Aug - Sept 2005

A MONTHLY DIGEST TO INFORM, ENLIGHTEN AND HUMOUR MEETING PLANNERS

Serious sun and fun

Photo courtesy of the GMCVB

Miami Beach: Miami has a well-deserved reputation for fabulous beaches and great weather.

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ho can forget watching Sonny Crockett and Ricardo Tubbs wearing their pastel suits as they chased bad guys along beautiful South Beach in Miami as the flamingos and tanned hotties walked by on the hit TV series Miami Vice?

Well, some things never change. On a recent visit to the Miami Beach area for MPI’s 2005 WEC, I saw the crew setting up to shoot a scene for the Miami Vice movie which will feature Collin Ferrell and Jamie Foxx in the lead roles.

It really is as beautiful as it looks on TV: The beaches are spectacular, it’s hot and, of course, beautiful people of all persuasions are to be seen everywhere.

IN THIS ISSUE

Art Deco and much more Located at the southern end of Miami Beach, South Beach's Art Deco District, a whimsical collection of more than 800 architecturally protected buildings from the 1930s and 1940s, has been anointed the “American Riviera” in a nod to the unmistakable air of casual chic that permeates the district.

On my drive from the airport, the driver pointed out about a dozen homes of celebrities like Shaquille O’Neill, Ricky Martin and J-Lo who live in the area.

CONTINUED ON PAGE 14

Biometric passport

2

Become a world-class manager

6

Book review

7

Caterers should be cool with your food

Sudoku

8

BY DEBORAH MACFIE

You name it, he’ll tag it Professionalism

10 12-13

Ask Stacey & Denise

18

Can you hear me?

24

APEX

26-27

Hotel News

28-29

VOL. 3 ISSUE 5 August-September 2005 Edition

F

ood safety handling procedures affects all of us in the event industry, not just the caterers.

“Off Premises” means exactly that— a caterer is taking raw or cooked product from their commissary/production kitchen to another kitchen and turning it into the final product for the client.

There are many “cottage” caterers in the United States and Canada, working out of their homes or basements, transporting food in their own family vehicle or a vehicle without proper temperature

control. This is a serious problem and a potential disaster waiting to happen.

What is the danger zone?

Refrigerated food should be kept at 4 degrees Celsius (40 degrees Fahrenheit) or lower. Hot food should be kept at a minimum of 60 degrees Celsius (140 degrees Fahrenheit) or higher. Bacteria grows rapidly between this temperature range—this is the danger zone.

All off-premises catering companies should be transporting food in refrigerated vehicles; if they are not, then ask

CONTINUED ON PAGE 3

Meeting organizations voice support for biometric passport extension legislation extension proposal. According to the U.S. State and Homeland Security Departments, the 27 countries in the Visa Waiver Program (VWP) are committed to implementing the biometric passport requirement, but very few of them, including the United States, would be able to meet the current deadline of October 26, 2005. “If the deadline were not extended, the meetings and conventions industry could be severely affected, as travelers from VWP countries unable to meet the requirements would start to cut back on travel to the United States,� the June 13 letter from the industry organizations said.

According to FutureWatch 2005, MPI’s annual report on the global business of meetings, for the second consecutive year, the multi-billion dollar global meetings industry is forecast to experience solid increases in key economic impact indicators including spending, international travel, employment and training budgets. Globally, meeting planners in segments such as corporate, independent and association/nonprofit forecast a 5 percent budget increase in 2005, building on a 3 percent budget increase in 2004. From Europe, outbound meetings will increase to 28 percent of all planned meetings in 2005, over 17 percent in 2004; and from Canada, 29 percent of meetings will be international in 2005, versus 23 percent in 2004. In both instances, the United States is the top destination choice.

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he American Society of Association Executives (ASAE), Meeting Professionals International (MPI), Professional Convention Management Association (PCMA) and Society of Incentive & Travel Executives (SITE) are urging Members of the U.S. Congress to support legislation (H.R. 2628) extending the deadline by one year for countries in the Visa Waiver Program (VWP) to begin issuing passports that include biometric data identifying the passport holder.

In a recent letter to Members of the U.S. House of Representatives, the four industry organizations voiced support for travel initiatives that balance the need for homeland security with the business needs of the U.S. “Meetings and conventions are a multi-billion dollar industry, which bring an enormous positive economic impact and generate millions of jobs in the United States,� the letter stated. “The industry relies heavily on the ability of travelers from other countries to come in and out of the United States efficiently.�

The biometric passport requirement, which entails issuing passports equipped with chips containing digital recognition images and fingerprints, was originally introduced as part of the “Enhanced Border Security and Visa Reform Act of 2002,� with a deadline of October 26, 2004. That deadline was extended by one year after lobbying by a number of travel organizations, all of which have come out in support of the current

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Know what cross-contamination means FROM

CATERERS

A Gourmet Cuisine employee uses a Cambro hotbox.

them how they are keeping the cold product out of the danger zone during transportation. Cambro Hot/cool boxes are essential in the off-premises catering business and a food thermometer should be used to check that the product is kept cold and iced in the Cambro. This method is a widely accepted and approved method of keeping food out of the danger zone.

AUGUST-SEPTEMBER 2005

PAGE

1

Cooking raw products outdoors brings with it further food handling safety issues. Make sure that your caterer supplies a hand-washing station at the cooking area. This hand washing station consists of hot water, soap and paper towels. Just supplying hand sanitizer is not enough. Cross contamination is always more of a concern at outdoor events when space always seems to be limited for food preparation. All of us should understand what cross contamination means, and if we don’t then the websites listed below can provide you with enough information to ensure that your next off-premises catered event complies with all food safety handling procedures. Your caterer should employ staff that have taken a food safety training course offered by various organizations in Canada and the U.S. Please visit these websites: www.foodsafetyline.org http://www.inspection.gc.ca http://www.foodsafetynetwork.ca www.foodsafety.gov (U.S.)

Photo courtesy of Gourmet Cuisine

CONTINUED

Remember: Caterers should be cool!

Deborah Macfie is the Vice President of Gourmet Cuisine Full Service Catering and president elect-ISES Toronto Chapter.

She can be reached at: www.gourmetcuisine.com •••

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NOTE

FROM THE EDITOR

Where do we draw the line?

Published by:

2105 rue de la Montagne, suite 100 • Montreal, Quebec • H3G 1Z8 Telephone: (514) 849-6841 ext. 333 • Fax: (514) 284-2282 We welcome your comments: info@theplanner.ca

I

stayed at the National Hotel in Miami Beach during the MPI WEC from July 9-13. What a fine hotel—great rooms, a spectacular 205-foot swimming pool and good service.

However, on my third night the fire alarm went off not once but twice during the night. Both times it was a false alarm but nonetheless I got up, got dressed and went down to the lobby.

The next morning when I complained about this I was told that it was not the hotel’s fault but a local supplier working in the building. Now, as far as I know, they chose this supplier and as such are responsible for this supplier. Anyway it was left at that, and the hotel later informed me that they would give me two free breakfasts as a make good for the inconvenience. On August 11, I also received a letter of apology from the general manager. My thought on this is that the hotel should have had a policy in place that as soon as I complained they should have simply said waking guests up twice during the night is totally unacceptable and they’d like to make it up to us by offering free breakfasts or something else. Now THAT would have been proactive.

False alarms in hotels happen. However, it is an inconvenience and should be accepted as such—management should not try and sweep it under the carpet and pretend it didn't happen.

In this industry these things occur but the guest should not ultimately be penalized for it. An immediate phone message or a note, both easily done, to all the guests from the manager would have been a small thing to do and would have gone a long way to smoothing things over. As planners we are responsible for our actions and we assume them; I think that hotels should do the same and not wait until the client complains.

Let me know your thoughts on this. Along this train of thought we have a follow-up to our June article (page 19) on hurricanes and how some proactive hotels are reacting.

Editor: Leo Gervais Associate Editor: Camille Lay Assistant Editor: Nathalie Caron Proofreader: Keith Motton Translator: Marc Levasseur Administration: Patrick Galvin, Julie Boisvert Sales: James Paulson Contributors: Mike Auctor, Anne Biarritz, Sandy Biback, Thomas Chalmers, Peter De Jager, Stacey Hanke, Deborah Macfie, Unni Soelberg-Claridge, Stacey Robinson & Denise McDonald, Barry Siskind, Harriet Wezena The Planner is a monthly publication distributed to 11, 500 professional meeting planners across Canada and the U.S..

Poste-publication No. 40934013

Our Mission and Goal Our mission is to inform and enlighten meeting planners.

Each edition will have no more than 30 to 35 per cent advertising (all of which will be informative) with the rest of the publication dedicated to articles to help meeting planners in their dayto-day activities. Our goal is to give out the accumulated profit as educational grants to planners.

GIVING BACK EDUCATIONAL GRANTS

Coming soon • Baggage • Survey: Ideal cars for planners • New hotel policies

What would you like to read about?

Please e-mail me at: lgervais@theplanner.ca

• Protocol and etiquette • Combatting jet lag 4

AUGUST-SEPTEMBER 2005

MPI puts on another great WEC Association, in Alexandria, Va., was named International Planner of the Year; and the singularly named Coleman, principal of The Conference Works, in Mineral Point, Wis., was named International Supplier of the Year.

This year's Global Paragon Award, for meetings excellence, went to Sea to Sky Meeting Management, of Vancouver, B.C., for the 23rd International Conference on Offshore Mechanics and Arctic Engineering, in category one, meetings with budgets up to $1,000 per attendee. (see photos of the WEC on page 16).

