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
Wednesday, October 31, 2007
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.
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