension to the hospitality landscape in this city offering a country escape in the heart of Halifax with full amenities and a casual atmosphere," he said. Some 150 residents of the Chocolate Lake area who have watched with anticipation as the project took shape received a Neighbourhood Sneak Peek on October 9, 2007 and "their response was overwhelmingly enthusiastic". Best Western Chocolate Lake's resident chocolate Labrador Retriever, Cocoa, is proving to be one of the property's most popular "staff members".
From the fireplace in the marble lobby to treats for family pets; from complimentary high speed internet and On-Command Movies to a 100 percent smoke-free environment, the Best Western Chocolate Lake Hotel promises to be satisfying guest experience.
The hotel is owned by Aquilini Group Properties LP of Vancouver, British Columbia.
www.chocolatelakehotel.com
Author: Marsha Pond
Organization: Pacrim Hospitality Services Inc
E-mail: mpond@pacrimhospitality.com
Pacrim Hospitality Services Inc. of Halifax manages the property and CEO Glenn Squires says "the $10 million transformation from a building severely damaged by Hurricane Juan four years ago to a signature hotel for Halifax, is dramatic and impressive." The first three guest floors in the main tower offering king and double queen bedded rooms with lake views and the public areas are now open and welcoming guests. The Wooden Door Bistro full-service, casual dining as well as the banquet and meeting facilities will have all finishing touches completed by month's end, and be ready to deliver a new hospitality experience for Halifax.
Experienced hotelier, Joe McGuinness is General Manager of the Best Western Chocolate Lake Hotel. "This hotel adds a new dimension to the hospitality landscape in this city offering a country escape in the heart of Halifax with full amenities and a casual atmosphere," he said. Some 150 residents of the Chocolate Lake area who have watched with anticipation as the project took shape received a Neighbourhood Sneak Peek on October 9, 2007 and "their response was overwhelmingly enthusiastic". Best Western Chocolate Lake's resident chocolate Labrador Retriever, Cocoa, is proving to be one of the property's most popular "staff members".
From the fireplace in the marble lobby to treats for family pets; from complimentary high speed internet and On-Command Movies to a 100 percent smoke-free environment, the Best Western Chocolate Lake Hotel promises to be satisfying guest experience.
The hotel is owned by Aquilini Group Properties LP of Vancouver, British Columbia.
www.chocolatelakehotel.com
Author: Marsha Pond
Organization: Pacrim Hospitality Services Inc
E-mail: mpond@pacrimhospitality.com
Tuesday, October 23, 2007
Tourism: Dealing with the Senior Market
With the first wave of baby boomers approaching retirement age in the near future, the senior market will continue to be one of the fastest growing areas of tourism. From a tourism perspective this market is really three markets, what we may call the ‘young seniors’, the ‘middle seniors’, and the ‘older seniors’.
Young seniors are people born between the years 1946 - 1960. Although many of these people are not yet retired, most will soon be. Many of these people have now paid off their mortgage and see their children as self-sufficient. Because they now have added expendable income, less home responsibilities, and relatively good health, they are prime candidates to travel.
The middle senior market is generally considered people who were born between the years 1930-1946. These are the pre baby-boomers. Most of these people are now retired, tend to spend a greater amount of time visiting family and friends, have slightly higher medical costs, but still desire to travel. This group especially cares about being protected and desires visible security and safety measures.
The old seniors are those people born before 1930. Many of these people are less likely to travel, and when they do travel often seek both security and personalized service. Despite the fact that this group has three sub-groupings they share enough common characteristics to be seen as a single cohort. Although this article uses mainly US data, the general trends toward increased senior travel and a strong senior markets hold true for most developed and many developing nations.
Here are some valuable pieces of data regarding the senior markets...
As it is in much of the developed world, the ‘young senior market’ is the largest and wealthiest niche market is the USA. It is estimated that it comprises some 78 million people and over the next 9 years it will have a per year 3.5% increase of over 60 year old travellers. These people also are expected to inherit a great deal of money. In 1990 it is estimated that they received over US$ 11 billion dollars while by the year 2015 they will have inherited approximately US$ 340 billion dollars.
While these figures refer to the United States the economic picture is approximately the same (adjusting to size of country) for the other developed nations and many of the developing nations. Tourism officials would also do well to remember that senior citizens now live longer than did their parents, tend to be more active and travel more. By 2015 they will control a large percentage of the world's assets and will have a tendency to both spend more and to demand more.
Here are ideas and suggestions on how to deal with the senior market and prepare its economic impact on both travel and tourism.
Seniors are not only the developed world's wealthiest group; they are also its most demanding.
The parents of today's upcoming senior citizens tended to spoil them as children. This means that senior citizens are not afraid to demand what they want and complain until they get it. Especially the younger seniors come out of an age of political activism. Those organisations, businesses and institutions that provide good customer service have a great opportunity to thrive. Those that do not, may face economic destruction and multiple lawsuits. This principle is true not only for businesses but also for governmental agencies.
Tourism Surety is important to senior travelers.
As we age we tend to become more psycocentric in our travel habits and demands. Especially in an age of terrorism and in places of high crime, seniors will demand good security. Those cities that have developed TOPs (tourism oriented policing / protection services) units will have an added marketing advantage. Those cities that have not established such units may find that both their citizens and business people may ask some very hard questions as these locales begin to lose travel and tourism market share.
Seniors tend to show higher levels of frustration.
This frustration manifests itself in lack of patience, refusal to read small print, and almost zero tolerance for poor service. Tourism locales that wish to capture the senior market need to review not only their physical structures (are they accessible to everyone?) but also the size of print that they use in information brochures and signage and the level of customer service and visitor protection offered.
Seniors are manifesting tendencies to move toward quieter and less congested areas.
This migration toward ‘livable outer fringes’ means that tourism facilities can no longer be centred just in the principle cities. Smart tourism bureaus will know how to take advantage of a dispersed tourism market and attract people who now shun the inner cities due to perceived high crime rates, poor customer service, and difficult parking conditions.
Smart tourism bureaus and businesses know that this is the time to develop a senior task force.
This tourism senior task force should keep abreast of the newest travel trends and demographic changes. For example, many tourism professionals are under the mistaken notion that the trend from the cold states to the warmer states will continue well into the future. Recent data however suggests that there is now a reverse flow as the aging seniors seek to be closer to children, family and friends.
This reverse migration now means that those tourism entities located in colder climates will have many new business opportunities. Your senior tourism taskforce then should be composed of a wide ranging of specialists, from a marketing expert, to a tourism security expert, from a health expert to food safety and food diet experts, from a transportation specialist to a representative of the hotel and restaurant industries.
The lack of good airline service will become a major difficulty for the senior tourism industry.
Many airlines have switched to smaller and less comfortable aircraft. The trend toward regional jet commuter planes, along with increased security hassles at airports, has made travel especially hard on senior travellers. Many of these potential travellers are now shying away from air travel and long range travel and instead seeking travel opportunities closer to home. Regional marketing and the use of city personnel as marketing agents may pay off in increased tax revenue and new business opportunities.
Dr. Peter E. Tarlow is the president of T&M, a founder of the Texas chapter of TTRA and a popular author and speaker on tourism.
Dr Tarlow is a specialist in the areas of sociology of tourism, economic development, tourism safety and security. He speaks at governors' and state conferences on tourism and conducts seminars throughout the world and for numerous agencies and universities.
Young seniors are people born between the years 1946 - 1960. Although many of these people are not yet retired, most will soon be. Many of these people have now paid off their mortgage and see their children as self-sufficient. Because they now have added expendable income, less home responsibilities, and relatively good health, they are prime candidates to travel.
The middle senior market is generally considered people who were born between the years 1930-1946. These are the pre baby-boomers. Most of these people are now retired, tend to spend a greater amount of time visiting family and friends, have slightly higher medical costs, but still desire to travel. This group especially cares about being protected and desires visible security and safety measures.
The old seniors are those people born before 1930. Many of these people are less likely to travel, and when they do travel often seek both security and personalized service. Despite the fact that this group has three sub-groupings they share enough common characteristics to be seen as a single cohort. Although this article uses mainly US data, the general trends toward increased senior travel and a strong senior markets hold true for most developed and many developing nations.
Here are some valuable pieces of data regarding the senior markets...
As it is in much of the developed world, the ‘young senior market’ is the largest and wealthiest niche market is the USA. It is estimated that it comprises some 78 million people and over the next 9 years it will have a per year 3.5% increase of over 60 year old travellers. These people also are expected to inherit a great deal of money. In 1990 it is estimated that they received over US$ 11 billion dollars while by the year 2015 they will have inherited approximately US$ 340 billion dollars.
While these figures refer to the United States the economic picture is approximately the same (adjusting to size of country) for the other developed nations and many of the developing nations. Tourism officials would also do well to remember that senior citizens now live longer than did their parents, tend to be more active and travel more. By 2015 they will control a large percentage of the world's assets and will have a tendency to both spend more and to demand more.
Here are ideas and suggestions on how to deal with the senior market and prepare its economic impact on both travel and tourism.
Seniors are not only the developed world's wealthiest group; they are also its most demanding.
The parents of today's upcoming senior citizens tended to spoil them as children. This means that senior citizens are not afraid to demand what they want and complain until they get it. Especially the younger seniors come out of an age of political activism. Those organisations, businesses and institutions that provide good customer service have a great opportunity to thrive. Those that do not, may face economic destruction and multiple lawsuits. This principle is true not only for businesses but also for governmental agencies.
Tourism Surety is important to senior travelers.
As we age we tend to become more psycocentric in our travel habits and demands. Especially in an age of terrorism and in places of high crime, seniors will demand good security. Those cities that have developed TOPs (tourism oriented policing / protection services) units will have an added marketing advantage. Those cities that have not established such units may find that both their citizens and business people may ask some very hard questions as these locales begin to lose travel and tourism market share.
Seniors tend to show higher levels of frustration.
This frustration manifests itself in lack of patience, refusal to read small print, and almost zero tolerance for poor service. Tourism locales that wish to capture the senior market need to review not only their physical structures (are they accessible to everyone?) but also the size of print that they use in information brochures and signage and the level of customer service and visitor protection offered.
Seniors are manifesting tendencies to move toward quieter and less congested areas.
This migration toward ‘livable outer fringes’ means that tourism facilities can no longer be centred just in the principle cities. Smart tourism bureaus will know how to take advantage of a dispersed tourism market and attract people who now shun the inner cities due to perceived high crime rates, poor customer service, and difficult parking conditions.
Smart tourism bureaus and businesses know that this is the time to develop a senior task force.
This tourism senior task force should keep abreast of the newest travel trends and demographic changes. For example, many tourism professionals are under the mistaken notion that the trend from the cold states to the warmer states will continue well into the future. Recent data however suggests that there is now a reverse flow as the aging seniors seek to be closer to children, family and friends.
