September 2008

Raise the bar on customer satisfaction

BY BARRY SISKIND n Joseph Pine II and James H. Gilmore’s book, The Experience Economy, the two authors/professors refer to the faulty method many organizations use to measure customer satisfaction. It is simply the numerical difference between what the customers wants less what they perceive they get. The problem with this equation is that in many cases the customer has come to expect less.

So the gap between wants and perceived gets is narrow.

Here’s an example: When Home Depot first opened in my neighborhood, the service was amazing. All my questions were answered, someone helped me carry bulky purchases to my car and cashiers seemed genuinely interested.

What I wanted was that level of experience to remain – it didn’t. Over the years, it has badly deteriorated and Home Depot has forced me to lower my standards. When I go to Home Depot now to buy a 2 X 4 I don’t expect much else. So, by all accounts, if I can purchase that 2 X 4 at a reasonable price I’m happy and Home Depot can pat itself on the back thinking I’m a satisfied customer.

Recently I went to another Home Depot where the woman who helped me knew about the product, relayed personal information about how she had successfully used it in her home, helped me understand the difference between one model and the next and thanked me for my business. I was amazed – but I shouldn’t have been. All she was doing was what Home Depot promised in the first place.

Now, think about those thousands of visitors who come to your trade shows.

They pay good money and invest lots of time to have an enjoyable and profitable experience. But, what do they get: long

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aisles, hard floors, harsh lights, inconveniently-located washrooms and exhibitors displaying the same thing they had last year. Trade show visitors feel abused. It’s what they have come to expect. Neither the show organizer nor the exhibitor has done anything to make the experience memorable and inviting.

As an exhibitor, we can work closely as part of a show advisor committee to encourage the show organizer to make the changes that would humanize the show for visitors and that would be one important step. The problem is that change on this scale takes time. You wouldn’t want the organizer to revamp the show completely hoping that the change would work. The prudent approach would be to take smaller steps, testing them out and then taking more steps after. This way, the change in the show is methodical, tested and appropriate.

As exhibitors we can make changes a bit faster. If we can change our display to include a visitor experience then while we are waiting for the rest of the show to catch up, we are miles ahead of everyone else.

There are many steps you can take to accomplish an experience focused display. Here are a few:

the focus away from “pitching” to welcoming.

3. Encourage interactivity. The experience is through one or more of the senses: sight, sound, touch, smell and taste. Think about your booth and establish experience points where the visitor can get involved. Perhaps it is hospitality, real products and services (yes, services) rather than photos, the sound of a well-oiled machine working, the smell of fresh flowers or coffee brewing, and large, show-stopper graphics.

4. Create an environment. Your physical space should be more than a showroom but a place where visitors feel comfortable enough with you to interact openly and honestly.

There is lots more that you can do, but at very least try these four.

Remember: It’s those companies and organizations that keep their customer’s expectations higher than their wants that will win.

Barry Siskind is North America’s foremost trade and consumer show expert. Visit his Web site: www.siskindtraining.com or e-mail him at: barry@siskindtraining.com.

1. Let your customer’s expect the unexpected. Offering good service and friendly booth people becomes the baseline for superior customer satisfaction. Once that baseline of what is acceptable has been established then you need to find ways to improve. Little things often have great impact; for example, if you have an appointment set at your booth then have the meeting area cleared, a sign welcoming the guest and a cup of their favorite brew waiting (you can learn their preferences by calling an assistant ahead of time.)

2. Booth attitude. Your booth people should forget about selling and adopt the attitude of a host. This shifts THE

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THE INTERNATIONAL EDITION

In this Issue

8 Planner’s Green Wish > Becoming a greener planner is not going to happen by wishing it, but having a wish list might help do the trick. Sandra Wood offers a multitude of great tips on ways to make your meetings greener and cost-effective.

What is this meeting about and who is it for?

24 Meet me in T.O.

We plan them. We attend them. We try to get out of them. We know they are necessary. Of course, I am talking about meetings.

For a planner, they are a kind of raison d’être, one of the the prime reasons for their existence. You live them everyday, but can you see the change that is coming in the industry? For example, the new generation of workers is better educated, more comfortable with technology, and yet they will be more difficult to satisfy unless they are treated in new ways to match their expectations of unlimited choice.

The meetings that planners develop usually have many people, sometimes hundreds, even thousands, and few clients understand the stress planners live everyday putting events together. At The Planner, we try and spot industry trends to provide you with information you can use. Some trends that are here to stay are planners learning how to “green” events and encouraging people to buy locally. And we will continue to supply you with articles on those subjects. Change is inevitable, so we help you manage it.

The Planner is committed to providing info you can use to simplify your job. Malcolm Gladwell in Blink and Barry Schwartz in The Paradox of Choice have both shown that 24 options of jam will draw shoppers in but having six options of jam will actually trigger sales.