On the web: www.mpiweb.org

I

f the recent World Education Congress (WEC) in Miami, Florida is any indication, Meeting Professionals International (MPI) is solidifying its reputation for putting on first-class events for its members.

From the Opening General session to the events at the Opening Night Networking Reception at the spectacular Loews Hotel to the dozens of workshops and roundtables to the “Visions of Bleu” closing gala at the famed Fontainbleu Resort, MPI pulled out all the stops. This WEC (held July10-12) was the second largest event in MPI’s history after the 2001 event in Las Vegas attended by 3,461 registrants, 44 more than this year.

With 3,417 attendees (including 1,139 planners and 1,910 suppliers), the WEC, held at the Miami Beach Convention Center, had plenty to offer in terms of education and entertainment.

Perhaps the most interesting element for event planners was the revamped and renamed MPI Member Solutions Program, which will deliver an unprecedented level of service to members. MPI previewed the web-based skills-assessment tool that helps planners map out a career path toward a goal of increased professionalism. The product, which is expected to be available in January, 2006, details core competencies for planners at different career levels and contains a wide range of job descriptions. The career mapping tool is the end result from what had been MPI’s Career Pathways initiative but was subsequently renamed Professional Pathways.

In the opening session, Christine Duffy, chief executive of Maritz Travel Company and MPI’s incoming chairwoman, told planners they need to become more aware of broader business issues that affect the industry and how meetings play a significant role in the business world.

Duffy said MPI plans to launch a research project to better understand the thinking of senior executives on the value of meetings.

Exhibitors occupied 610 booths at the trade show, which was held for one day from 9:30 a.m to 1:45 p.m. which, if you do the math, gave a participant about 25 seconds per booth, not including walking time. Suffice to say, several planners and suppliers told me the trade show was much too short.

Also at the convention, Glenn Reighart, director of meetings and conventions for the National Community Pharmacists

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AUGUST-SEPTEMBER 2005

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Three questions that will help you become a world-class manager Once again, the answer should be pretty straightforward.

Either they embrace and support it...or they don't. If they do embrace it, move on to Question #3. If they don't, they have three possible courses of action...

1. They can engage you in respectful debate to try to get you to change your mind if they believe that the specific commitment, value or standard is not right for the business.

2. They can "get on side" and wholeheartedly commit to and support the item being discussed...or, 3. They can resign and move on to another company that has standards, values and performance commitments that they can embrace.

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client recently expressed to me great frustration that a number of his mangers weren't running their part of the business as he thought they should. He gave me endless examples including financial performance, customer service issues, slipping standards and the treatment of frontline people.

I gave him my three simple questions to ask when something isn't going the way it should in your business, or in your department within a business. Memorize these three questions, use them...and you'll see how helpful they are.

Question #1: When something isn't going the way it should, sit down with the person or group responsible for that area of activity and first ask the "understand question". Here are some examples of "understand questions", depending on what the specific issue is...

• Do you understand our customer service commitment regarding on-time delivery?

• Do you understand our commitment to treat all employees with trust, dignity and respect?

• Do you understand our commitment to grow our domestic sales by 8% this year?

• Do you understand our commitment to generate a profit of $450,000 this year?

• Do you understand our commitment to integrity in all of our dealings with customers, suppliers, our community...and with each other?

• Do you understand our commitment to maintain our buildings and property in a clean, safe and attractive manner that helps make us a responsible employer and neighbour?

Bonus tip: Note that all of the above questions refer to your businesses "commitment" to do something. Not your "plan", or your "aim", or your "target"...your commitment. If you want your people to be committed to specific outcomes, use the word "commitment". Get them to agree to specific commitments and then hold them responsible to those commitments.

Their answer to your specific "understand question" should be pretty straightforward. Either they understand...or they don't. If they don't understand, find out what specifically they're unclear about and provide whatever information they need to understand. Be a bit careful with this one because often people understand perfectly, but are trying to "weasel" out of taking responsibility for their failure to perform.

Question #3: Finally, ask, "Can you implement this specific standard, value or performance commitment? Can you make it happen...and by when can we agree that this will be done?"

Depending on the circumstances, a subquestion under this Question #3: could be, "Is anything preventing you from implementing this standard, value or performance commitment?" What information, resources, policy or process changes or cooperation from others do you need to implement this?

If the change that you're looking for requires a number of steps, activities or changes in process, it would also be prudent to ask, "When can I see a Plan outlining specifically who will do what, by when, to make this happen?" Then, always document the time commitment and follow up each step of the way.

That's a big part of your job.

So, for each and every thing that isn't going the way you'd like, be it large or small, asking the person or group in charge these three key questions will make a huge difference in the effectiveness of your management process...and the success of your business. This simple process will also make it clear...

1. Who is and who is not in sync with the culture and commitments of the business.

2. Who can and will perform...and who can't, or won't.

There they are...simple questions that will create clarity of purpose and deal with non-performers. I'll be interested to hear from you as to how this has helped you to come to grips with the specific issues that need to be dealt with in your business.

Simple questions create clarity of purpose

Donald Cooper is respected by clients in over 40 industries as both a “thought leader” and a passionate visionary in the areas of marketing, service and business excellence.

You can contact Donald at www.donaldcooper.com, via email at info@donaldcooper.com or contact him by telephone in Toronto at: (416) 252-3704.

Question #2: Next ask, "Do you embrace this particular commitment, value or standard of performance? Do you believe in it and fully support it?"

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AUGUST-SEPTEMBER 2005

BOOK REVIEW

Powerful Exhibit Marketing

by Barry Siskind

BY LEO GERVAIS

P

erhaps one of the hardest things in business is doing exhibit marketing effectively. There are a lot of variables to consider and it tends to be something you learn from experience.

The bad part of experience is that the lesson is learned after the experience, which can sometimes be detrimental to one’s education and on occasion one’s career.

Barry Siskind takes a lot of the guesswork out of being an exhibit manager in his new book, Powerful Exhibit Marketing. In it Siskind breaks down a sometimes seemingly Sysyphian task down to the essentials—what he calls the hardware and the software.

AUGUST-SEPTEMBER 2005

Consider this book a step-by-step guide that will, as barry writes, “help you get the results you deserve.”

Siskind’s approach is very methodical, and begins in Part 1, Chapter 1 with Exhibiting Objectives. In it, he discusses the three levels of objectives, how to quantify them and how to remain focussed on those objectives. In that chapter he also gives “100 Reasons for Exhibiting,” an exhaustive list that will enlighten the most hardened supplier or tradeshow veteran. This list alone is worth the price of the book as it galvanizes the reader into action by clearly defining why the hell it is worth doing in the first place by crystalizing truths we all know emotionally but rarely verbalize.

7

The book is divided into three distinct parts: Managing the Fiscal Resources, Managing the Physical Aspects and Managing the Human Resources for a total of 16 chapters. The book covers all bases and Siskind delivers the information in a simple, straightforward fashion that is easy to understand, like when he talks about hospitality in Chapter 6: “Hospitality can range from a plate of cookies or a bowl of jellybeans to lavish dinners with entertainment at exotic locations.”

If exhibit marketing is a science, then Barry Siskind is the exhibiting Einstein.

Book: Powerful Exhibit Marketing Author: Barry Siskind Publisher: John Wiley & Sons Canada Ltd. ISBN: 0-470-83469-2 Price: $20.99 on www.chapters.ca

Industry Trends Level: Easy

Sudoku is a cool Japanese import

Answer on Page 27.

Sudoku (which loosely means “single number” in Japanese) is a deceptively simple yet addictive game of logic that consists of a nine-by-nine square grid, broke into three-by-three square cells. The object: fill each square with a number from 1 to 9 so that every number appears only once in each row, column and cell. Long popular in Japan, sudoku is based on 18th century mathematician Leonard Euler’s Latin Square, and first appeared in U.S. puzzle books as the cleverly-named Number Puzzle. The current Western craze began when a New Zealander used the Japanese name to pitch his puzzle-generating program to the London Times. Sudoku has been picked up by nearly 60 newspapers in North America. And here we thought sudoku was just another kind of sushi or sashimi... :)

Did you know...

The Eiffel Tower, France’s 1,063-foot high “Iron Lady,” draws 6.3 million people a year and is expected to hit 7 million in 2007, according to the semi-private Societé Nouvelle de la Tour Eiffel.

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AUGUST-SEPTEMBER 2005

Industry Trends Worst airports for delays

decade ago by the Federal Aviation Administration with the local community to minimize neighbourhood noise.

County Commissioner John Rodstrom, who opposes the use of these runways, says, people just have to accept that the airport is at its capacity today.

The worst airports in the U.S. for the delays so far this year are: Fort Lauderdale, Fla., New York’s La Guardia and Newark, N.J. Fort Lauderdale, has become a competitive spot for airlines, and a favoured destination of the growing flock of private jets.

Take offs and landings this year through May were up more than 20 per cent over the same period in 2003. US Airways Group Inc. is trying to build a small hub there just as Delta Air Lines, Southwest Airlines, JetBlue Airways and Spirit Airlines are expanding.

Through May, more than 30 per cent of flights to Fort Lauderdale have been late by at least 15 minutes – the department of Transportation’s definition of “late.� March was the worst month, with close to half of all flights being late.

US Airways Flight 706 from Fort Lauderdale to Newark was late 30 of 31 days in March, with an average delay of 83 minutes. AMR Corp.’s American Airlines Flight 1468 averaged one hour and 40 minutes of delay in December of 142 minutes.