This reverse migration now means that those tourism entities located in colder climates will have many new business opportunities. Your senior tourism taskforce then should be composed of a wide ranging of specialists, from a marketing expert, to a tourism security expert, from a health expert to food safety and food diet experts, from a transportation specialist to a representative of the hotel and restaurant industries.
The lack of good airline service will become a major difficulty for the senior tourism industry.
Many airlines have switched to smaller and less comfortable aircraft. The trend toward regional jet commuter planes, along with increased security hassles at airports, has made travel especially hard on senior travellers. Many of these potential travellers are now shying away from air travel and long range travel and instead seeking travel opportunities closer to home. Regional marketing and the use of city personnel as marketing agents may pay off in increased tax revenue and new business opportunities.
Dr. Peter E. Tarlow is the president of T&M, a founder of the Texas chapter of TTRA and a popular author and speaker on tourism.
Dr Tarlow is a specialist in the areas of sociology of tourism, economic development, tourism safety and security. He speaks at governors' and state conferences on tourism and conducts seminars throughout the world and for numerous agencies and universities.
Friday, October 12, 2007
Tourism opens doors for women.
Thursday, 11th October 2007
Source : UNWTO
At this year's World Tourism Day a think tank was held on the theme: -"Tourism Opening Doors For Women”, and its inter-relationship with the UN Millennium Development Goals -
Under the Chairpersonship of H.E. Mrs Nilofar Bakhatiar, a group predominantly of women who have played prominent roles in Tourism around the world discussed:
The importance of women in the tourism sector.
Improving the role of women in tourism.
Accentuating the role of women particularly in developing countries.
During the discussion the following issues were raised:
The need for AWARENESS CREATION about the opportunities for women and their concerns amongst general policy makers and amongst women themselves.
Creating APPROPRIATE POLICY FRAMEWORKS FOR WOMEN´S ECONOMIC EMPOWERMENT with tourism as a primary component so that the sector is integrated into mainstream policy making.
The requirement not only to open doors, but to MAKE IT POSSIBLE FOR WOMEN TO GO THROUGH THEM, including good training, development programmes, targeted information, decent and equal pay, good career development, family support structures and frameworks for ensuring self-respect.
The PARTICULAR OPPORTUNITIES presented by agro tourism, ecotourism, health and wellness, and the creative sector.
The importance of GETTING THE DIVERSE PRIVATE SECTOR ACTIVELY INVOLVED AS WELL AS NGOs AND THE MEDIA; with a fundamental requirement for the Public Sector to put in place and implement legislation for equal opportunity, equal pay and fair working conditions. In respect to the latter, note was taken of the need to address unreasonable working hours particularly for women with families.
The value of SHOWCASING WOMEN with fulfilling jobs at all levels, as well as those showing leadership and career progression.
The timeliness of this discussion in relation to broader action on gender equality and of UNWTO, WITH THE SUPPORT OF UNIFEM (United Nations Development Fund for Women), CHAMPIONING THIS ISSUE, as well as the importance of carrying this forward into a defined programme and action plan.
The DANGER OF SELF-DELUSION in considering primarily the beneficial aspects of tourism and women while ignoring the darker side of exploitation, harassment, abuse and marginalization.
The significance of INCREASED ACCESS TO CREDIT FACILITIES to encourage women entrepreneurs, and the proven reliability of women in meeting the conditions.
The absence of RELIABLE INFORMATION at a global, regional and national level, and the importance of such information for effective decision making & monitoring.
Against this background the following conclusions were reached:
To initiate a UNWTO – UNIFEM annual report on the state of Women in Tourism.
To make this an ANNUAL FORUM and to establish a broader biennial worldwide conference.
To foster a NETWORK of activists, ambassadors and advocates to support the work of the UNWTO Special
Advisor on Women in Tourism, and the establishment of a TASK FORCE to develop a draft Programme of Activity.
To put in place a DATA COLLECTION system including desk research, case studies and alignment with the Tourism Satellite Account where feasible.
To expand the website tourismgender.com into a PORTAL for gathering and presenting information, and serving as a framework for continuing focus; as well as a resource pool for gathering and sharing.
To develop with partners an AWARENESS CAMPAIGN aimed at the industry, governments, media and women themselves, as well as the creation of a global AWARDS SCHEME.
To strongly urge UNWTO and its Member States to take affirmative action within their power to actively involve women, from all social, economic and cultural spheres, into strategy, policy and operational decision making.
To urge UNWTO to emphasize these issues within the framework of its Global Code of Ethics for Tourism.
World Tourism Day 2007 is an occasion to celebrate women’s achievements in the tourism sector and stimulate continuous action in support of UN’s 3rd Millennium Development Goal: Promoting Gender Equality and Women Empowerment through to 2015 and beyond.
Source : UNWTO
At this year's World Tourism Day a think tank was held on the theme: -"Tourism Opening Doors For Women”, and its inter-relationship with the UN Millennium Development Goals -
Under the Chairpersonship of H.E. Mrs Nilofar Bakhatiar, a group predominantly of women who have played prominent roles in Tourism around the world discussed:
The importance of women in the tourism sector.
Improving the role of women in tourism.
Accentuating the role of women particularly in developing countries.
During the discussion the following issues were raised:
The need for AWARENESS CREATION about the opportunities for women and their concerns amongst general policy makers and amongst women themselves.
Creating APPROPRIATE POLICY FRAMEWORKS FOR WOMEN´S ECONOMIC EMPOWERMENT with tourism as a primary component so that the sector is integrated into mainstream policy making.
The requirement not only to open doors, but to MAKE IT POSSIBLE FOR WOMEN TO GO THROUGH THEM, including good training, development programmes, targeted information, decent and equal pay, good career development, family support structures and frameworks for ensuring self-respect.
The PARTICULAR OPPORTUNITIES presented by agro tourism, ecotourism, health and wellness, and the creative sector.
The importance of GETTING THE DIVERSE PRIVATE SECTOR ACTIVELY INVOLVED AS WELL AS NGOs AND THE MEDIA; with a fundamental requirement for the Public Sector to put in place and implement legislation for equal opportunity, equal pay and fair working conditions. In respect to the latter, note was taken of the need to address unreasonable working hours particularly for women with families.
The value of SHOWCASING WOMEN with fulfilling jobs at all levels, as well as those showing leadership and career progression.
The timeliness of this discussion in relation to broader action on gender equality and of UNWTO, WITH THE SUPPORT OF UNIFEM (United Nations Development Fund for Women), CHAMPIONING THIS ISSUE, as well as the importance of carrying this forward into a defined programme and action plan.
The DANGER OF SELF-DELUSION in considering primarily the beneficial aspects of tourism and women while ignoring the darker side of exploitation, harassment, abuse and marginalization.
The significance of INCREASED ACCESS TO CREDIT FACILITIES to encourage women entrepreneurs, and the proven reliability of women in meeting the conditions.
The absence of RELIABLE INFORMATION at a global, regional and national level, and the importance of such information for effective decision making & monitoring.
Against this background the following conclusions were reached:
To initiate a UNWTO – UNIFEM annual report on the state of Women in Tourism.
To make this an ANNUAL FORUM and to establish a broader biennial worldwide conference.
To foster a NETWORK of activists, ambassadors and advocates to support the work of the UNWTO Special
Advisor on Women in Tourism, and the establishment of a TASK FORCE to develop a draft Programme of Activity.
To put in place a DATA COLLECTION system including desk research, case studies and alignment with the Tourism Satellite Account where feasible.
To expand the website tourismgender.com into a PORTAL for gathering and presenting information, and serving as a framework for continuing focus; as well as a resource pool for gathering and sharing.
To develop with partners an AWARENESS CAMPAIGN aimed at the industry, governments, media and women themselves, as well as the creation of a global AWARDS SCHEME.
To strongly urge UNWTO and its Member States to take affirmative action within their power to actively involve women, from all social, economic and cultural spheres, into strategy, policy and operational decision making.
To urge UNWTO to emphasize these issues within the framework of its Global Code of Ethics for Tourism.
World Tourism Day 2007 is an occasion to celebrate women’s achievements in the tourism sector and stimulate continuous action in support of UN’s 3rd Millennium Development Goal: Promoting Gender Equality and Women Empowerment through to 2015 and beyond.
Friday, October 05, 2007
How to solve the hospitality leadership puzzle.
By Alan Cutler FHCIMA MCMI
“There is no such thing as a perfect leader, either in the past or present, in China or elsewhere. If there is one - he is only pretending, like a pig inverting spring onions into his nose in an effort to look like an elephant”. Liu Shao-Chi
It may be true that there is no such thing as the perfect leader – leaders are human, after all. However, that is not to say that people who hold leadership positions in the hospitality industry should not continually seek to improve their leadership skills.
How often have we worked for managers, senior to ourselves, and have asked ourselves “How did he get to that position?”? Some appear not to have any clear idea where they are taking their organisation; others preside over people who are frustrated, demotivated and in constant conflict within teams and between teams.
Comments such as “nobody tells us anything”, “nobody listens to us” and “there is a rumour going round that …” are heard throughout the organisation.
These managers hardly set an example for others to follow. They may have a badge on their suit or their office door that pronounces them ‘Chief Executive’; ‘Catering Manager’; or ‘Head Chef’ but do these ‘badge holders’ display all the necessary qualities to inspire others to follow them?
In order to measure managers’ leadership skills, we need to identify the essential qualities of an effective leader. In my view they are six in number:
A Leader is a visionary
A Leader sets an example
A Leader understands what motivates each team member
A Leader builds supportive relationships
A Leader empowers others to reach their potential
A Leader understands the power of communications
These are the six components that each leader must work hard at continually and consistently applying and, most importantly, demonstrating in all he or she does. Think of it as a jigsaw – The Leadership Jigsaw™. Unless all six pieces are in place, the leader will not achieve his or her potential, nor will those looking to following their leader.
No one aspiring to lead a high-performing team can do so if they are ‘one piece short of a jigsaw’! Let’s consider each piece in a little more detail.
Vision. Leadership involves taking people on a journey but, if people are to follow, the journey must not be into the unknown. Such destinations may work for Captain Kirk of the Starship Enterprise but they will not work for modern-day leaders with their feet placed firmly on terra-firma!
A person holding a leadership position without a clear vision, or the ability to communicate one effectively, will be heading into darkness (probably alone!).
Creating a vision must, by its very nature, be one of the foremost roles of a leader – as it sets a positive theme for the future. A vision is, however, more than a mere mission statement, which can be merely be a set of fine words designed more for the benefit of shareholders reading the company prospectus than its employees.