Having too many choices gives rise to feelings of pressure and overload.

With that in mind, we are trying to give you the proper dose of knowledge that is both valuable and fun to read. If you have any ideas or info to prescrive, send it along – we’ll be sure to pass on the right amount.

— Leo Gervais

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> Many a planner has lamented the fact that most major cities are quite expensive.

However, Associate Editor Jyl Ashton Cunningham was able to unearth several gems in Toronto that won’t break the bank and offer good value for the money.

27 Goldilocks could plan > Planning an event can be so complicated it can make your head spin. Regular contributor Don Murray helps us simplify by taking a new look at a famous children’s story.

30 F & B budgeting > Rachel Coley discusses ways to operate on a limited Food & Beverage budget that will not only help reduce your carbon footprint but will produce savings as well.

31 Videoconferencing > With gas prices shooting through the roof, every planner needs to look for alternatives to travelling to meetings. Videoconferencing has become a popular option, and the technology is improving all the time.

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The Planner is a monthly publication distributed to professional meeting and event planners across Canada.

M ANAGING E DITOR

A SSOCIATE E DITORS G RAPHIC A RTIST S ALES C IRCULATION EXECUTIVE

ASSISTANT

C ONTRIBUTORS

Leo Gervais lgervais@theplanner.ca Camille Lay clay@theplanner.ca Jyl Ashton Cunningham jashton@theplanner.ca Matt Riopel James Paulson jpaulson@theplanner.ca Tania Joanis, Patricia Lemus Debbie Barlow JimClemmer, Rachel Coley, Tim Ferguson, Stacey Hanke, Kathie Madden, Jeff Mowatt, Barry Siskind, Sandra Wood

Cover photo: Design by Matt Riopel

2105 de la Montagne, suite 100 Montreal, Quebec H3G 1Z8 Telephone: (514) 849-6841 ext. 315 Fax: (514) 284-2282 We welcome your comments: info@theplanner.ca The Planner uses 30% recycled post-consumer paper.

Poste-publication No. 40934013 4

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Preparing for better presentations in three simple steps is easy to do

BY TIM FERGUSON

veryone gets nervous before “going on,” no matter how cool and collected they may appear when they do. This goes for professional actors, politicians and athletes, as well as the rest of us. By following a simple three-step process utilized by these professional performers, we can improve our own presentations.

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question I can’t answer, what will I say? Asking yourself such questions ahead of time will help you “visualize” your presentation, thereby reducing the “unknowns” and getting your nerves under control. And you’ll be improving your presentation at the same time. Athletes close their eyes and “watch” themselves shoot the perfect shot in order to improve their real performance. The same goes for your presentation.

MAKE IT FRESH REHEARSE It may sound too obvious to mention, but rehearsing is essential to reducing nervousness when the big day arrives.

Jotting down bullet points, writing your presentation out in full sentences, reading it aloud to yourself or a colleague, delivering your opening lines in the mirror – all are great ways to get in control of your presentation, especially if you want to appear “off the cuff.”

VISUALIZE It’s a simple fact of life: the unknown makes us nervous. A live presentation is full of such unknowns. How will I look when I walk on stage? Is there a podium? Will I be able to see the audience? What will I do with my hands? If I’m asked a

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Athletes refer to “staying loose.” Actors call it “being in the moment”. It means rehearsing as much as you can, then performing as if for the first time. Rehearsing is not meant to take the life out of your presentation. The goal is to achieve a heightened state of readiness so that each performance is uniquely dynamic and that you perform at your peak, no matter what gets thrown your way. To make it fresh, you need to trust that you’ve prepared and that the words will come out as planned. You need to think only of what happens next, not ten steps down the way. You need to pay attention to your audience and deliver each thought as you think it!

Tim Ferguson, President of Audience Communication and Events, is considered to be one of Canada’s finest presentation coaches.

He can be reached at tim.ferguson@audienceinc.ca.

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The Great Hassle?

When the Brits – usually your biggest supporters – lay into you, it’s got to be bad.

A recent headline in The Guardian of London – “America – more hassle than it’s worth?” – highlighted a persistent global view that the Land of the Free is not the Land of the Tourist anymore.

The numbers bear it out. The world’s longhaul international travelers have jumped by 35 million since 2000, yet America has been largely overlooked by those new travelers, despite favorable exchange rates – resulting from a weak currency – and attractions like Disney World, New York City and the Grand Canyon. In fact, the annual number of foreign visitors to the US is about two million lower than in 2000, leading travel-industry experts to figure that from 2000 to 2007, the US economy took a hit of about $150 billion.