In Fort Lauderdale, delays experienced have run up to two and three hours according to Patrick Dempsey, Southwest Airlines manager of air-traffic systems.

A notice has been sent to the local officials in June that is intended to start using two other runways. These runways have been idle due to an “informal� agreement signed a

Getting the bump rap If you like taking advantage of getting bumped from flights for free travel, you may want to reconsider the practice.

Getting bumped for profit may be a thing of the past. While it seems there are plenty of vouchers to go around, fliers may have trouble redeeming them. While airlines won’t disclose the redemption rate of its vouchers, a US Airways spokeswoman says vouchers are part of the same inventory as mileagereward tickets and complimentary seats, so voucher holders compete with frequent fliers for seats from the moment they pick up their coupons.

If it seems like planes are getting more crowded, you’re right. In June, the American “mainline� airlines—which included American, Delta, Northwest, Continental and US Airways—filled a record 82.8 per cent of their seats, topping last June’s record high of 81.4 per cent, according to an aviation analyst from Back Aviation Solutions. So those flight coupons with dollar values may now be a better value than vouchers because they will be easier to redeem.

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You name it, he’ll tag it How a meeting planner used common sense and research to become a first-rate supplier

Ritz-Carlton or the Four Seasons and has ordered the finest cuisine, top entertainment and speakers but the nametags aren’t there when the meeting starts, they will lose their job. So we work really hard to make sure that when somebody entrusts us with their business we give them a quality product on time.

BY LEO GERVAIS

W

hen you shake hands with Nick Topitzes, the founder of Wisconsin-based pc/nametag, you get a sense that this is someone who has shaken a lot of hands and most probably after closing a lot of deals.

After becoming a CMP in the 1980s (#320 or thereabouts, he says) he formed pc/nametag, the world’s largest distributor of meeting and registration supplies. He stills plans his company’s corporate meetings and says his background gives him unique insight into his customers’ needs.

I sat down and spoke with him recently about his company and the event planning industry.

TP: What are the crucial elements to a good nametag?

NT: I have what is called Nick’s 10-foot Rule: The most senior person of your organization—let’s say the president— has to be able to read the nametag from 10 feet away, at least the first name. That’s because one of the most important things for the people there is to be recognized by that senior person. And she or he needs to be able to quickly identify who you are. We all walk through an event and we see people that we know and we’re trying to filter, file, and sort it and come up with it but we’re all working a Pentium load with a 486 processor so it’s a little slow and we just need that little hint. I tell people not to use less than a 36-point font for the first name and 24-points for the next two lines of important information which might be their full name, their organization, or it might be the city or province that they’re from, depending on the type of meeting.

The Planner: How did pc/nametag originate?

Nick Topitzes: I was doing a tradeshow in the 1980s when one of my exhibitors came up and said that we had unreadable nametags. A that point —1983 or ‘84—we were using a state of the art IBM Selectric (occasionally known as the IBM Golfball typewriter). In 1985, when the IBM PC came out, I developed a software to generate large, readable nametags that could be printed on a dot matrix printer. We then started selling nametag stock, and did both software and stock for a few years. We then started adding a lot of items that I needed, and it seemed other people needed them too. Ribbons used to drive me crazy—the vertical ribbon—so I invented the horizontal ribbon. The cases to transport the badges is another example. People would tell me their problems and I’d say “I know how to solve that problem.” It was market research and development.

TP: I read a great quote in your letter in the pc/nametag catalog. Here’s the quote: “ If we let you down, call me and let me know. My direct number is 1-800-206-4804 ext. 139.”

Do people actually call you?

NT: I get about four calls a year. If the person isn’t happy with what their representative says, they can talk to the manager and to the chief operating officer but they can go right to me. I will listen, I will find out, and I will generally go back and tell the person what happened. I’m on the road a lot and so I can’t call them back that minute but I’ll resolve the problem. The other powerful thing we say is that we take products back if it’s not imprinted (unless we screwed up the printing, of course). When 9/11 came we felt that was even more important because meeting planners didn’t know what was going to happen: they didn’t know if they were going to have 200, 400 or 600 people.

TP: What is your company mantra?

NT: To provide quality products at competitive prices to meeting planners, with a high degree of service so they can relax and run their own meetings. One of the things we tell our employees is that they are all important whether it’s a billing person or a shipping person. If a meeting planner has an event at the

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AUGUST-SEPTEMBER 2005

pc/nametag tops in the biz

THE PLACE TO MEET.

So our philosophy was if you call us by 4 o’clock, it’ll go out that day. So if you order 600 and 300 people show up and you haven’t opened the box, send it back. It’s a comfort level—we want you to relax and know we’re going to treat you right. One of the most embarrassing things is when I’m at a tradeshow and giving my pitch to someone and another person standing there looking at the products says, “Oh, they’re the best.” It looks like they’re a shill but they’re not.

• 2-Hour Response Guarantee • Crowne Meetings Director

TP: What are the most dramatic changes you’ve seen in the event planning industry in the past 20 years?

NT: As a planner it’s changed so much. The legal responsibilities, technology: the web, online registration, web sites—I mean we used to have these catalogs from hotels with a property’s information and now we can go to their website and see what they have, what their meeting space is like, etc. We used to have to wait a week for a brochure from a hotel if we didn’t have it. The ability to have multi-tiered pricing (until June 30 this is the price, until July 31 there is another price), webcasting, etc. So the web is a huge timesaver. The ability to do desktop publishing. The CMP really helped standardize things: everyone knows room set-ups, terminology, etc. From the hotel side, if you know a person is a CMP, you at least know gratuity will be added to the cost vs. some administrative assistant or volunteer who doesn’t know. From the supplier side, I’d say web marketing is the biggest change. Also, we see people using more RFI (Radio Frequency Interface) electronic nametags although most meetings can’t afford it—we sense interest, not demand for it. The Internet will continue to grow and will help foster familiarity. I believe barring some unforeseen event like SARS the industry will continue to grow.

On the web: www.pcnametag.com

• Daily Meeting Debrief Ask us about Meeting Options SM Pick-A-Perk Program

1250 Eglinton Avenue East, Toronto, Ontario M3C 1J3 (416) 449-4111 E-mail: sales@cptdv.com 1-877-474-6835 www.cptdv.com

•••

AUGUST-SEPTEMBER 2005

16,000 sq. feet of flexible meeting space.

11

Professionalism: What exactly is it?

Ed. Note: This is the first in a two-part series on professionalism.

Who is a professional and who is not? The question is confusing.

Professionalism means several different things . The only certainty about it is that it cannot be conferred by others. Professionalism must come from within...

The current use of the word "professional" in reference to business attitudes is ironic in view of its traditional meaning.

For centuries in western societies, a professional was precisely what a business person was not, It was commonly assumed that there was a higher purpose to professional activities than merely making a living. This put professional people on a higher social level than those "in trade," who in turn were assumed to have only money in mind when doing their work.

The idea that a profession had a moral dimension denied to more straightforward commercial pursuits could be traced to the origin of the word in the Middle Ages. Then, a professional was someone who had vowed or "professed" to devote his or her life to the service of God. It did not take long for certain secular workers to point out that they too had taken vows to serve mankind in the same selfless spirit. Thus teachers (or "professors"), physicians and lawyers combined with the clergy to form the professional class.

In theory, professional people put ethics ahead of moneymaking or other personal interests. In practice, the reverse was often the case as professional codes were wantonly honoured in the breach. Sleazy lawyers figure prominently in the literature of Elizabethan times, demonstrating that today's professional scandals draw on a long and dishonourable tradition.

But since the majority of professionals over the ages proved honourable enough to retain public respect, the established professions enjoyed a degree of social esteem that was the envy of similar occupational groups.

These strove to gain greater prestige by claiming professional status. By the beginning of this century, dentists, accountants, engineers, architects and others had been formally added to the list of professions. From then on, the meaning of the

word expanded informally to include other workers who had university degrees or the equivalent, and did not dirty their hands in their jobs.

Dictionaries took to defining a profession broadly as a "calling involving some branch of learning." These days, yuppies (young urban professionals) constitute a type rather than a social class. They are identified more by how much money they make and how they spend it than by their specific careers.

Money has always had a good deal to do with the public perception of the professions, since doctors, lawyers and the rest are known for their relatively high incomes. At the same time, though, it has been understood that there are some acts forbidden by ethical codes which no amount of money can entice a scrupulous professional to commit.

Indeed, professionalism in its purest form calls for a dedication which transcends pecuniary or any other private considerations. One of the most telling illustrations of what being a professional is all about came in an anecdote told by a World War II correspondent who once encountered a nursing nun tending to some horribly wounded and diseased Japanese prisoners.

"I wouldn't do that for a million dollars," said the newspaperman.

"Neither," said the nun, "would I." But professionalism has a second meaning which collides directly with the spirit of the first. In the second sense of the word, a professional will do absolutely anything for money.

One could be a " professional" torturer if the price were right.

Being a professional in this sense also means doing for pay what others do for nothing. It is the opposite of being an amateur, although in its application to sports, the distinction between the two designations has become blurred.

The mixing of amateur and professional values in sports has raised moral as well semantic confusion. The amateur sportsman or sportswoman plays a game for its own sake, and

Loyalty is connected with maturity

CONTINUED ON PAGE 13

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AUGUST-SEPTEMBER 2005

Professionals can be relied upon consistently CONTINUED FROM PAGE 12 theoretically puts a higher value on sportsmanship than on winning. A professional in the second meaning of the word theoretically plays above all for profit; if something unsportsmanlike must be done for the sake of making that profit, then by definition it will be done.