For the average caterer, working for a company that’s mission is to be ‘world class’ offers little relevance and even less inspiration. A leader’s vision – which he or she personally associates themselves with – should appeal to people at an emotional level, as well as a practical one.
It should be meaningful, relevant and inspirational: encouraging people to buy into it willingly. When leaders express their vision in a way that touches their followers, they invite strong commitment: a common purpose that focuses people on a shared, mutually beneficial objective.
“A leader shapes and shares a vision which gives point to the work of others”
Charles Handy
Example. One of the most important and effective qualities leaders can display is consistently and visibly to link the values they stand for with their everyday actions. Indeed, consistency and visibility are the keys.
People respect and follow leaders whose behaviour mirrors their words; they have no respect for leaders who say one thing and do another. “Do as I say, not as I do” is simply not good enough in today’s workplace.
Managers should, therefore, look hard into the mirror and consider what they see. Example is a reflection of the beliefs and values of the individual and it is important to clarify these in oneself. A good starting point would be to ask “Do I lead in such a way that I would willingly follow myself?
Do I consistently demonstrate leadership qualities that I would recognise in leaders that I, myself, respect?” You can be sure of one thing: you may not be continually assessing your performance as a leader, but your team will be! They will be watching your every move and taking a lead from you.
"The leaders acts as though everyone is watching, even when no-one is watching”
Brian Tracy
Motivation. Having a vision is one thing: selling it in a way that others want to realise it is quite another. The leader’s role is to focus the energies of followers on shared goals and to motivate them to achieve those goals.
Of course, there have been leaders who gained and manipulated their power through force and fear. Yet it is leaders who inspire and encourage their followers who have long-term success and are remembered well into the future.
Yet everybody is different and responds to different stimuli. Truly great leaders understand their followers: they understand their needs, their dreams, their fears, their emotions – what ‘makes them tick’. It is an understanding of the impact of differing needs on different people that is vital for effective leadership.
The great leader inspires others to achieve the vision by focusing on each individual’s motivations. Moreover, understanding individual drivers will improve the performance of the whole group as it is the interactions between individuals that determines team effort.
One of the greatest motivators is to believe that you are contributing to your team’s success and, hence, to the success of the overall vision. People need to believe that they are playing their part, hence successful leaders ensure that team members receive the recognition their efforts deserve.
Leaders must work hard, on a day-to-day basis, to find ways of making people feel valued for their contribution. In my experience of working with junior catering managers across the country, a belief that they are not valued for their efforts is one of the most commonly found demotivators.
“Leadership is the art of getting someone else to do something you want done because he wants to do it”
Dwight D Eisenhower
Relationships. It goes without saying that a leader needs followers – a team of people working together towards a common aim. To be effective, team working across an organisation requires supportive relationships - not only between leader and the team, but within the team itself.
A culture of trust must exist between all members, at all levels, with the leader providing the shining example for all to follow.
Notwithstanding the fundamental structural changes forced upon many hospitality organisations in recent years (down-sizing, flatter management structures, for example) some organisations and departments are still led by ‘badge-holders’ who busy themselves interfering in the work of their subordinates; are unwilling to share information; and insist on sanctioning every decision.
Yet, if the modern leader’s challenge is to make optimum use of fewer resources, this will only happen if people are encouraged to participate in an open, positive environment based upon mutually-supportive relationships.
When people feel that they can trust the organisation, personified by its leader, they will support it by their attitude and efforts. When they feel that they are being treated fairly they are more likely to ally themselves with the organisation and its members.
“We treat employees as members of the family. If management take the risk of hiring them, we have to take the responsibility for them” Akio Morita, Sony Corporation
Empowerment. Enlightened leaders understand that most people naturally want to better themselves and, given the appropriate support and encouragement, will grasp the opportunity to acquire new skills and knowledge.
They also realise that the key to getting the best out of people is to give them responsibility for their own actions, rather than creating an environment of control and mistrust.
Obviously, training, either formal or on-the-job, plays an important part in developing others. However, training without the opportunity to put it into practice is of little value and is potentially demotivating. Leaders who enable others to reach their potential give them every opportunity to take on responsibility above and beyond their current role.
They are willing to delegate aspects of their role to their subordinates when the situation allows and, moreover, are prepared to empower them to take decisions themselves, within parameters, without recourse to higher authority.
It has been proved time and time again: front-line staff who are empowered to make decisions affecting their customers are one of the greatest influences on high levels of customer satisfaction.
Empowerment is based upon the belief that, given the opportunity, people are more than willing to think for themselves and will generate ideas that benefit their workplace and, thus, their organisation.
Allowing people to take responsibility for their own actions does indeed involve an element of risk. Yet, while the risks are greater, so are the potential rewards. Following orders robotically produces robots; allowing invention and inspiration produces ideas and a pride in individual and team achievements.
“Treat people as if they were what they ought to be, and you will help them to become what they are capable of being” Goethe
Communications. When hospitality organisations commit themselves to be an Investor in People they will invariably undertake a staff satisfaction survey. Without fail, one of the major areas of concern voiced by employees will be poor internal communications.
When communications break down, at any level, misunderstandings occur – with a resulting impact on an organisation’s performance, and hence the leader’s vision. Yet, whilst all ‘badge holders’, without exception, would preach the importance of effective communications, not all practice what they preach. But, yet again, it is the leader who should lead the way by his or her example.
Productive communications are built upon understanding between all parties. A leader who is prepared to get out of the office and ‘walk the talk’ will be in a far better position to both reinforce the vision and hear how it is being received, than one who remains desk-bound.
There are few more potent motivating actions a leader can take than to make the effort to speak to front-line workers and to ask “how are things going?”, and mean it!
We live in the ‘communication age’. Yet with the previously unimaginable powers now at our fingertips come inherent dangers. Communications is not only about the ‘what’ – just as important is the ‘how’. Wise leaders balance the efficiency of technology with the impact of the human touch. They are well aware that they cannot shake a hand, pat a back, or even smile via email.
“In order to solve problems, information has to be shared; and not only information, but doubts, fears and questions” Sir John Harvey-Jones
THE MESSAGE?
The message is that leaders in the hospitality industry need to be proficient in a wide range of essential skills that can be represented by the Leadership Jigsaw™. Those holding leadership positions should measure themselves against this model of excellence to ensure that they are not ‘one piece short of a jigsaw’
Alan entered the hospitality industry nearly 40 years ago, when he began working in a hotel in the Lake District at the age of 15. He subsequently worked in a number of other establishments, including a season at Gleneagles and one as an assistant manager at a three star hotel in the Lakes, before joining the Royal Air Force as a catering officer, retiring after 16 years service as a Squadron Leader in 1989. He and his wife then bought a restaurant, which they ran through the recession in the early 1990s before Alan took up a post as Head of Residential Services at Aston University in Birmingham. He left the university after five years to start up two training and consultancy business within the hospitality industry. Advance Associates, www.advance-associates.co.uk, provides training and development within the education catering sector; and Leadership Talks www.leadershiptalks.com through which Alan speaks, trains and writes on the subject of leadership.
“There is no such thing as a perfect leader, either in the past or present, in China or elsewhere. If there is one - he is only pretending, like a pig inverting spring onions into his nose in an effort to look like an elephant”. Liu Shao-Chi
It may be true that there is no such thing as the perfect leader – leaders are human, after all. However, that is not to say that people who hold leadership positions in the hospitality industry should not continually seek to improve their leadership skills.
How often have we worked for managers, senior to ourselves, and have asked ourselves “How did he get to that position?”? Some appear not to have any clear idea where they are taking their organisation; others preside over people who are frustrated, demotivated and in constant conflict within teams and between teams.
Comments such as “nobody tells us anything”, “nobody listens to us” and “there is a rumour going round that …” are heard throughout the organisation.
These managers hardly set an example for others to follow. They may have a badge on their suit or their office door that pronounces them ‘Chief Executive’; ‘Catering Manager’; or ‘Head Chef’ but do these ‘badge holders’ display all the necessary qualities to inspire others to follow them?
In order to measure managers’ leadership skills, we need to identify the essential qualities of an effective leader. In my view they are six in number:
A Leader is a visionary
A Leader sets an example
A Leader understands what motivates each team member
A Leader builds supportive relationships
A Leader empowers others to reach their potential
A Leader understands the power of communications
These are the six components that each leader must work hard at continually and consistently applying and, most importantly, demonstrating in all he or she does. Think of it as a jigsaw – The Leadership Jigsaw™. Unless all six pieces are in place, the leader will not achieve his or her potential, nor will those looking to following their leader.
No one aspiring to lead a high-performing team can do so if they are ‘one piece short of a jigsaw’! Let’s consider each piece in a little more detail.
Vision. Leadership involves taking people on a journey but, if people are to follow, the journey must not be into the unknown. Such destinations may work for Captain Kirk of the Starship Enterprise but they will not work for modern-day leaders with their feet placed firmly on terra-firma!
A person holding a leadership position without a clear vision, or the ability to communicate one effectively, will be heading into darkness (probably alone!).
Creating a vision must, by its very nature, be one of the foremost roles of a leader – as it sets a positive theme for the future. A vision is, however, more than a mere mission statement, which can be merely be a set of fine words designed more for the benefit of shareholders reading the company prospectus than its employees.
For the average caterer, working for a company that’s mission is to be ‘world class’ offers little relevance and even less inspiration. A leader’s vision – which he or she personally associates themselves with – should appeal to people at an emotional level, as well as a practical one.
It should be meaningful, relevant and inspirational: encouraging people to buy into it willingly. When leaders express their vision in a way that touches their followers, they invite strong commitment: a common purpose that focuses people on a shared, mutually beneficial objective.
“A leader shapes and shares a vision which gives point to the work of others”
Charles Handy
Example. One of the most important and effective qualities leaders can display is consistently and visibly to link the values they stand for with their everyday actions. Indeed, consistency and visibility are the keys.
People respect and follow leaders whose behaviour mirrors their words; they have no respect for leaders who say one thing and do another. “Do as I say, not as I do” is simply not good enough in today’s workplace.
Managers should, therefore, look hard into the mirror and consider what they see. Example is a reflection of the beliefs and values of the individual and it is important to clarify these in oneself. A good starting point would be to ask “Do I lead in such a way that I would willingly follow myself?
Do I consistently demonstrate leadership qualities that I would recognise in leaders that I, myself, respect?” You can be sure of one thing: you may not be continually assessing your performance as a leader, but your team will be! They will be watching your every move and taking a lead from you.
"The leaders acts as though everyone is watching, even when no-one is watching”
Brian Tracy
Motivation. Having a vision is one thing: selling it in a way that others want to realise it is quite another. The leader’s role is to focus the energies of followers on shared goals and to motivate them to achieve those goals.
Of course, there have been leaders who gained and manipulated their power through force and fear. Yet it is leaders who inspire and encourage their followers who have long-term success and are remembered well into the future.
Yet everybody is different and responds to different stimuli. Truly great leaders understand their followers: they understand their needs, their dreams, their fears, their emotions – what ‘makes them tick’. It is an understanding of the impact of differing needs on different people that is vital for effective leadership.
The great leader inspires others to achieve the vision by focusing on each individual’s motivations. Moreover, understanding individual drivers will improve the performance of the whole group as it is the interactions between individuals that determines team effort.
One of the greatest motivators is to believe that you are contributing to your team’s success and, hence, to the success of the overall vision. People need to believe that they are playing their part, hence successful leaders ensure that team members receive the recognition their efforts deserve.
Leaders must work hard, on a day-to-day basis, to find ways of making people feel valued for their contribution. In my experience of working with junior catering managers across the country, a belief that they are not valued for their efforts is one of the most commonly found demotivators.
“Leadership is the art of getting someone else to do something you want done because he wants to do it”
Dwight D Eisenhower
Relationships. It goes without saying that a leader needs followers – a team of people working together towards a common aim. To be effective, team working across an organisation requires supportive relationships - not only between leader and the team, but within the team itself.
A culture of trust must exist between all members, at all levels, with the leader providing the shining example for all to follow.
Notwithstanding the fundamental structural changes forced upon many hospitality organisations in recent years (down-sizing, flatter management structures, for example) some organisations and departments are still led by ‘badge-holders’ who busy themselves interfering in the work of their subordinates; are unwilling to share information; and insist on sanctioning every decision.
Yet, if the modern leader’s challenge is to make optimum use of fewer resources, this will only happen if people are encouraged to participate in an open, positive environment based upon mutually-supportive relationships.
When people feel that they can trust the organisation, personified by its leader, they will support it by their attitude and efforts. When they feel that they are being treated fairly they are more likely to ally themselves with the organisation and its members.
“We treat employees as members of the family. If management take the risk of hiring them, we have to take the responsibility for them” Akio Morita, Sony Corporation
Empowerment. Enlightened leaders understand that most people naturally want to better themselves and, given the appropriate support and encouragement, will grasp the opportunity to acquire new skills and knowledge.
They also realise that the key to getting the best out of people is to give them responsibility for their own actions, rather than creating an environment of control and mistrust.
Obviously, training, either formal or on-the-job, plays an important part in developing others. However, training without the opportunity to put it into practice is of little value and is potentially demotivating. Leaders who enable others to reach their potential give them every opportunity to take on responsibility above and beyond their current role.
They are willing to delegate aspects of their role to their subordinates when the situation allows and, moreover, are prepared to empower them to take decisions themselves, within parameters, without recourse to higher authority.
It has been proved time and time again: front-line staff who are empowered to make decisions affecting their customers are one of the greatest influences on high levels of customer satisfaction.
Empowerment is based upon the belief that, given the opportunity, people are more than willing to think for themselves and will generate ideas that benefit their workplace and, thus, their organisation.
Allowing people to take responsibility for their own actions does indeed involve an element of risk. Yet, while the risks are greater, so are the potential rewards. Following orders robotically produces robots; allowing invention and inspiration produces ideas and a pride in individual and team achievements.
“Treat people as if they were what they ought to be, and you will help them to become what they are capable of being” Goethe
Communications. When hospitality organisations commit themselves to be an Investor in People they will invariably undertake a staff satisfaction survey. Without fail, one of the major areas of concern voiced by employees will be poor internal communications.
When communications break down, at any level, misunderstandings occur – with a resulting impact on an organisation’s performance, and hence the leader’s vision. Yet, whilst all ‘badge holders’, without exception, would preach the importance of effective communications, not all practice what they preach. But, yet again, it is the leader who should lead the way by his or her example.
Productive communications are built upon understanding between all parties. A leader who is prepared to get out of the office and ‘walk the talk’ will be in a far better position to both reinforce the vision and hear how it is being received, than one who remains desk-bound.
There are few more potent motivating actions a leader can take than to make the effort to speak to front-line workers and to ask “how are things going?”, and mean it!
We live in the ‘communication age’. Yet with the previously unimaginable powers now at our fingertips come inherent dangers. Communications is not only about the ‘what’ – just as important is the ‘how’. Wise leaders balance the efficiency of technology with the impact of the human touch. They are well aware that they cannot shake a hand, pat a back, or even smile via email.
“In order to solve problems, information has to be shared; and not only information, but doubts, fears and questions” Sir John Harvey-Jones
THE MESSAGE?
The message is that leaders in the hospitality industry need to be proficient in a wide range of essential skills that can be represented by the Leadership Jigsaw™. Those holding leadership positions should measure themselves against this model of excellence to ensure that they are not ‘one piece short of a jigsaw’
Alan entered the hospitality industry nearly 40 years ago, when he began working in a hotel in the Lake District at the age of 15. He subsequently worked in a number of other establishments, including a season at Gleneagles and one as an assistant manager at a three star hotel in the Lakes, before joining the Royal Air Force as a catering officer, retiring after 16 years service as a Squadron Leader in 1989. He and his wife then bought a restaurant, which they ran through the recession in the early 1990s before Alan took up a post as Head of Residential Services at Aston University in Birmingham. He left the university after five years to start up two training and consultancy business within the hospitality industry. Advance Associates, www.advance-associates.co.uk, provides training and development within the education catering sector; and Leadership Talks www.leadershiptalks.com through which Alan speaks, trains and writes on the subject of leadership.
Monday, October 01, 2007
Wounded Wolves - The Journey Forward - By Dr. Rick Johnson
This is a story about finding your way. It's dedicated to any and all people that may have found themselves lost, confused, powerless, in a dead end career, going nowhere and those who may have lost sight of what they really want from life.
It's a story about 'Wounded Wolves' and making the journey forward. Forward to success, self esteem and pride. Maybe a few of you can relate to this as it's happening now. Or, maybe you were wounded once and remember the journey you had to make to create happiness and success in your life.
Being wounded can be a result of many things - a personal crisis, family life, a bad marriage, the way you were raised, poor life decisions, limited exposure to education and learning, and sometimes just being in the wrong place at the wrong time. It can even be just a matter of heritage and the socialistic environment that you become accustomed to as a child.
If you find yourself in this type of situation, often times your attitude suffers, you can't seem to make anything work. You lack focus and you often become paranoid. Optimism doesn't exist. In fact, you become very pessimistic and may even create the self-fulfilling prophecy of failure.
You become disappointed, disappointed in life, disappointed with your job, disappointed with yourself. You begin to dislike what you have become, but you don't really know what to do. You don't know how to change. You may even begin to dislike yourself.
Okay Stop!!!
That's enough with the Doom and Gloom. This isn't about feeling sorry for you. This is about creating 'The Journey Forward.' My very first mentor that took me under his wing at the prime age of 18 years old when I was in the military said these five words to me that I still remember today.
'Never ever - ever give up!'
So.... Let's start there. No matter what situation you find yourself in, make a pledge right now that no matter how tough the journey seems, you are committed, and you will not give up. Your journey may be simply creating a better career path at your place of employment. It may be starting your own business or it may be as extreme as grabbing yourself by the bootstraps and pulling yourself out of personal devastation. It doesn't matter what circumstance you are in. You can create a path forward if you are committed and you pledge to 'Never - ever - ever - give up.'
Let's begin discussing your journey forward by reflecting on another journey.
A number of years ago a 10-year-old boy roamed the streets of Toledo, Ohio. He grew up on those streets learning life's lessons. Like many of us, he came from a broken home. His daddy left him and his four brothers and one sister when he was five. His dad died when he was nine. He was the youngest, the baby of the family. You can imagine that times were tough, feeding six hungry kids wasn't easy, especially without a father figure. In fact, he was on welfare during his entire adolescent period until he joined the military at age 17.
At the age of 10 he sold newspapers in downtown Toledo. He crafted his abilities, his drive, on those streets. He didn't have a plan, he didn't have anyone to show him the way. He only had himself, and he had a best friend, a black kid, named Louie Jones. They didn't have a normal paper route like most kids, delivering to the same house every day in nice, quiet neighborhoods. This young boy and his friend, Louie, did what was known as blue jacking and their territory happened to be skid row. They carried a canvas sack filled with the Toledo Blade. The bag weighed almost as much as they did. They went form bar to bar.
If they couldn't sell a newspaper, they'd shine shoes. If that didn't work, they'd dance to music on the jukebox hoping the drunks and semi-drunks on skid row would throw nickels and dimes at them. In fact, it wasn't Michael Jackson who invented the moonwalk, it was Louie Jones who first did it in a little bar called the Erie Café in Toledo, Ohio.
At the time the young man didn't realize what life should be like. He knew he was wounded but he just didn't know how badly. They say ignorance is bliss, well, this young man's ignorance was only of his surroundings. He was quite an entrepreneur and became more successful on the streets as he grew, but he was wounded and heading for trouble. He started his first business at the age of 15 selling used car parts. He would take orders by day and fill them by night.
You need hubcaps for a '57 Chevy, not a problem, a carburetor for a '55 Ford, you'll have it in two days.
The young man didn't realize how deep his wounds were even though at times he would crouch down and hide behind trash cans and cars as he walked home from school until the rest of the kids were gone so they didn't see him go into that condemned house where they lived on the city dump.
His wounds could have gone deeper but then a life-changing event occurred, he graduated from high school and, at the age of 17, he had no clue what to do with his life. But he did know what he didn't know. He knew that if he continued on the path he was on he would end up in deep trouble, maybe even prison. In fact a juvenile judge explained that to him with crystal clarity. He knew he needed something to change the direction he was headed in. Something to change the path he was on. He was offered the opportunity to join the military.
It was during the Vietnam Era and the military trained him in Jungle Survival, not a whole lot of different than the techniques he learned in street survival. Not a whole lot different then the techniques you must learn to be successful in business today. Those four years were filled with defining moments in his life. He had no idea what to do when his four years in the military were up.
As he left the military his wounds seemed to open a bit. Self-doubt started to creep in until he remembered those words from that old Sergeant.
'Son - if you want to really be successful in your life you have to want it so bad that it overcomes all the pain and guilt you have stored in your memory. And remember, Never - ever - ever - give up!'
Different Journeys
So What..... What does this journey have to do with you and your personal journey? In reality, nothing. Everybody's journey will be different. I only tell this story to let you know that you are not alone. Most people face some sort of crisis at some point in their life.
Let me share a few principles and guidelines that may help you if you find yourself in any type of difficult situation or you just want to accelerate your journey forward toward success as you define it.