The interaction between professional pride and standards of workmanship Being a professional further means doing full-time what others do part-time or occasionally. A professional photographer, for example , takes pictures not just on vacation, but day in and day out. If a professional musician does not perform every day, he or she practices every day to maintain professional standards of performance. The mark of a professional is being ready to perform whether one feels like it or not.

The saying that "the show must go on" might not be taken seriously in an amateur theatrical company, but it is an article of faith among professional troupers. Amateur athletes might skip a game because their muscles ache or they have personal business to attend to. Pro athletes "come to play" despite sprains or bruises or whatever psychological troubles might be weighing on their minds.

Once on the field, they throw themselves body and soul into the game , putting their personal feelings and preoccupations behind them. So the "real pro" at any activity can be relied upon consistently to do his or her best.

In most cases, that "best" will be better than an amateur's.

Here we come to another perception of professionalism, which is that professionals are very good at their work.

Hence the expression "a really professional job," which could just as easily apply to the serving of a meal or the installation of a window as to a surgical operation or a set of architectural drawings . In this instance, performing professionally means doing a job that is well worth the price being charged.

Professional pride interacts with professional standards of workmanship. One is proud to be able to do an outstanding job; one will not do less than an outstanding job because one is proud.

In many cases, professional pride may be mingled with the animal joy a person finds in the exercise of a natural ability.

Those with a strong talent for a particular line of work may feel that this is what they were born for. Young people with this conviction have a sense of professional dedication before they ever take up their specialties.

"He was in love with his work, and he felt an enthusiasm for it which nothing but the work we can do well inspires in us," the American man of letters William Dean Howells wrote of a colleague. Here he touched on three attributes of a great professional in any field: a sense of vocation, enthusiasm, and the special inspiration which is generated from within.

But, as Jean de la Bruyere remarked about authorship, it "requires more than mere genius" to perform up to professional

AUGUST-SEPTEMBER 2005

standards of proficiency. If a professional will normally surpass a gifted amateur at most activities, that is because the professional has applied the mortar of technique to the bricks of natural ability.

There are little tricks of any trade which become second nature if one practices them constantly. These lend an unconscious professional touch to the expert practitioner's every working move.

As the American biographer Bernard de Voto wrote, "the skilful man is, within the function of his skill, a different integration, a different nervous and muscular and psychological organization .... A tennis player or a watchmaker or an airline pilot is an automatism but he is also criticism and wisdom."

The criticism referred to is more likely to be of oneself than of others. What has been said of a true scholar may be said of any true professional - that he or she is constantly seeking and finding his or her own mistakes.

The polish that makes a professional piece of work shine is usually the result of copious sweat and perhaps even tears of frustration. The more agonizingly one toils at it, the finer the product. As Daniel Webster wrote about his own sometime profession, "If he would be a great lawyer, he must first consent to be a great drudge ." ••• Reprinted with permission from the Royal Bank of Canada.

Visit their website: www.royalbank.com

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Photo by Leo Gervais

Miami Beach: Out and about

Lincoln Road is a destination for shoppers in Miami Beach.

CONTINUED FROM MIAMI BEACH

PAGE

1

And who can blame them? With an average temperature of 76 degrees Fahrenheit, there is little wonder the climate beckons any and all who despise the cold of winter. I would like to point out, however, that the week I was there in July, temperatures reached 90+ with humidity of 90 per cent or more. Suffice to say that when William Carrier was inventing air conditioning in 1902, his inspiration may well have been the sweltering heat of Miami in July.

The transformation of South Beach from a downtrodden slum into a pastel wonderland of painstakingly renovated

architectural treasures has brought global fame for the historically protected Art Deco District and its glorious beaches and fabled nightlife. This popular visitor destination is home to a wondrous mix of luxury resorts, chic, boutique hotels, inexpensive hostels and moderately priced national chain hotels and is an international symbol for Miami. One hotel that left an indelible impression was the Loews Miami Beach Hotel, the site of the Meeting Professionals International (MPI) Opening Night Networking Reception, which featured an incredible array of colourful performers, great food, impressive multimedia presentations and even a butterfly enclosure right in the middle of the Americana ballroom.

The Loews has 65,00 square feet of flexible meeting space and all the amenities you’d expect at a luxury hotel, but two things make it stand out: world-renowned chef Emeril Lagasse’s restaurant (which serves an outstanding menu, especially the seafood) on the lobby level and the cascading water feature/pool/beach area. The also have several luxury suites frequented by celebrities from around the world and, amazingly, pets are welcome. In conclusion, I would highly recommend this hotel to any planner doing an event or visiting the Miami or Southern Florida area.

Ocean Drive Ocean Drive is known worldwide for its see-and-be-seen cafes, bikini-clad in-line skaters and beaches packed with beautiful young sun seekers, while trendy Lincoln Road has emerged as a magnet for culture, entertainment, retail business and community activity, crowned by the new Ritz-Carlton South Beach, the latest luxury boutique hotel. A great feature: Several restaurants had what I call mist-makers, small tubing venting cool mist for hot and sweaty people who walk by.

Restaurants and chic boutiques line the ocean to bay promenade, which is also home to the Lincoln and Colony Theaters and Art Center South Florida, a 60,000 square foot campus of artists’ studios and exhibition spaces.

CONTINUED ON PAGE 15

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AUGUST-SEPTEMBER 2005

Grand hotels dot the landscape Hotels that put Miami Beach on the map during the swinging ‘60s, including the Eden Roc and Fontainebleau Hilton (which hosted the very impressive “Visions of Bleu” closing gala for MPI) are still going strong, while neighbourhoods like funky Surfside and a revitalized North Beach draw many with unpretentious charms, great local restaurants and easy beach access.

Two places I visited and highly recommend are the famous Joe’s Stone Crab Restaurant and the Crobar. Joe’s is on Washington Avenue and features some of the very best seafood I’ve ever eaten.

How good is this place? They do not accept reservations and even celebrities like Derek Jeter apparently wait in line like everyone else during the busy winter season. Yes, that Derek Jeter of Yankees fame. Rumour has it that Joe’s is the most profitable restaurant in America after Tavern on the Green in Central Park. Meanwhile, Crobar is a hopping nightclub also located on Washington, and if you’re looking for nightlife, this is a great place to start

AUGUST-SEPTEMBER 2005

although the whole area is full of great places to party at. Crobar, in my opinion, is a notch above the rest.

Ranked the Healthiest City in America by Natural Health Magazine in 2002, Miami caters to action-oriented visitors from around the globe with some of the world's top golf, tennis and sporting facilities. So pack the suntan lotion, head south and enjoy this famous destination to the max.

For more information, visit: Greater Miami Convention and Visitors Bureau www.miamiandbeaches.com 1-800-955-3646 (U.S./Canada) Loews Hotel www.loewshotels.com Crobar www.crobar.com Joe’s Stone Crab ww.joesstonecrab.com

—BY LEO GERVAIS

15

MPI’s WEC in Miami

CLOCKWISE FROM TOP LEFT: The 205-foot pool at the National Hotel, home-base for media and site of the outstanding Preferred Hotel Group Red Carpet Rendez Vous; a beautiful Latina model on stilts during the Opening Night Networking Reception at the Loews Hotel; the trade show at the Miami Beach Convention Centre featuring more than 600 suppliers; some happy meeting planners celebrating the opening of the Miami WEC; and the everpopular Cyber CafĂŠ where planners could log on and check their email and surf the web.

Photos by Leo Gervais

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AUGUST-SEPTEMBER 2005

Auctor à propos Wait or Weight

T

his summer I did a fair bit of travelling and had the opportunity of trying a few airlines which I had never flown before.

One was Westjet, and although I wasn't crazy about being called by my first name and the casual jean shirt look (call me old-fashioned but I still like to think I'm a customer not a long lost friend) I have to say that their sense of humour was refreshing. The service and comfort were excellent as was the price, I would definitely fly Westjet again.

The other airline I had the opportunity of flying was Air Transat. Now, I'm of two minds here; the price was definitely excellent, but I had heard that their ontime record was not the best in the industry and my flight from Toronto was an example as it was delayed by five hours, which forced my first day in Britain to be totally rescheduled.

So I saved a few dollars on the flight but lost a day. That being said, their personnel was most efficient and friendly (without resorting to my first name) and the seats were very comfortable, although a bit close. The food would not win any awards, but at 3 a.m. who cares?

The other point which really got me was the baggage limits. I know—as a planner I should have checked but who

AUGUST-SEPTEMBER 2005

has ever heard of a one-bag limit at 20 kilos (44 lbs.)? I had one bag at 26 kilos (57.2 lbs.) and it cost me an extra $50.

So would I fly Air Transat again?

Although the price is right I would have to say NO, not until they improve their on-time schedule in a consistent fashion.

Speaking of luggage, I decided to spoil myself because, as L’Oréal would say, “I’m worth it.” So at the beginning of the summer I purchased a small digital camera. I don’t know much about these toys but this little Canon sure is neat, but more about that in another article at a later date. You take pics of anything and everything knowing you can erase them at will, at no expense. And it’s so small I carry it next to my Blackberry on my belt. As I was waiting in line at the airport I got the idea of taking a picture of my luggage—the point of this little tale—so if it got lost I would have a picture worth a 1,000 words.

It’s time As I waited for the Air Transat flight to take off I decided to explore the Sheraton hotel in the Pearson Airport.

Now here is a hotel that has a great opportunity but is not capitalizing on it—to have flexible hours. Travellers are checking in and out at all hours. They could literally charge per hour with say an eight-hour minimum for the rooms and probably make substantially more

17

COMMENTARY BY

MIKE AUCTOR

money while filling a real need. People arriving late at night and having an early morning flight out or those arriving early in the morning and flying out in the afternoon or evening would benefit and the hotel could rent the same room twice and in some cases three times in a 24-hour period: a win-win situation for all concerned.

Hooray for haggis!

Having been in Scotland for the British Open, I have to say what a great country it is. From Edinburgh to St. Andrews, it's just wonderful and if you've never planned an event there you should seriously consider it. The food is excellent the scenery is breathtaking and the Scots would give their right arm to please. There is so much to do, see and learn that two weeks is barely enough to scratch the surface.

I would say the best months to visit are May through September. Golf, malt, history, nature and the weather in the low to mid 70s were all fantastic.

Everyone seems to have a little Scottish in them, so I strongly suggest you take a group and explore your roots.

•• A CLOSING NOTE: Jyl Ashton Cunningham, CMP, of TO is an expert on Britain so contact her at her website www.jaacevents.com if you are planning an event across the pond.

O

ur introductory column provides a few “on-site survival tips” that really work for us. We’re sure you too have some tips that really work for you. Email us with your survival tips, and any other topics you would like to comment about. We look forward to your questions too!

A few on-site survival tips ...

Make a list. You’re unpacking and realize you’ve forgotten your face cream and the belt that goes with the pants you brought. These are not items easily replaceable at the hotel gift shop. A list can save you time and money in the long run!

Look better, feel better. Before we leave for a National Business Meeting, we always make time for pre-meeting grooming. We want to look fresh and feel good during the entire event. Find out what the attire is for the day/evening.

In most cases business casual is safe. Anything more or less might make you look (and feel) out of place. However, if you're making a presentation, manning a booth, or attending a gala event, something more formal may be called for. Bring clothes that travel well. You never know if an iron will be available.

Comfortable shoes are a must ... even though those brand new shoes felt great in the store ... putting 12-hours on them in the first day may cause inexpressible pain.

Look after yourself. When pulled away from your day to day routine, it can be difficult to keep your health in check.

Remember to drink plenty of water, carry healthy snacks with you and wash your hands frequently. Travel wipes and hand sanitizer are a necessity for us! When eating at the hotel or local restaurant, be very nice to your server ... they can convince the chef to steam those veggies you want that will replace the fries.

Sleep deficit. Sleep or rest whenever you can! There’s nothing like slipping into bed after 17-hours of intense rehearsals in a dark meeting room. Denise and I always share a room, and

we wouldn’t have it any other way. We take this time to reflect on how the meeting is taking shape and how we can efficiently carry-out the rest of our responsibilities before hitting the pillow for a much-needed 4 hours. Needless, to say, to make the most of those 4 hours, I couldn’t do it without my trusty eye mask and ear plugs, especially when my roommate has a tendency to snore ... and gets up before me. Also, open the window, fresh air helps you sleep. If it’s dry in your room, fill up the bath tub with water. It really helps!

Getting to know you. Take the opportunity to do a pre-conference meeting. This is a great way to make sure key staff is on your side, and want to help you in any way possible during the Meeting.

Be sure to get invited to the client’s evening functions and even their hospitality suite. Use this informal setting to build relationships that will help to make future projects with everyone involved more efficient, more effective and fun!

Look for your comments and answers to your questions in the October issue of The Planner.

Survival of the fittest!

For the first time, researchers have put a number on how fit a female should be. Writing in the New England Journal of Medicine, the researchers found in their study of 5,700 women over the age of 35 that those who couldn’t reach 85 per cent of their exercise capacity in a treadmill test were twice as likely to die within eight years as their fitter peers.

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AUGUST-SEPTEMBER 2005

Riders of the storm Ed. Note: This is a follow-up article to “Baton down the hatches” which appeared in the June-July 2005 Planner.

BY LEO GERVAIS

I

was very apprehensive the morning of July 10 as I flew to Miami Beach for MPI’s 2005 World Education Congress. Hurricane Dennis was in full swing, a Category Four storm that threatened all of Florida. When my colleague and I arrived in Miami Beach, the wind was gusting about 40-50 mph—enough to make the van we were in to sway noticeably when Dennis let loose with a gust of air.

The scene on the beach was disconcerting: 10-15 foot waves making boating impossible. I was amazed to learn that we were only getting the tail end of the hurricane—they really are a force of nature.

Researchers from the U.S. National Oceanic and Atmospheric Administration recently raised their forecast for the number of Atlantic tropical storms expected by the end of the hurricane season to as many as 14, of which nine are likely to be hurricanes. For 2005, they now expect about 21 storms. In response, Expedia.com has launched a “hassle-free Hurricane Promise.” offering customers who book with Expedia around-the-clock help with travel changes, including a waiver of cancellation fees normally charged by Expedia, when there are hurricane-related problems.

Some hotels are offering a replacement stay at the resort for up to one year after a cancellation for travelers who have to call off a holiday because of a hurricane.

Club Med has begun offering a hurricane protection program in mid-June that provides guests with a future travel certificate in the event of a hurricane.

Hotels like the Reef Resort in Grand Cayman offer replacement-stay guarantees, while the Sans Souci Resort in Jamaica gives refunds in the form of vouchers.

For travellers, the surest financial protection is to buy travel insurance. But make sure you buy the insurance BEFORE your trip—once a hurricane warning has been issued it is too late as insurers cover clients against “unforeseeable” situations—not those already declared.

For more info visit : http://hurricanes.noaa.gov

HERE, “HANG TEN” IS A BUSINESS TERM. Where else but White Point Beach Resort can you play nine holes before breakfast, accomplish your agenda, try surfing, then linger over freshly-planked salmon and a glass of fine, local wine? Where else do meeting rooms have natural light and windows that open to greet fresh, sea air? White Point.

Only 90-minutes from Halifax, yet worlds away from a culture that relies on words like; traffic, hurry and elevator.

For more information call: Anne Stevens, Director of Sales

902.423.8887 anne@whitepoint.com

www.whitepoint.com AUGUST-SEPTEMBER 2005

19

Finding your exhibit zone can help

BY BARRY SISKIND

A

thletes call it the “zone.” Actors refer to it as the “moment.” For the rest of us by working and living in the here and now, our entire focus is on the job at hand.

Show exhibitors experience this phenomenon when the show is busy. All outside interferences disappear and their focus is taking care of visitors. It’s when the show slows down that problems occur and booth staff display behaviors that are counter-productive.

The athlete or actor, through years of training, can harness their internal resources and find the zone on their own. The exhibitor, however, seems to need that external force (lots of traffic) to find their zone.

These exhibitors can tear a page out of the athlete’s and actor’s note books and learn some valuable lessons.

Here are some simple strategies to help you find your exhibit zone.

1. Find the Flow Every show has its natural rhythm.

There will be busy times and slow times.

The savvy exhibitor knows that when the traffic diminishes, there are still opportunities. Slow traffic times are just a quiet respite before the next storm.

These exhibitors focus on the signs that the storm will, once again, start to blow rather than on their tired feet and overworked smiles.

2. Define your moment We all have a choice. We can spend time assuming that the show is a waste or know that opportunities are lurking everywhere. Our attitudinal choice is made long before the show begins.

Assume that the show is going to be a winner and half your battle is already won. Assume that it’s going to be a waste of time and you might as well pack up and go home early. A careful examination of the attendee profiles is one step to identify the show’s potential and change negative attitudes.

3. Refocus your doubts There are times when even the best of attitudes is challenged. That’s when your doubts appear. Doubts creep into your conscious mind slowly and before you know it, they can hamper the best of intentions.

A better approach is to use these doubts as signs that what you are doing, and not necessarily the show itself, is not working.

Now is the time to find new strategies to stimulate business, such as looking for opportunities away from your booth, rather than wallowing in your doubts and letting your negative energies overtake your whole effort. Watch where exhibitors and attendees congregate and look for networking opportunities there.

The exhibitor’s or buyer’s lounges, media conferences, hospitality events of just walking around the show floor can uncover many of these opportunities.

20

4. Small acts produce big results Everything you do when you are working at your booth, no matter how small, will have an effect on your organization. When things are slow, take the time to gather intelligence that your company can use to further itself.

Competitive intelligence is more than spying. It’s collecting information that will help guide your corporation’s decision making, such as which shows to attend, the new products and trends on the market, the new players and the most recent industry buzz.

5. Think with clarity It’s been said that organizing and executing a show is a multi-taskers dream.

There is a tendency to try and fill the day with too many activities. Knowing what you are trying to accomplish and with whom is a constant reminder that will keep you on track and focused.

So, what do the athlete, the actor and the exhibitor have in common? They all want to win. But rather than focusing on the destination, a more productive approach is to focus on the journey—one step at a time.

••• Reprinted with kind permission from the author. Barry Siskind is North America’s foremost trade and consumer show expert, president of International Training and Management Company, and the author of several books. Visit him at: www.siskindtraining.com or e-mail him at: barry@siskindtraining.com.