I. Take Responsibility ---- for who you were, who you are, but more importantly - who you want to become. It really doesn't matter how or why you are in the current state you are in. You must take responsibility for it. Until you own it - you can't change it. So... the very first step is to look within and forgive yourself and relieve yourself of any guilt. People wont start respecting you until you respect yourself. Regardless of your situation, no one but you has the control over changing it. But, you have to want it so bad that it overcomes the pain and the guilt. Do something .... Your chance of winning the lottery is extremely remote. Don't create false dreams. Create productive dreams that have a better chance for success. The 'Law of Attraction' only works when you take action. Stop blaming other people or circumstance.
II. Avoid the Irrational Ghosts ---- Let go of your fears. Change is scary but if you create it, you can control it. Be a little bit of a maverick. Decide to take some calculated risk. Begin to look at all your options. Success principles, and there are hundreds of them, only work if you conquer your fears first.
III. The Time is Now ---- No change can occur until you do something. The beginning of your journey forward starts with you. You may have an angel looking over you but you must initiate success ---- no one can do it for you. Analyze your life, your career, your dreams and your realities. You need a clear purpose, a purpose that motivates you. Figure out exactly what you want to do with your life and call that your 'Destination.'
IV. Map the Journey ----- Nobody starts on a journey without some type of direction. You must go forward with focus, passion, and a sense of meaning. Begin by quantifying your goals. How will you measure success? What does succeeding mean to you? For some it's just a promotion to upper management. For others it means happiness and spiritual wealth and to others it may mean being the CEO. You define success for your life and only you can do that. Don't let anyone else set your standards for personal life achievements. Outline your purpose. Get off the path you are currently on. Every single one of us at some point in our lives feels stuck. Get unstuck. Start by investing in learning. Commit yourself to at least one hour a day of scheduled reading or other forms of education.
V. Write Down Your Goals ---- Write down at least three to five goals for your life, under each goal try to identify milestones along the way that can track your progress. And lastly, under each goal identify specific actions that you feel you must take to accomplish that goal. It's amazing how success rates multiply simply by defining goals and putting them in writing. List specific factors in your life that would allow you to generate the best methods in accomplishing your goals
VI. Execute ------- Some general once said, 'No plan survives contact with the enemy.' To me that means unless you begin to execute, you will never figure out what adjustments and changes are necessary to keep your journey on track to reach your destination. Remember, you're not alone. Many of us have been wounded in some form or fashion. Even the rich and famous in our society have wounds, some may be even deeper than ours. Begin executing by searching for a coach or mentor that can help you. Someone who has been there and done that. You will be amazed to find out how willing some people are to reach out and help you succeed if you are sincere, dedicated, hard working and willing.
It is Possible
This story is heartfelt because it is my personal journey. I am the young man who sold newspapers on skid row. I am the young man who has been inspired for a life time and whose heart holds treasured lessons and memories from the old Sergeant in the military. I Never-ever-ever gave up and I had to learn to forgive! I only reflect on it to let you know I wasn't born with a silver spoon in my mouth. I wasn't a member of the 'Lucky Sperm' club. Although I have the academic credentials, I am not an academic. I didn't complete my formal education in life until I was over fifty years old. But more importantly, I was wounded once and found my way forward. You can too. It may not be easy but it's doable.
Remember...Success isn't a gift. It just doesn't happen. Like the Wolf --- you must learn to lick your wounds. They will heal. But if you are going to create a journey toward success, you have to plan for it. We all live 24 hours each day. What you do with that time determines your success. Ask yourself if you really have defined your destination. Ask yourself if you have defined the map for your journey. Create a self-imposed respect for time. Learn to multi task. Treat time as an investment.
If that ten-year-old kid from Toledo who was headed for trouble can make it, so can you. Be a Lead Wolf. Believe in yourself, work hard, be committed and 'Never - ever --- ever --- give up!'
Thanks for listening, I hope I've opened a door for you that never closes.
Dr. Eric 'Rick' Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in Distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit www.ceostrategist.com for more information.
It's a story about 'Wounded Wolves' and making the journey forward. Forward to success, self esteem and pride. Maybe a few of you can relate to this as it's happening now. Or, maybe you were wounded once and remember the journey you had to make to create happiness and success in your life.
Being wounded can be a result of many things - a personal crisis, family life, a bad marriage, the way you were raised, poor life decisions, limited exposure to education and learning, and sometimes just being in the wrong place at the wrong time. It can even be just a matter of heritage and the socialistic environment that you become accustomed to as a child.
If you find yourself in this type of situation, often times your attitude suffers, you can't seem to make anything work. You lack focus and you often become paranoid. Optimism doesn't exist. In fact, you become very pessimistic and may even create the self-fulfilling prophecy of failure.
You become disappointed, disappointed in life, disappointed with your job, disappointed with yourself. You begin to dislike what you have become, but you don't really know what to do. You don't know how to change. You may even begin to dislike yourself.
Okay Stop!!!
That's enough with the Doom and Gloom. This isn't about feeling sorry for you. This is about creating 'The Journey Forward.' My very first mentor that took me under his wing at the prime age of 18 years old when I was in the military said these five words to me that I still remember today.
'Never ever - ever give up!'
So.... Let's start there. No matter what situation you find yourself in, make a pledge right now that no matter how tough the journey seems, you are committed, and you will not give up. Your journey may be simply creating a better career path at your place of employment. It may be starting your own business or it may be as extreme as grabbing yourself by the bootstraps and pulling yourself out of personal devastation. It doesn't matter what circumstance you are in. You can create a path forward if you are committed and you pledge to 'Never - ever - ever - give up.'
Let's begin discussing your journey forward by reflecting on another journey.
A number of years ago a 10-year-old boy roamed the streets of Toledo, Ohio. He grew up on those streets learning life's lessons. Like many of us, he came from a broken home. His daddy left him and his four brothers and one sister when he was five. His dad died when he was nine. He was the youngest, the baby of the family. You can imagine that times were tough, feeding six hungry kids wasn't easy, especially without a father figure. In fact, he was on welfare during his entire adolescent period until he joined the military at age 17.
At the age of 10 he sold newspapers in downtown Toledo. He crafted his abilities, his drive, on those streets. He didn't have a plan, he didn't have anyone to show him the way. He only had himself, and he had a best friend, a black kid, named Louie Jones. They didn't have a normal paper route like most kids, delivering to the same house every day in nice, quiet neighborhoods. This young boy and his friend, Louie, did what was known as blue jacking and their territory happened to be skid row. They carried a canvas sack filled with the Toledo Blade. The bag weighed almost as much as they did. They went form bar to bar.
If they couldn't sell a newspaper, they'd shine shoes. If that didn't work, they'd dance to music on the jukebox hoping the drunks and semi-drunks on skid row would throw nickels and dimes at them. In fact, it wasn't Michael Jackson who invented the moonwalk, it was Louie Jones who first did it in a little bar called the Erie Café in Toledo, Ohio.
At the time the young man didn't realize what life should be like. He knew he was wounded but he just didn't know how badly. They say ignorance is bliss, well, this young man's ignorance was only of his surroundings. He was quite an entrepreneur and became more successful on the streets as he grew, but he was wounded and heading for trouble. He started his first business at the age of 15 selling used car parts. He would take orders by day and fill them by night.
You need hubcaps for a '57 Chevy, not a problem, a carburetor for a '55 Ford, you'll have it in two days.
The young man didn't realize how deep his wounds were even though at times he would crouch down and hide behind trash cans and cars as he walked home from school until the rest of the kids were gone so they didn't see him go into that condemned house where they lived on the city dump.
His wounds could have gone deeper but then a life-changing event occurred, he graduated from high school and, at the age of 17, he had no clue what to do with his life. But he did know what he didn't know. He knew that if he continued on the path he was on he would end up in deep trouble, maybe even prison. In fact a juvenile judge explained that to him with crystal clarity. He knew he needed something to change the direction he was headed in. Something to change the path he was on. He was offered the opportunity to join the military.
It was during the Vietnam Era and the military trained him in Jungle Survival, not a whole lot of different than the techniques he learned in street survival. Not a whole lot different then the techniques you must learn to be successful in business today. Those four years were filled with defining moments in his life. He had no idea what to do when his four years in the military were up.
As he left the military his wounds seemed to open a bit. Self-doubt started to creep in until he remembered those words from that old Sergeant.
'Son - if you want to really be successful in your life you have to want it so bad that it overcomes all the pain and guilt you have stored in your memory. And remember, Never - ever - ever - give up!'
Different Journeys
So What..... What does this journey have to do with you and your personal journey? In reality, nothing. Everybody's journey will be different. I only tell this story to let you know that you are not alone. Most people face some sort of crisis at some point in their life.
Let me share a few principles and guidelines that may help you if you find yourself in any type of difficult situation or you just want to accelerate your journey forward toward success as you define it.
I. Take Responsibility ---- for who you were, who you are, but more importantly - who you want to become. It really doesn't matter how or why you are in the current state you are in. You must take responsibility for it. Until you own it - you can't change it. So... the very first step is to look within and forgive yourself and relieve yourself of any guilt. People wont start respecting you until you respect yourself. Regardless of your situation, no one but you has the control over changing it. But, you have to want it so bad that it overcomes the pain and the guilt. Do something .... Your chance of winning the lottery is extremely remote. Don't create false dreams. Create productive dreams that have a better chance for success. The 'Law of Attraction' only works when you take action. Stop blaming other people or circumstance.
II. Avoid the Irrational Ghosts ---- Let go of your fears. Change is scary but if you create it, you can control it. Be a little bit of a maverick. Decide to take some calculated risk. Begin to look at all your options. Success principles, and there are hundreds of them, only work if you conquer your fears first.
III. The Time is Now ---- No change can occur until you do something. The beginning of your journey forward starts with you. You may have an angel looking over you but you must initiate success ---- no one can do it for you. Analyze your life, your career, your dreams and your realities. You need a clear purpose, a purpose that motivates you. Figure out exactly what you want to do with your life and call that your 'Destination.'
IV. Map the Journey ----- Nobody starts on a journey without some type of direction. You must go forward with focus, passion, and a sense of meaning. Begin by quantifying your goals. How will you measure success? What does succeeding mean to you? For some it's just a promotion to upper management. For others it means happiness and spiritual wealth and to others it may mean being the CEO. You define success for your life and only you can do that. Don't let anyone else set your standards for personal life achievements. Outline your purpose. Get off the path you are currently on. Every single one of us at some point in our lives feels stuck. Get unstuck. Start by investing in learning. Commit yourself to at least one hour a day of scheduled reading or other forms of education.