AUGUST-SEPTEMBER 2005

DATEBOOK Upcoming Events SEPTEMBER 7-8 Hospitality Sales & Marketing Association International, Affordable Meetings National, Washington (D.C.) Convention Center. www.affordablemeetings.org, (914) 421-3200; SEPTEMBER 27-29 Incentive Travel & Meeting Executives, The Motivation Show, McCormick Place, Chicago. www.motivationshow.com, (630) 434-7779.

OCTOBER 11 Professional Convention Management Association, LegalAdvantage: A Closer Look at Vendor Contracts Intellectual Property, Westin Peachtree Plaza, Atlanta. www.pcma.org, (312) 423-7264.

OCTOBER 20-21 M&C and BiZBash, Meeting and Event Style Show, Pier 94, New York City. www.bizbash.com/eventstyleshow, (201) 902-1829.

OCTOBER 26-30 National Coalition of Black Meeting Planners, Fall Conference, Atlantis Resort, Paradise Island, Bahamas. www.ncbmp.com, (202) 628-3952.

Holiday

Applies to

Date

Labour Day

September 5

Thanksgiving Day

October 10

Remembrance Day

All except Quebec

Christmas Day

!

November 11 December 25

Jargon Buster Techno babble demystified sponsored by Avtec Professional A/V Services

What is RAM?

RAM: Pronounced ramm, acronym for Random Access Memory, a type of computer memory that can be accessed randomly; that is, any byte of memory can be accessed without touching the preceding bytes. RAM is the most common type of memory found in computers and other devices, such as printers.

AUGUST-SEPTEMBER 2005

21

W eb si te s of in te re st Beijing International Travel and Tourism Market http://www.bittm.com China Travel Guide http://www.chinaplanner.com/ World Leisure Expo www.worldleisure.org/expo2006/in novationprize.html Ever felt like your knowledge of China is basically that it is the most populous country on earth and home to Jackie Chan and cool-looking Panda bears? Well, it’s probably time to learn a lot more fast, as this country could well be THE country of the 21st century with an enormous industrial and cultural revolution occurring as you read this. These sites offer good info and statistics on what is happening in China, so if you are tired of being an Occidental tourist, “Go east young woman.”

Incidentally, the World Leisure EXPO is scheduled for April 22 to October 22, 2006 in Hangzhou, China.

Travel warnings www.voyage.gc.ca The Canadian Foreign Affairs Department has changed the terminology it uses to communicate official warnings to Canadians.

Situations and events can trigger travel warnings, so consult this website when traveling abroad.

Do you have a website you want to share with other planners?

Email us at: info @theplanner.ca

Five moments in time to increase your creativity

BY PETER DE JAGER

I

f you’ve ever managed a production line, then you would be well acquainted with the concept of a ‘bottleneck’. For those that haven’t, here’s the concept in a nutshell; Assume process ‘A’ creates items for process ‘B’, and process ‘B’ can only handle five items per hour. There is no point in increasing the productivity level of process ‘A’ past five items per hour. Process ‘B’ is the bottleneck.

With that example in mind, let’s examine this thing called ‘Creativity’. I’d like to suggest the problem is not in a lack of new ideas, but an overly effective set of stage ‘B’ bottlenecks, that allow very little to escape from your mind and into the light of day.

Proof of that statement is as close as this evening’s dreams. All day we search for new ideas and come up dry… and yet the very instant we fall asleep and cease the mental struggle, our dreams are flooded with the fantastical. Our challenge is to find a way to tap into that Creativity with our eyes wide open.

Be conscious of your nose Nope, not the nose in the middle of your face, but the ‘NO’s that arise every time you see, hear or read something different. As an example? Rather than numbering these points, I thought I’d use clock images. Why? I honestly don’t know… the idea was there and I thought I’d act on it.

Now that I have used the clocks it makes some sense. To be ‘conscious’ means to be aware of what’s going on around you, including the passage of time. If you’re saying to yourself… ‘using clocks is silly/stupid/(insert your favourite derogatory adjective here)’ then you’re not allowing a new idea a chance to grow.

Make your intuition visible A very simple technique. Next time you cannot logically, rationally, choose between two alternatives A and B… Flip a coin… heads it’s A, tails it’s B… and then at

“I read The Planner cover to cover...”

“Excellent and informative...”

the very instant when you see the result… are you pleased or disappointed with the outcome?

By focusing your attention to that split second of discovery, you’ll learn which choice you ‘prefer’… I’m not suggesting you follow that knowledge blindly… but at least you’ll have additional information with which to decide.

Put ‘Freudian’ slips to good use We make slips, mistakes and typos all the time. A simple method of forcing yourself to think along a different track is to ask the question, “What would I have meant, if I’d meant to say that?”

I awoke one morning and reached out to get a ‘tooth pick’… and the words that echoed in my mind was ‘Truth Pick’… What if ‘Truth Pick’ was what I had meant to say?...’

I came up with this… A short, pointed commentary designed to extract the ‘Truth” from a quote… you can download the results of that idle thought from www.truthpicks.com

Look to the flipside This is the old, yet still useful, chestnut of turning Lemons into Lemonade. It’s not really a bad strategy; it’s what’s used to keep bridges from falling down. Take the most powerful force working against you at the moment, gravity in the case of bridges, and get it working in your favour. Bridges don’t fall down, because we’ve learned to harness gravity and make it work for us to keep the bridge standing.

Admittedly the concept is simple enough, but making it happen takes determination and a significant amount of skill. But, when it works? Situations that once created problems - suddenly create profit.

Ask the child’s question… Why? And keep asking it until there aren’t anymore answers. Of all the ‘Why?’ questions, the most powerful one you can bring to bear on your organization is “Why are we doing it this way?” Ask it until people run when you approach and scream at the sound of it, and then keep asking it. Unless there’s a good answer to that question, and “Because I said so!” is a terrible answer, then you shouldn’t be doing what you’re doing.

The amount of creativity you can bring to bear on a task, is more a function of the courage to work with the ideas you have, than it is of coming up with new ideas. The bottleneck is idea acceptance, not idea generation. (®) 2004 Peter de Jager. A mutterer of words (speaker) and advisor to those who look at others while they do all the work (Management Consultant). To contact him, or for information on his seminars, visit www.technobility.com

Planners see us. Don’t you need them to see you?

To advertise, call (514) 849-6841 ext. 328

“I always take time to read The Planner...”

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AUGUST-SEPTEMBER 2005

FIVE-MINUTE LIFE COACH

The importance of being (not too) earnest!

BY THOMAS CHALMERS

H

ave you been getting enough fun lately? If you need to think about it then maybe you haven’t.

Injecting fun and humour into your everyday life is like carrying the sun around in your pocket all day long.

People who find fun are fun to be with.

They look on the bright side. They are social magnets. They keep the party going. They make light work of heavy workloads.

Laughter is a great medicine and when you laugh, the whole world laughs with you.

The tantrum throwing tennis player John McEnroe wasn’t joking when he coined the phrase, “You cannot be serious”. I enjoyed watching McEnroe play and I now enjoy his commentary even more. He combines intelligent observation with a great sense of humour.

Indeed, you cannot afford to be too serious all the time. When you find yourself taking life too seriously, laughter lightens the load.

Take a moment to ask yourself this question: On a scale of 1 – 10 where 1 = heavy and 10 = light, where do you fall?

This is a very personal exercise. You will be familiar with your own definition

of heavy and light and what they mean for you.

No matter where you find yourself on the scale what will it take to move you closer to 10? What action do you need to take to leave the heaviness behind and make light.

(If you gave yourself a 10 at the outset - well done – you must be joking . . . if you know what I mean!)

When you find fun, you are less likely to find fault. When you find fun, the oppressiveness of heavy pessimism dissipates and you breathe in the clear air of light optimism. As Winston Churchill once said, “a pessimist finds danger in every opportunity. An optimist finds opportunity in every danger”.

We all make mistakes. Don’t be afraid to laugh at yourself. In doing so, you will move forward, faster.

Fun is infectious and you need not go as far as playing the clown or making a fool of yourself. Quite simply, when you seek opportunities to have fun in your life you will brighten up the day, not just for yourself, but for those around you. It is like having something to look forward to every day of your life. In fact Dale Carnegie, author of How to Win Friends and Influence People, observed that “people rarely succeed unless they have fun in what they are doing.”

So, don’t wait on fun finding you.

On the contrary, make up your mind to find fun and you will feel s-miles better.

You cannot be serious! It is important to carry on laughing.

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23

You can hear me, but are you listening?

BY STACEY HANKE

L

istening is one of life’s basic necessities.

Whether you’re learning about a new product or service, speaking to a vendor at a trade show or planning an event—if you struggle with active listening, chances are you’re missing opportunities that aid in advancing your career. We’re not talking about hearing but actively listening to the “why” behind words. Throughout the normal course of a day, we listen nearly twice as much as we speak and four to five times as much as we read and write. The challenge is being 100 percent present throughout the day when it matters the most to capture key points and ideas as a result of listening.

To test your own listening efficiency, think about how often you ask someone to repeat information, or how many times someone has said to you, “You're not listening to me.” This happens more than you might think because most people only listen for the first three to four seconds of a conversation. After that, they’re formulating a response.

Active listening takes time and practice. To stay focused on listening, here some points to consider: 1. Make solid eye contact. This shows your listener you're listening to them and helps you stay focused on what’s being communicated.

2. Pay attention to your listener’s body language. Are they looking at or away from you? If they’re looking at you versus away from you, there’s a greater chance they’re interested in what you have to say therefore will hear your message and are more open to the information. When your listener is more open to the information discussed; you increase the probability they’ll take the action you’ve set out to achieve.