V. Write Down Your Goals ---- Write down at least three to five goals for your life, under each goal try to identify milestones along the way that can track your progress. And lastly, under each goal identify specific actions that you feel you must take to accomplish that goal. It's amazing how success rates multiply simply by defining goals and putting them in writing. List specific factors in your life that would allow you to generate the best methods in accomplishing your goals
VI. Execute ------- Some general once said, 'No plan survives contact with the enemy.' To me that means unless you begin to execute, you will never figure out what adjustments and changes are necessary to keep your journey on track to reach your destination. Remember, you're not alone. Many of us have been wounded in some form or fashion. Even the rich and famous in our society have wounds, some may be even deeper than ours. Begin executing by searching for a coach or mentor that can help you. Someone who has been there and done that. You will be amazed to find out how willing some people are to reach out and help you succeed if you are sincere, dedicated, hard working and willing.
It is Possible
This story is heartfelt because it is my personal journey. I am the young man who sold newspapers on skid row. I am the young man who has been inspired for a life time and whose heart holds treasured lessons and memories from the old Sergeant in the military. I Never-ever-ever gave up and I had to learn to forgive! I only reflect on it to let you know I wasn't born with a silver spoon in my mouth. I wasn't a member of the 'Lucky Sperm' club. Although I have the academic credentials, I am not an academic. I didn't complete my formal education in life until I was over fifty years old. But more importantly, I was wounded once and found my way forward. You can too. It may not be easy but it's doable.
Remember...Success isn't a gift. It just doesn't happen. Like the Wolf --- you must learn to lick your wounds. They will heal. But if you are going to create a journey toward success, you have to plan for it. We all live 24 hours each day. What you do with that time determines your success. Ask yourself if you really have defined your destination. Ask yourself if you have defined the map for your journey. Create a self-imposed respect for time. Learn to multi task. Treat time as an investment.
If that ten-year-old kid from Toledo who was headed for trouble can make it, so can you. Be a Lead Wolf. Believe in yourself, work hard, be committed and 'Never - ever --- ever --- give up!'
Thanks for listening, I hope I've opened a door for you that never closes.
Dr. Eric 'Rick' Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in Distribution. CEO Strategist LLC. works in an advisory capacity with distributor executives in board representation, executive coaching, team coaching and education and training to make the changes necessary to create or maintain competitive advantage. You can contact them by calling 352-750-0868, or visit www.ceostrategist.com for more information.
Monday, September 24, 2007
World Tourism Day EVent
The Nova Scotia Tourism Human Resource Council encourages Industry support of World Tourism Day activities in Nova Scotia taking place at the NSCC's new Waterfront Campus in Dartmouth. This year's theme is "Tourism Opens Doors for Women".
This year the Tourism Management students of Nova Scotia Community College with the support of industry are celebrating World Tourism Day from 6pm until 8 pm in the cafeteria of the new NSCC Waterfront Campus. This event will feature an accomplished and informative panel of professional women from the tourism industry in Nova Scotia.
World Tourism Day in 2007 is an occasion to celebrate women's achievements in the tourism sector and stimulate continuous action in support of UN's 3rd Millennium Development Goal: Promoting Gender Equality and Women Empowerment.
The main purpose of World Tourism Day is to foster awareness among the international community of the importance of tourism and its social, cultural, political and economic values.
The timing of World Tourism Day is indeed particularly appropriate in that it comes at the end of the high season in the northern hemisphere and the beginning of the season in the southern hemisphere, when tourism is of topical interest to hundreds of thousands of people worldwide from all walks of life and to tourists and the operational sector in particular.
For more information on the event, please contact Marc Simard at NSCC 491-4819 or marc.simard@nscc.ca
Author: Lynn McDonagh Hughes
Organization: Nova Scotia Tourism Human Resource Council
E-mail: lmh@tourism.ca
This year the Tourism Management students of Nova Scotia Community College with the support of industry are celebrating World Tourism Day from 6pm until 8 pm in the cafeteria of the new NSCC Waterfront Campus. This event will feature an accomplished and informative panel of professional women from the tourism industry in Nova Scotia.
World Tourism Day in 2007 is an occasion to celebrate women's achievements in the tourism sector and stimulate continuous action in support of UN's 3rd Millennium Development Goal: Promoting Gender Equality and Women Empowerment.
The main purpose of World Tourism Day is to foster awareness among the international community of the importance of tourism and its social, cultural, political and economic values.
The timing of World Tourism Day is indeed particularly appropriate in that it comes at the end of the high season in the northern hemisphere and the beginning of the season in the southern hemisphere, when tourism is of topical interest to hundreds of thousands of people worldwide from all walks of life and to tourists and the operational sector in particular.
For more information on the event, please contact Marc Simard at NSCC 491-4819 or marc.simard@nscc.ca
Author: Lynn McDonagh Hughes
Organization: Nova Scotia Tourism Human Resource Council
E-mail: lmh@tourism.ca
Wednesday, September 19, 2007
Canadian Couples Struggle to Re-connect
September 18, 2007
A new Expedia.ca(TM)/Ipsos-Reid survey shows that Canadian couples need to take a break - and get away together.
More than half (54 per cent) of couples in a committed relationship have not vacationed together in the past year, including 16 per cent that have never taken a vacation with only their better half! Yet, Canadian couples know they need to make time to getaway together - 73 per cent of Canadians see vacations as an opportunity to rekindle the fire in their relationship while eight in ten Canadians agree that vacations remind them of the qualities they like best in their partner.
Sun, surf and starting a family
Vacations have been known to provide the perfect intimate setting for couples to get reacquainted with each other. Recent trends indicate couples are now putting family planning in the mix and taking vacations to a whole new level by incorporating them into these personal milestone moments. One in ten couples (9 per cent) has taken a creation vacation, using the vacation as an opportunity to get away from the stresses of everyday life to conceive a child. Twelve per cent have taken a babymoon, one last adults-only vacation before a baby is due to arrive!
Connecting with your partner on vacation - and not the office
Though most (51 per cent) couples bring communications devices like cell phones or PDAs on vacation, almost all (95 per cent) overwhelmingly disagree that they give more love to these devices than their partner. Atlantic Canadians may be the least focused on their better half as they lead the nation (35 per cent) in "always" taking a communications device on vacation. Quebecers, on the other hand, may be the least distracted as a whopping 55 per cent indicate they "never" take a device like a PDA or cell device on vacation with their partner.
Separate vacations for some?
While most Canadian couples are struggling to take a trip with their special someone, others feel that taking a vacation from their partner is important. Nearly four in ten (38 per cent) of Canadians take separate vacations from their significant other. According to Wood, if vacation expectations and interests differ, a separate vacation can complement a couple's getaway to ensure each partner's needs are met.
Planning the trip that's right for the relationship
Canadians seem to enjoy the act of planning the vacation almost as much as taking it. Two thirds (63 per cent) of couples say they research and book their vacations together. Expedia.ca(TM) makes it easy to plan and book an adults-only vacation this fall with the Adult Getaway Sale.
Details at www.expedia.ca.
Author: Niki Hirschmann
Organization: Edelman
E-mail: niki.hirschmann@edelman.com
A new Expedia.ca(TM)/Ipsos-Reid survey shows that Canadian couples need to take a break - and get away together.
More than half (54 per cent) of couples in a committed relationship have not vacationed together in the past year, including 16 per cent that have never taken a vacation with only their better half! Yet, Canadian couples know they need to make time to getaway together - 73 per cent of Canadians see vacations as an opportunity to rekindle the fire in their relationship while eight in ten Canadians agree that vacations remind them of the qualities they like best in their partner.
Sun, surf and starting a family
Vacations have been known to provide the perfect intimate setting for couples to get reacquainted with each other. Recent trends indicate couples are now putting family planning in the mix and taking vacations to a whole new level by incorporating them into these personal milestone moments. One in ten couples (9 per cent) has taken a creation vacation, using the vacation as an opportunity to get away from the stresses of everyday life to conceive a child. Twelve per cent have taken a babymoon, one last adults-only vacation before a baby is due to arrive!
Connecting with your partner on vacation - and not the office
Though most (51 per cent) couples bring communications devices like cell phones or PDAs on vacation, almost all (95 per cent) overwhelmingly disagree that they give more love to these devices than their partner. Atlantic Canadians may be the least focused on their better half as they lead the nation (35 per cent) in "always" taking a communications device on vacation. Quebecers, on the other hand, may be the least distracted as a whopping 55 per cent indicate they "never" take a device like a PDA or cell device on vacation with their partner.
Separate vacations for some?
While most Canadian couples are struggling to take a trip with their special someone, others feel that taking a vacation from their partner is important. Nearly four in ten (38 per cent) of Canadians take separate vacations from their significant other. According to Wood, if vacation expectations and interests differ, a separate vacation can complement a couple's getaway to ensure each partner's needs are met.
Planning the trip that's right for the relationship
Canadians seem to enjoy the act of planning the vacation almost as much as taking it. Two thirds (63 per cent) of couples say they research and book their vacations together. Expedia.ca(TM) makes it easy to plan and book an adults-only vacation this fall with the Adult Getaway Sale.
Details at www.expedia.ca.
Author: Niki Hirschmann
Organization: Edelman
E-mail: niki.hirschmann@edelman.com
Thursday, September 13, 2007
My Vacation History
A personal reflection by faculty member Scott McKellar
Here is a very short summary of my journey as a tourist. As a young fellow my family went camping a few times around the province and we took a couple trips to Ontario to visit my father’s family. As I got older I worked from the age of 15 every day of the summer until I graduated from university. I took one week off to go camping with my girl friend (got engaged on that trip). I had spent a few weekends with the boys at a concert or camping in PEI, but basically my travels were limited to the Maritimes.
My first real trip took place in grade 12. My trip was during December and I missed the last two weeks of school. We were about 30 in number (from two schools) and we joined about 1,200 British kids for a Mediterranean cruise. We stopped at London before flying to Italy (Taranto) to get on the SS Uganda. We went to Egypt, Cyprus, Santorini, Istanbul, and Athens. When I got back it was Xmas vacation and I met my wife for the first time during that holiday period.
During university I was on the soccer team and also on the campus paper as a writer. This allowed me to go to all 4 Atlantic Provinces, Quebec twice, Ontario and Edmonton – where we lost in the Canadian soccer finals.
In the first few years after getting married we went to Bermuda, Florida twice and then Dominica Republic when it was still visited by more Canadian than Americans. We went to the DR with another couple and it rained for the first four days, so we each called our work place and took another week off. We had to leave the resort but had a great time in the little tourist town of Sosua.
We did not go anywhere for about five years, while my wife went to university. She graduated a year after I started with the College and we have been travel bugs since. I have been fortunate that in my work with the College I have been invited to participate in conferences as an attendee and as a speaker. The College has sent me to NFLD twice, NB and PEI twice each, Toronto twice, Springfield Massachusetts and for one week in the Yucatan (Mexico).
My wife and I have traveled once across Canada and the States for nine weeks and also drove to Florida twice for Xmas. We began traveling to Sandals resorts and went to Bahamas on the first trip in 97. We took a day trip to Eleuthera, and promised ourselves to go back. Also with Sandals we have been to Cuba, Jamaica 3 times, St. Lucia, and back to the resort outside of Nassau. We went to two other resorts in Mexico and Dominican Republic…but once you have been to Sandals, you have been spoiled by the best.
We took a trip in the middle of the summer in 1998 to Eleuthera for two weeks and hurricane Floyd came right threw town a year later. We have taken two vacations to Long Island also in the Bahamas chain, at which point we started thinking about buying land. We decided to go back once more to Eleuthera and everything fell into place. When made a decision to buy on the next return trip and in 15 months we had a small house. Since then we have returned 4 times as the small details of the house were finished.
I have many stories and adventures that I could write about each trip. If I had to choose my top three it would be my Grade 12 Mediterranean trip, the two week stay in Dominican Republic; and the first two week summer trip to Eleuthera, which we repeated this summer in our new house.
I would love to hear from each of you on what your favourite vacation was…and why.
Here is a very short summary of my journey as a tourist. As a young fellow my family went camping a few times around the province and we took a couple trips to Ontario to visit my father’s family. As I got older I worked from the age of 15 every day of the summer until I graduated from university. I took one week off to go camping with my girl friend (got engaged on that trip). I had spent a few weekends with the boys at a concert or camping in PEI, but basically my travels were limited to the Maritimes.
My first real trip took place in grade 12. My trip was during December and I missed the last two weeks of school. We were about 30 in number (from two schools) and we joined about 1,200 British kids for a Mediterranean cruise. We stopped at London before flying to Italy (Taranto) to get on the SS Uganda. We went to Egypt, Cyprus, Santorini, Istanbul, and Athens. When I got back it was Xmas vacation and I met my wife for the first time during that holiday period.
During university I was on the soccer team and also on the campus paper as a writer. This allowed me to go to all 4 Atlantic Provinces, Quebec twice, Ontario and Edmonton – where we lost in the Canadian soccer finals.
In the first few years after getting married we went to Bermuda, Florida twice and then Dominica Republic when it was still visited by more Canadian than Americans. We went to the DR with another couple and it rained for the first four days, so we each called our work place and took another week off. We had to leave the resort but had a great time in the little tourist town of Sosua.
We did not go anywhere for about five years, while my wife went to university. She graduated a year after I started with the College and we have been travel bugs since. I have been fortunate that in my work with the College I have been invited to participate in conferences as an attendee and as a speaker. The College has sent me to NFLD twice, NB and PEI twice each, Toronto twice, Springfield Massachusetts and for one week in the Yucatan (Mexico).
My wife and I have traveled once across Canada and the States for nine weeks and also drove to Florida twice for Xmas. We began traveling to Sandals resorts and went to Bahamas on the first trip in 97. We took a day trip to Eleuthera, and promised ourselves to go back. Also with Sandals we have been to Cuba, Jamaica 3 times, St. Lucia, and back to the resort outside of Nassau. We went to two other resorts in Mexico and Dominican Republic…but once you have been to Sandals, you have been spoiled by the best.
We took a trip in the middle of the summer in 1998 to Eleuthera for two weeks and hurricane Floyd came right threw town a year later. We have taken two vacations to Long Island also in the Bahamas chain, at which point we started thinking about buying land. We decided to go back once more to Eleuthera and everything fell into place. When made a decision to buy on the next return trip and in 15 months we had a small house. Since then we have returned 4 times as the small details of the house were finished.
I have many stories and adventures that I could write about each trip. If I had to choose my top three it would be my Grade 12 Mediterranean trip, the two week stay in Dominican Republic; and the first two week summer trip to Eleuthera, which we repeated this summer in our new house.
I would love to hear from each of you on what your favourite vacation was…and why.
Tuesday, September 11, 2007
Commentary GLobal Ethics and the State of the Future
by Rushworth M. Kidder
"How can ethical considerations become more routinely incorporated into global decisions?"
The derisive answer, of course, is that they can't be. Even so noteworthy a Cold War diplomat as George Kennan opined that there is no place for "the carrying over into affairs of state of the concepts of right and wrong" -- because, he argued, "state behavior" is not "a fit subject for moral judgment."
But that was in 1952. As a register of how far we've come in 55 years, look at a report launched this week at the United Nations Bookstore by the World Federation of United Nations Associations. Titled "2007 State of the Future," by Jerome C. Glenn and Theodore J. Gordon, it centers on fifteen "Global Challenges." The eleventh in a series of annual reports, it reflects what the authors describe as "the cumulative and distilled range of judgments from nearly 2,400 participants" around the world.
Predictably present on this list of challenges are global sustainability, population growth, disease control, the gap between rich and poor, ethnic conflicts and terrorism, transnational crime, and the status of women. More surprising is number 15, abbreviated by the authors as "global ethics" and using, as its chapter title, the question quoted at the top of this column.
There's nothing goody-goody about this chapter's ethical analysis. While the tone of the overall report is in part optimistic -- noting that life expectancy, literacy, and gross domestic products per capita are increasing, while infant mortality and global conflicts are decreasing -- it is also sobering, warning of global warming, rising sea levels, the need to create more fresh water, the payment of more than $1 trillion a year in political bribes, and the presence of "more slaves in the world now than at the highest point of the African slave trade," most of them women in Asia.
In like manner the chapter on global ethics is clear-eyed. Some downside points:
"The speed at which the fabric of life has begun to change seems beyond the ability of most people and institutions to comprehend, leading to ethical uncertainties."
"Globalization and advanced technology allow fewer people to do more damage and in less time than ever before."
"Religions and ideologies that claim moral superiority give rise to 'we-they' splits."
"Some [in Asia and Oceania] do not believe there are common global ethics, and maintain that the pursuit to create them is a western notion."
But it also cites the rise of corporate ethics indices and civil society forums, along with the World Bank's effort to list unethical companies and the more than 2,000 businesses that have joined the U.N.'s Global Compact, pledging to "use global ethics in decisionmaking." It also notes explicit efforts to develop global ethics, singling out the Universal Declaration of Human Rights, UNESCO's Universal Ethics Project, the Commission on Global Governance, and the Institute for Global Ethics. (Disclosure notice: Report co-author Theodore J. Gordon is an emeritus board member of IGE.)
How can global ethics be bolstered? The report's concise summary calls for "more effective ways to control lobbying, reduce greed and self-centeredness, encourage honor and honesty, promote parental guidance to establish a sense of values, reduce barriers to the freedom of inquiry, encourage respect for legitimate authority, support the identification and success of the influence of role models, implement cost-effective strategies for global education for a more enlightened world, make behavior match the values people say they believe in, and spread the Olympic spirit."
But if there is a single theme reverberating throughout the report, it is the need for better decision making. If, as the authors suggest, global complexity is outrunning the capacity of our current management systems, then new decision-making systems may be needed in the future. Today's national decision makers, however, "have not been trained in the theory and practice of decisionmaking," much less in any system that prompts them to contemplate "the ethical considerations of their decisions." Needed, say the authors, is "formalized ethics and decision training for decisionmakers," which they say "could result in a significant improvement in the quality of global decisions."
At bottom, however, the state of the future does not depend simply on better individual decision makers. It requires a wholesale evolution in culture. "It is increasingly clear," the authors conclude, "that cultural change is necessary to address global challenges." If this report is any indication, that change has begun already. In George Kennan's day, nobody would have thought to connect global decision making with ethical considerations. That connection is now central to what U.N. secretary-general Ban Ki-Moon, describing this report, calls "invaluable insights into the future for the United Nations, its Member States, and civil society."
©2007 Institute for Global Ethics
Excerpted from Ethics Newsline ™
(www.globalethics.org/newsline/)
A publication of the Institute for Global Ethics
From the September 10, 2007, issue:
Monday, September 10, 2007
Hey Kermit, Being Green Is Getting Easier (Part I) - By Lee Simon
With a melancholy melody in the background, our muppet friend shared with us through song that being green was not easy. In fairness to Kermit the Frog, his plea may have been accurate back then. But times have changed. Being green is getting easier. It is becoming more popular. And, dare I suggest, it is even becoming profitable. friend shared with us through song that being green was not easy. If you have not already noticed, the green movement has - to use a current buzzword - 'tipped.' Environmentally conscious policies are further penetrating the hospitality industry with every passing moment. Hotels and restaurants alike are working to implement green practices. Environmental sensitivity will have a profound effect on the way that hospitality facilities are designed, built, and operated over the next decade. Experts have concluded that humans are consuming one-third more natural resources and ecological services than the earth can regenerate in a sustainable manner. In other words, we are running an ecological deficit. It is time to further explore what we can do as members of the hospitality community to implement existing practices, and, where possible, take the initiative to develop new practices on our own.
Three-Legged Approach
In my view, there are three key components to a green initiative for any hospitality and foodservice operation. First, there are the operational practices and decisions. Second, there are the building related practices which have been developed by other industries and which can be readily adopted. And finally, there are the initiatives, both operational and building related, which are specific to the hospitality industry. These are programs and practices that we as the hospitality industry must develop - because no one knows our industry better than we do.
In this installment, I want to focus on the first leg of this three-legged stool - operational practices. I have chosen to incorporate a selection of facts that will likely convince you of the importance of this issue, and certain practices that you can implement immediately. The next installment will address opportunities for exploring the hospitality environment, and developing our own industry-specific initiatives.
Operators - Could You Help Me Place this Call?
The beauty of these operational initiatives is that they require little investment or modifications to existing facility for implementation. They can be started almost immediately. In conducting my own research, I came across a simple pamphlet from the Green Restaurant Association (www.dinegreen.com). It costs only $10 USD and is full of interesting facts - many of which I will share with you here - that may help you better appreciate the importance of these green initiatives. So, here are some suggested green practices for you to consider:
Reduce, re-use, and recycle: The three 'R's,' as they are known, are classics, but their importance is underlined when you consider that the average restaurant in the US produces 50,000 pounds of garbage every year. It is estimated that 95% of that trash can be recycled or composted, but is unnecessarily thrown away instead. In 1997, a study found that less than 1% of disposable packaging in quick service restaurants was recycled. Consider the financial impact that this has on an operation as food and beverage operations are actually paying for this waste twice - when it is purchased and when it is discarded.
Purchase environmentally friendly paper products: Typical mills that use chlorine to bleach their paper products and produce the bright white napkins we have come to know and love use 40,000 to 50,000 gallons of fresh water per ton of paper pulp. This water is contaminated in the process and discarded into the environment, often introducing harmful contaminants. Chlorine free mills use only 2,000 gallons of water by comparison and do not introduce harmful toxins into the environment. Purchasing non-bleached paper products or those with recycled post-consumer content can dramatically help the environment.