3. Are they walking away from you or crossing their arms? Both of these behaviors are closed and communicate your listener is unapproachable or in disagreement with your message.

In this scenario get your listener involved in the conversation by asking them an open-ended question. This will communicate you’re sincere and wish to involve them in the conversation.

4. Pause before answering. A pause often encourages your listener to provide you with additional information and gives you an opportunity to "think on your feet."

5. Listen for changes in your listener’s tone of voice, inflection, or volume. If their voice has more inflection, they’re communicating a positive response to your message. If your listener’s voice

Pay attention to your listener’s body language increases in volume or with a harsh tone, it’s time to listen to what they have to say and then answer with a softer volume and tone. This will allow them to calm down so that they can understand what you’re saying.

6. Listen for key ideas and facts. People tend to ramble, so stay focused on the core of the message.

7. When your listener touches on something you want to know more about, simply repeat the statement as a question.

8. Summarize and paraphrase key points periodically to guarantee you're hearing and understanding your listener’s words. Say, "If I understand you correctly...," or "So what I hear you saying is... ."

9. Ask open-ended questions—questions requiring more than a one-word answer—to clarify what your listener is saying.

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10. Be patient when listening to what is being said and avoid interrupting, even though you may believe what your listener is saying is wrong or irrelevant.

Indicate simple acceptance, not necessarily agreement, by nodding or perhaps injecting an occasional "I see."

11. Briefly and accurately acknowledge your listeners concerns, frustrations, and challenges. Without acknowledgement, they’ll continue to focus on the emotion versus the issue being discussed. Say, "I can imagine you must feel...,' or "I get the impression you're unhappy about... ."

12. Don't get emotionally involved.

Avoid expressing your own personal views because they may influence or inhibit what your listener says. Try simply to understand their concerns first and defer evaluation until later.

13. Encourage your listener to provide additional information with phrases such as, "Tell me more,” or "As I understand it, what you're saying is... ."

14. Make your response brief and concise. Show your listener you're listening by letting them speak 80% of the time.

15. Listen for what isn't said. They may be giving you a clue to bothersome facts they wish weren't true. For example; your listener may say, “This solution is not negotiable, how will I afford it?”

Your response may be, “So you’re concerned about how much this will cost you. Let me share with you some options that will benefit your budget.”

The next time you find yourself thinking ahead of the conversation or drifting, bring yourself back to the topic at hand.

In fact, if active listening was so easy, think about how many individuals would have greater knowledge and build stronger relationships.

••• Stacey Hanke is an Executive Consultant, Author, Coach and Speaker with 1st Impression Consulting, Inc. Contact her at (773) 209-5970 or via e-mail at: staceyhanke@ameritech.net

AUGUST-SEPTEMBER 2005

New aviation tax drawing ire of travel industry F

ollowing the recent G8 summit, travel industry associations are continuing their united opposition to a proposed new aviation tax to fund development in poor countries. The group says aid for developing countries is laudable, but funding it through a new tax on aviation is misguided and counterproductive.

Airports Council International, the Asia Pacific Travel Retail Association, the Association of Asia Pacific Airlines, the Duty Free World Council, the International Air Transport Association, the Pacific Asia Travel Association, and the Tax Free World Association jointly denounce the taxation proposal.

The group says any additional tax would decrease airline efficiencies and reduce demand for travel and tourism, which is a major driver of economic development in many poor countries.

The travel industry also believes the proposal would put an unnecessary burden on the travel sector, in particular airlines, which have sustained billion-dollar losses over the past four years and must now absorb record- breaking oil prices.

The Pacific Asia Travel Association (PATA) Chairman Mr Nobutaka Ishikure (who is also Japan Airlines Chief industry Affairs Officer), said: "We must remind governments that airlines are not under-taxed, but are over-charged. Airlines play a critical role as a catalyst for economic development.

Development is a serious issue in need of a serious solution.

More tax on air travel is not the way forward."

Shriners will get to see Toronto’s CN Tower and more in 2010.

Toronto bests rivals to host major Shriners convention in 2010 Estimated economic impact to exceed $31 million Tourism Toronto, Toronto’s Convention and Visitors Association, today announced July 15 the successful conclusion of its bid to host the Shriners 136th Imperial Council Session in Toronto from June 25–July 9, 2010.

“This is another major convention win for Greater Toronto, and demonstrates the growing recognition of our destination as one of the premier meeting and convention destinations in the world,” said Bruce MacMillan, President and CEO of Tourism Toronto, the industry-led association that has been aggressively pursuing this opportunity for the last several months.

Approximately 20,000 Shriners and their families will attend the session, to be held from June 25–July 9th, 2010. A total of 24,000 hotel room nights will be booked as a result of this decision. The overall economic impact of their stay is estimated to be well over $31 million.

“We’re pleased to be hosting this important gathering of our members in Toronto” said George Mitchell, the Shriners Imperial Officer. “

AUGUST-SEPTEMBER 2005

Need to change your address? info@theplanner.ca

25

APEX offers some great tools

BY SANDY BIBACK, CMP CMM

T

oronto recently held a City Discussion Group for all those involved in the meetings/conferences/events/hospitality industry. Over 40 people attended this very important meeting to discuss, specifically, the draft industry review of the Preliminary Report of the APEX Contracts Panel, a project managed by the Convention Industry Council. (www.conventionindustry.org) What is APEX?

APEX is 100 per cent funded by the industry and has developed and is developing more tools to help the industry increase professionalism, improve efficiencies and streamline processes between all parties. There are more than 350 volunteers all over North America.

As each panel gets closer to a final product, the work of the panel is reviewed in City Discussion Groups. Toronto has hosted three City Discussion Groups, the Contracts review being the last.

The Draft Contract includes various clauses that can be used by planners/hoteliers alike in the following areas:

It is an industry wide initiative that will enhance efficiencies and streamline processes. The seven core areas are: • Terminology • History/Post Event Reports • Resumes & Work Orders • RFPs • Housing & Registration • Meeting & Site Profiles • Contracts

• Americans with Disabilities Act (ADA) requirements • Attrition (Guest Rooms) • Cancellation • Dispute Resolution • Food & Beverage Attrition • Function Space • Guest Room Accommodations • Indemnification (Hold Harmless) • Preamble • Termination & Excuse of Performance • Additional Potential Contract Clauses

By going to the website, you can download the History/Post Event Report and the Event Specifications Guide (formerly Resumes & Work Orders). These are now complete and FREE to be used within the industry. To reach the glossary, go to http://glossary.conventionindustry.org/

CONTINUED ON PAGE 27

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AUGUST-SEPTEMBER 2005

Planners need to use the tools CONTINUED FROM PAGE 26 The Toronto City Discussion Group was made up of planners (corporate, association, independent); hoteliers; AV companies and general contractors. All the major associations were invited and were represented, including some people, while in the industry, are not members of the association. This cross section of representation leads to a stronger overall finished product.

Mary Power, CAE, President & CEO of Convention Industry Council was on hand to explain the APEX Project.

“If you look at two of the most significant changes in our industry in the last few years they are the drastic reduction in lead time and the reduction of training on both the supplier and planner side. APEX provides workable solutions to both problems,” said Power.

“The checklists, templates and best practices provide tools that will enhance effectiveness and help ensure that accurate and timely information is transferred on the first try. The first of the APEX tools have been released and there is much more to come in the next few months.

“The more planners that use the tools and request that their suppliers use them, the more effective we as an industry will become,” she concluded.

Around the tables, the largest discussion centred on the ADA clauses.

ADA is not the required law in Canada, or other countries. It was suggested that a clause be worded to indicate that the accessibility laws of the land (where conference being held) would prevail. All comments were submitted and the Contracts Panel will now begin round 2 of their draft If you would like to make comments on this, or any other outstanding panels, follow the directions in the website (send to ccote@conventionindustry.org). Your feedback is so valuable. I was co-chair of the Resumes & Work Orders Panel and our first draft received over 700 comments!

It’s your industry; help improve it by using APEX tools.

I’d like to thank the following sponsors for their co-sponsorship of the Toronto City Discussion Group: IMPAC (www.impaccanada.com) Tourism Toronto (www.tourismtoronto.com) Metropolitan Toronto Convention Centre (www.mtccc.com AVW TELAV (www.avwtelav.com) Sandy Biback, CMP CMM is the founder of Imagination+ Meeting Planners Inc., the APEX Toronto City Discussion Group Leader and the APEX Resumes & Work Orders Panel Co-chair.

She can be reached at: biback@imaginationmeetings.com

•••

AUGUST-SEPTEMBER 2005

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SUDOKU ANSWER FROM PUZZLE ON PAGE 8

Hotel News from around the world Inexpensive high-end hospitality At the Hotel Rialto in Warsaw, Poland—for just CDN $120 at 1.32 to the euro—you are treated to the height of chic hospitality surrounded by impeccable Art Deco furniture, gleaming chrome lamps, a flat-screened TV, a marble bathroom tiled in glittering turquoise and copper.

Hotel Rialto is just one of the properties that now provides a high level of service and amenities at distinctively low prices.

The demand for these options is growing as young consumers who crave design-oriented hotels at a less-than-exclusive price take a bigger share of the hospitality market. The dollar’s fall in value is another factor as North Americans traveling abroad search for cheaper alternatives.

Four Seasons remains #1 Four Seasons Hotels Inc. moved up to a $19 million profit, the hotel owner and manager said recently, as improvements in luxury travel traffic remained stable.