Phase out Styrofoam and other polystyrene products: Styrofoam, also known as polystyrene foam, is a non-biodegradable substance that is derived from petroleum. The average American throws away 100 styrofoam cups every year. Now consider that the average expected life of every one of those cups is 500 years, and that most waste management companies are not capable of recycling styrofoam. This is a product that is subject to the price sensitivity of oil on the front end, cannot be recycled, and is often discarded shortly after use. It is easy then to see why we should explore the elimination of Styrofoam in the hospitality industry - especially because viable alternatives for nearly every Styrofoam product already exist.
Demand green practices from your purveyors: Your support of green initiatives need not start and stop at your back door. Question your purveyors about their environmental standards to see what they are doing. Are they purchasing local foods? In the US, the average calorie travels 1,000 miles between farm and plate, which has a tremendous adverse effect on the environment. Are the food producers that they are purchasing from implementing green standards on the farm? In the western US, livestock grazing near rivers, streams, and other bodies of water, has introduced large and unnatural amounts of animal waste into the water, resulting in the degradation of water quality and local wildlife habitats.
Consider 'green' menu selections: Even the selections on your menu can have an impact on the environment. Organic food is not just for tree-hugging types anymore. The reality is that organic food is what humans have grown for most their existence. It is only in relatively recent history that we began using chemicals and unnatural products to enhance the appearance or yield of a particular crop. This short-term benefit, however, has a long-term cost on both our environment and our bodies that is extremely detrimental.
Did you realize that vegetarian dishes are actually better for the environment? Raising red meat require twenty times the land required to raise grains, and causes far more water pollution and emission of greenhouse gases. In another example of green menu practices, offering only sustainable fish species can help support the environment. Scientists now contend that overfishing of certain species by humans may be the single largest factor impacting the health of our oceans. It is perfectly normal to see a variety of 'healthy' selections on a menu in a casual dining restaurant. I see the day where another symbol, one indicating an environmentally conscious menu selection, will be as commonplace. There is no need to modify an entire menu, offering a few green selections may be fine. In fact, you may already have them on your menu - you just need to identify them and promote them to your patrons.
Evaluate the chemicals you use: Surprisingly, relatively little is known about the possible effects on human health from most of the 17,000 common chemicals used in hospitality and foodservice operations. Further, the impact from using a combination of chemicals is even more uncertain. From routine cleaning to pest management, consider the chemicals that you are using in your operation and see if there is an environmentally friendly alternative.
Reduce water usage: Kudos to the hoteliers who long ago placed signs in their guestrooms indicating that only the towels left on the floor would be replaced. Other towels could be hung up and used again. What these hotel operators learned was this little secret - helping the environment can also save you money. It can be a cost effective platform and simultaneously help reduce operational costs when implemented strategically. Because the average restaurant utilizes 300,000 gallons of water per year, there are plenty of places to conserve.
Use alternative chafing fuels: Many of the chafing fuels used by operators emit similar byproducts to those which are emitted from the burning of diesel fuel. It is estimated that roughly 30% of the candles on the market have core wicks that contain lead. Now, consider that these byproducts are being released indoors, in a controlled environment not typically engineered to handle these pollutants. Non-toxic fuels and electric chafing dishes can be considered as an alternative.
This Stuff is WAY Too Expensive
Granted, some of the ecologically friendly products are more expensive - in the short term, anyways. However, once you consider the 'total' cost of many of the operational decisions discussed above, you will find that the green approach is often less expensive - in the long run. Environmentally sensitive options are subject to the same laws of supply and demand that apply to other products. As demand increases, so will the number of green alternatives. Manufacturers will begin to see that there is profitability potential in the segment, and then begin to shift their resources towards the development and marketing of environmentally friendly products. In fact, this is already happening. Have you joined the effort, or are you still sitting on the sidelines?
About the author
Lee Simon is an award winning foodservice designer with The General Group. Lee is also the author of The Restaurant Dream?, a new book offering an inside look at restaurant development from concept to reality. As a practicing designer, Lee uses his operational experience on a daily basis to assist his clients with the planning of new and renovated foodservice facilities. His past projects, located domestically and internationally, include all types of foodservice operations. For questions or information, log on to www.thegeneralgroup.com or e-mail info@thegeneralgroup.com.
Be sure to check out Lee's new book The Restaurant Dream?
Three-Legged Approach
In my view, there are three key components to a green initiative for any hospitality and foodservice operation. First, there are the operational practices and decisions. Second, there are the building related practices which have been developed by other industries and which can be readily adopted. And finally, there are the initiatives, both operational and building related, which are specific to the hospitality industry. These are programs and practices that we as the hospitality industry must develop - because no one knows our industry better than we do.
In this installment, I want to focus on the first leg of this three-legged stool - operational practices. I have chosen to incorporate a selection of facts that will likely convince you of the importance of this issue, and certain practices that you can implement immediately. The next installment will address opportunities for exploring the hospitality environment, and developing our own industry-specific initiatives.
Operators - Could You Help Me Place this Call?
The beauty of these operational initiatives is that they require little investment or modifications to existing facility for implementation. They can be started almost immediately. In conducting my own research, I came across a simple pamphlet from the Green Restaurant Association (www.dinegreen.com). It costs only $10 USD and is full of interesting facts - many of which I will share with you here - that may help you better appreciate the importance of these green initiatives. So, here are some suggested green practices for you to consider:
Reduce, re-use, and recycle: The three 'R's,' as they are known, are classics, but their importance is underlined when you consider that the average restaurant in the US produces 50,000 pounds of garbage every year. It is estimated that 95% of that trash can be recycled or composted, but is unnecessarily thrown away instead. In 1997, a study found that less than 1% of disposable packaging in quick service restaurants was recycled. Consider the financial impact that this has on an operation as food and beverage operations are actually paying for this waste twice - when it is purchased and when it is discarded.
Purchase environmentally friendly paper products: Typical mills that use chlorine to bleach their paper products and produce the bright white napkins we have come to know and love use 40,000 to 50,000 gallons of fresh water per ton of paper pulp. This water is contaminated in the process and discarded into the environment, often introducing harmful contaminants. Chlorine free mills use only 2,000 gallons of water by comparison and do not introduce harmful toxins into the environment. Purchasing non-bleached paper products or those with recycled post-consumer content can dramatically help the environment.
Phase out Styrofoam and other polystyrene products: Styrofoam, also known as polystyrene foam, is a non-biodegradable substance that is derived from petroleum. The average American throws away 100 styrofoam cups every year. Now consider that the average expected life of every one of those cups is 500 years, and that most waste management companies are not capable of recycling styrofoam. This is a product that is subject to the price sensitivity of oil on the front end, cannot be recycled, and is often discarded shortly after use. It is easy then to see why we should explore the elimination of Styrofoam in the hospitality industry - especially because viable alternatives for nearly every Styrofoam product already exist.
Demand green practices from your purveyors: Your support of green initiatives need not start and stop at your back door. Question your purveyors about their environmental standards to see what they are doing. Are they purchasing local foods? In the US, the average calorie travels 1,000 miles between farm and plate, which has a tremendous adverse effect on the environment. Are the food producers that they are purchasing from implementing green standards on the farm? In the western US, livestock grazing near rivers, streams, and other bodies of water, has introduced large and unnatural amounts of animal waste into the water, resulting in the degradation of water quality and local wildlife habitats.
Consider 'green' menu selections: Even the selections on your menu can have an impact on the environment. Organic food is not just for tree-hugging types anymore. The reality is that organic food is what humans have grown for most their existence. It is only in relatively recent history that we began using chemicals and unnatural products to enhance the appearance or yield of a particular crop. This short-term benefit, however, has a long-term cost on both our environment and our bodies that is extremely detrimental.
Did you realize that vegetarian dishes are actually better for the environment? Raising red meat require twenty times the land required to raise grains, and causes far more water pollution and emission of greenhouse gases. In another example of green menu practices, offering only sustainable fish species can help support the environment. Scientists now contend that overfishing of certain species by humans may be the single largest factor impacting the health of our oceans. It is perfectly normal to see a variety of 'healthy' selections on a menu in a casual dining restaurant. I see the day where another symbol, one indicating an environmentally conscious menu selection, will be as commonplace. There is no need to modify an entire menu, offering a few green selections may be fine. In fact, you may already have them on your menu - you just need to identify them and promote them to your patrons.
Evaluate the chemicals you use: Surprisingly, relatively little is known about the possible effects on human health from most of the 17,000 common chemicals used in hospitality and foodservice operations. Further, the impact from using a combination of chemicals is even more uncertain. From routine cleaning to pest management, consider the chemicals that you are using in your operation and see if there is an environmentally friendly alternative.
Reduce water usage: Kudos to the hoteliers who long ago placed signs in their guestrooms indicating that only the towels left on the floor would be replaced. Other towels could be hung up and used again. What these hotel operators learned was this little secret - helping the environment can also save you money. It can be a cost effective platform and simultaneously help reduce operational costs when implemented strategically. Because the average restaurant utilizes 300,000 gallons of water per year, there are plenty of places to conserve.
Use alternative chafing fuels: Many of the chafing fuels used by operators emit similar byproducts to those which are emitted from the burning of diesel fuel. It is estimated that roughly 30% of the candles on the market have core wicks that contain lead. Now, consider that these byproducts are being released indoors, in a controlled environment not typically engineered to handle these pollutants. Non-toxic fuels and electric chafing dishes can be considered as an alternative.
This Stuff is WAY Too Expensive
Granted, some of the ecologically friendly products are more expensive - in the short term, anyways. However, once you consider the 'total' cost of many of the operational decisions discussed above, you will find that the green approach is often less expensive - in the long run. Environmentally sensitive options are subject to the same laws of supply and demand that apply to other products. As demand increases, so will the number of green alternatives. Manufacturers will begin to see that there is profitability potential in the segment, and then begin to shift their resources towards the development and marketing of environmentally friendly products. In fact, this is already happening. Have you joined the effort, or are you still sitting on the sidelines?
About the author
Lee Simon is an award winning foodservice designer with The General Group. Lee is also the author of The Restaurant Dream?, a new book offering an inside look at restaurant development from concept to reality. As a practicing designer, Lee uses his operational experience on a daily basis to assist his clients with the planning of new and renovated foodservice facilities. His past projects, located domestically and internationally, include all types of foodservice operations. For questions or information, log on to www.thegeneralgroup.com or e-mail info@thegeneralgroup.com.
Be sure to check out Lee's new book The Restaurant Dream?
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