Luxury travel demand trends continue the strength shown over the past few quarters in virtually all of our markets,” chief financial officer Douglas Ludwig said in a release.

The chain has again emerged at the top of the luxury category in this year’s survey of US hotel guest satisfaction by market research company JD Power. Ritz Carlton and JW Marriott received the second- and third-highest scores respectively among the 11 groups covered.

What’s in a name?

As a traveler, it’s important to double-check the physical address of your hotel before booking or reserving a room.

More hotels appear to be frequently stretching the truth about their location and the reasons range from changes in the way people book to a shortage of land on which to build.

You can use various online agencies like Expedia, Orbitz and Travelocity, which allow guests to pinpoint a hotel’s location on a map before they finish booking.

If you book your hotel online, where you make your

decisions based on keyword searches that include the name of the city or attraction you want to visit, you may not be getting very accurate information regarding a hotel’s location.

Why? Hotel managers want their properties to pop up first, and they are becoming increasingly aggressive about their names. This is very true of new hotels.

According to industry experts, in densely urban areas where there is no land left to build, hotels are being forced to into the suburbs, and managers don’t necessarily want their names to reflect that.

Hilton and Raffles Hilton Hotels Corp. said it sold 11 hotels to outside investors over the past three months as part of an effort to focus more on hotel management and less on real estate ownership. Net proceeds after taxes and other costs totalled about US $335 million. The company didn’t identify the buyers.

Raffles Holdings, the Singapore Hotel Group recently announced the sale of Raffles and 40 other hotels it owns or operates for US $1.02-billion to Colony Capital, . The 118-yearold Raffles hotel was declared a national heritage site in 1987.

Starwood’s room rates hike, but profits decline Starwood Hotels & Resorts Worldwide Inc.’s profit declined six percent in the second quarter, though room rates were higher.

The White Plains, N.Y., company’s net income was $145 million, or 65 cents a share, in the second quarter, down from $154 million, or 72 cents a share, a year earlier. Starwood has about 750 properties in more than 80 countries.

Hotel operating profit margins in North America increased 2.3 percentage points in the second quarter, and Starwood expects them to improve 2.5 to 3.0 percentage points through the rest of the year.

On the web: www.starwoodhotels.com

CONTINUED ON PAGE 29

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AUGUST-SEPTEMBER 2005

Hotel News CONTINUED FROM PAGE 28

Nice an easyHotel does it The first easyHotel,where rooms start at CDN $42, opened recently at 14 Lexham Gardens in London. It has 34 double rooms, three of which come with windows—and rent for a premium. The Observer newspaper drily commented in a preopening review that “the glaringly orange rooms come in small, smaller, or tiny.” No kidding: the rooms are 80, 70 or 60 square feet and come with a double bed, a small bathroom and little else. European airline EasyJet is jumping into the hostelry game and will own and operate this hotel and one scheduled to open soon in Basel, Switzerland.

Armani signs deal to open 10 hotels Fashionmeister Giorgio Armani has signed a deal to open at least 10 hotels and resorts bearing his name.

Armani will be in charge of the design and style of the hotels, which will be full of his homewear and furniture, fashion and beauty products.

The first hotel is scheduled to open in early 2008 in EMAAR’s Burj Dubai Tower, due to be the world’s tallest residential and commercial building. Milan, London and New York are also on the list to welcome the new Armani hotels.

Several top tier retailers are gambling fashionistas and luxury lovers will extend their brand loyalty from their wardrobes to their choice of hotels. Armani says it is a logical extension of his brand started 30 years ago with his fashion line.

“Fashion has expanded to encompass our way of life, not just how we dress but where we live, which restaurants we eat at, which car we drive, where we go on holiday and which hotels we stay in,” he said.

Independent we like Demand for independent hotels from corporate travel agents is increasing says the global reservations giant Amadeus. The Madrid-based company says it is aiming to make more modestly priced properties in business cities bookable through its system. Independent hotels made up more than 25 per cent of the 1,600 properties it added to its inventory in the second quarter of the year. And in the year to June, it introduced 700 such hotels in 18 European, Latin American and African countries.

Ritz-Carlton targets young travelers The Ritz-Carlton hotel chain is on a mission to attract a more youthful clientele, with an emphasis on experiences, not destinations. A print ad campaign designed for this purpose has been launched since May. The move is a cautious attempt to create a wide and inclusive customer base to the Ritz-Carlton brand without alienating the older, established regulars. The hotel chain already faces huge competition in its traditional arena from rivals like Four Seasons Hotels & Resorts and Peninsula Hotels.

Ritz-Carlton has missed out on a younger set of wealthy travelers who now patronize a plethora of other upscale hotels.

The hotelier is placing the new campaign in venues it hasn’t used before, including magazines like Vanity Fair, W and Wallpaper. The biggest campaign push will be in Asia, Mainland China, where Ritz-Carlton has five hotels in various stages of development.

On the web: www.ritzcarlton.com

New luxury-hotel chain to launch Veteran hotelier Horst Schulze and his closely held lodging company, West Paces Hotel Group LLC, plan to launch a chain to capture the upper end of the hotel market.

The new chain, called Solis Hotels & Resorts, has identified six initial properties. West Paces will manage solis-branded hotels, but others will own the real estate.

Schulze, the 64-year-old former president of the RitzCarlton Hotel Co., says the brand will target, “upmarket individuals and the corporate meeting sector” and will compete directly with top industry names including Four Seasons Hotels & Resorts, Ritz-Carlton and Fairmont Hotels & Resorts.

Schulze says the upper reaches of the hotel industry are ripe for another entrant that combines luxury touches—including spas, boutique shopping and world-class restaurants—with impeccable service.

The first resort, to be called Montelucia, is slated to open in suburban Phoenix in early 2007. Properties are also planned for Alpharetta, Ga.; Chicago; Orlando, Fla.; San Antonio; and Frankfurt.

AUGUST-SEPTEMBER 2005

Leadership in Project Management Project Management October 12 - 14, 2005 This seminar explores proven techniques to create effective project teams, meet critical deadlines and avoid cost overruns. Learn how to set realistic budgets and schedules in the project planning stage, and the importance of human relations and communications throughout the project life cycle. You will also benefit from the instructors’ diverse knowledge and personal experiences in managing projects within numerous industries. Conforms with the internationally recognized framework and terminology of the Project Management Institute and represents 21 PMI® professional development units.

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T 1 514 398 3970 or 1 888 419 0707 F 1 514 398 7443 or 1 888 421 0303 E executive@mcgill.ca www.executive.mcgill.ca

SQUARE IS IN! Las Vegas churches aplenty There are more churches in Las Vegas than casinos. During Sunday services, at the offertory, some worshippers contribute Casino Chips, as opposed to cash. Some are sharing their winnings some are hoping to win. Since there are so many Casinos, the Catholic churches send all the chips into one of the the several monasteries of the diocese for sorting. Once sorted for the respective casino the chips belong to, one junior priest takes the chips and makes the rounds of the casinos, turning chips into cash. And he is known as... Are you ready? You're going to love this: The CHIP-MONK!

How to stay young Remember: there is no way you can look as bad as that person on your drivers license...

1. Keep only cheerful friends. The grouches pull you down.

2. Laugh often, long and loud. Laugh until you gasp for breath.

3. The tears happen. Endure, grieve, and move on. Be ALIVE while you are alive.

4. Don't take guilt trips. Take a trip to the mall, to the next county, to a foreign country, but NOT to where the guilt is.

5. Don't sweat the petty things and don't pet the sweaty things.

SQUARE IS THE HOT SHAPE FOR 2005

D

on’t be a square they used to say. Well, four sides is in now...

Incorporating this new trend, Event Fusion has designed square walking tables. The new convenient 4 ft. square table is easier to maneuver through crowds than the standard 60-inch round tables usually found in the industry.

Custom designed walking tables are great for special events, trade shows or business meeting coffee breaks. Gliding through the room, the table hostess interacts with guests while offering appetizers, treats, samples or giveaways from atop of her decorative table top. She entertains guests while enhancing the theme, adding an element of whimsical fun.

“Eye Candy” is one of Event Fusion’s sweet new designs. A walking candy buffet offers a variety of sweet treats. Guests select their candy and serve themselves, just like at a candy store, carrying away their treats in little candy bags or in ice cream cones—this is a proven crowd pleaser!

Thinking of hosting a meeting and have no time, inclination or skills to pull it off?

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INTERNATIONAL CLIENTS To get started, contact: Unni Soelberg-Claridge, CMP, CMM Phone: (403) 247-0321 i Fax: (403) 247-9933 i E-mail: info@eventplan.net i www.eventplan.net

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AUGUST-SEPTEMBER 2005

Beaches Turks & Caicos is set apart from the world on a 12-mile stretch of unspoiled white-sand beach and is home to the Caribbean's best scuba diving. Offering the same impeccable service standards as Sandals, this pristine resort is home to clear waters in a hundred different shades of turquoise. Step into a true French Village and dine at a Parisian cafe or choose from one of the other nine gourmet restaurants on property. Indulge in a world-class spa.

Enjoy state-of-the art meeting facilities with all the latest technology – over 5,500 square feet of meeting space is available. Three rooms divisible by air walls with each room accommodating over 150 persons theatre-style. Each room also features 42” Plasma screens, cordless microphones, drop-down screens and internet access.

Discover Beaches Turks & Caicos Resort & Spa …

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AUGUST-SEPTEMBER 2005

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