With the economy anchored as voters’ top concern for the fall elections, Congress is taking notice of the foreign-traveler deficit, considering ways to better communicate US entry requirements and to develop a “See America” promotional campaign. But travel experts say even with that, it could be several years before America’s welcome recovers its lost luster.

“If you look at international travel as a pie, then the world pie is growing, but the US slice of it is shrinking – and that despite the fact that we are a great bargain,” says Roger Dow, president of the Travel Industry Association (TIA), a Washington-based representative of the $740-billion-a-year travel industry.

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A planner’s green wish list to implement

BY SANDRA WOOD

ere’s a handy list you can send to your hotel/venue/supplier of the things you’d like to have them implement for your green meeting/event. Some hotels/venues/suppliers are further along the greening process than others and better able to meet your needs. There may be associated costs with implementation so make sure you identify where those costs are as this will help you to prioritize short and longer term objectives. Remember that by “making the ask” you are creating the demand and that is a step forward even if you can not implement everything right away.

Work closely with your CSM and don’t let the responsibility of delivering a green event fall upon the shoulders of the CSM alone. Work with them, support them, share your ideas and welcome theirs. Hotels/venues and suppliers are very receptive to greening but they have their own challenges which may depend on many factors including what services and infrastructure are available in the city, what contractual obligations they are bound by and securing reliable/quality growers/supplier (of food, etc.).

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Sources: Green Meetings Industry Council, Meeting Strategies Worldwide, PCMA, MPI, Environment Canada, US Environmental Protection Agency and numerous articles from industry and trade magazines.

GUESTROOM SERVICES • When guest checks in give them a “green check-in” and ask if they want newspaper delivery or not, paper copy of their invoice or e-mailed to them?

• Have a system whereby the guest puts a card on the bed when they want the bed sheets changed (don’t automatically do every 3 days) • What types of amenities do you provide and are they certified organic and not tested on animals?

• Unfinished shampoos etc. to be donated to charity – even better can hotel have bulk dispensers installed instead?

• Don’t automatically replace the shampoos etc. if they are in use or replace every 2 days instead depending on usage by guest • Are you using recycled toilet paper and biodegradable garbage can liners?

• Drapes closed during day in summer to reduce heat, open in winter to warm up room • Have you eliminated any smoking room floors and therefore avoid the use of air cleaners?

• Has the hotel retrofitted energy efficient lighting?

• Are there recycling bins in the rooms and do they clearly explain what materials can be placed in them, if not can you ensure something is in the room to explain 8

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• Ensure housekeeping doesn’t turn on the radio or leave lights on after turndown service to conserve energy (we can explain this to the attendee in our pre-meeting green info we give them) • Are you using eco-conscious cleaning products in guestrooms but also throughout venue • Do you have low flow showerheads and toilets and tap aerators or what other initiatives have you undertaken to conserve water?

• Do you have occupancy sensors or timers to control lighting in guestrooms as well as programmable thermostats?

• Fair trade coffee and organic tea in the guestrooms?

• Do guest rooms have access to the hotel’s TV station where we can post tips on the environment and/or a list of the successes (environmental) the hotel has realized as a result of greening?

• Are you replacing linens (once they need replacing) with those made from organic cottons, bamboo and other renewable fibre sources?

• Are you using recyclable plastic key cards not made from PVC (see www.greenkeycard.com)

CORPORATE SOCIAL RESPONSIBILITY/ CARBON OFFSETTING/RENEWABLE ENERGY CREDITS • Are you donating furniture, sheets, other hotel supplies you no longer use to charities?

• Are you purchasing green power for any areas of the hotel and are you carbon offsetting?

FLOWER ARRANGEMENTS/GARDENS • All flowers left in areas where conference was held as well as in the guestrooms to be collected and placed in an area (a charity will be arranged to pick up these items) • Does hotel wish to keep any plants for planting on their property including any herbs for the chef’s garden?

• Are you maintaining green space around your property and are you using natural landscape products and avoiding used of leaf blowers and pesticides?

KITCHEN – FOODS/BEVERAGES • Non-consumed foods to be eaten by hotel staff and/or donated to local food bank, and finally anything else is composted • Covers for food – can you use something other than plastic wrap?

• Can you tell me what percentage of foods are locally sourced (i.e. are you following the 100 mile diet program?), organic if available locally, seafood and meats purchased from environmentally responsible farms and not on the endangered list?

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From corks to seafood, everything is on the list • Have you got, or can you develop a good vegetarian menu as well and/or a reduced protein menu • Wines on list to include local and good selection of Canadian including wines from vineyards where they are supporting environmental programs (e.g. Painted Turtle, Plant a Tree wine, etc.)

• What is the hotel doing with the corks from the wine bottles?

• Where is used frying oil going? Can it be sent for recycling or even used for biodiesel to fuel the lawn equipment for the hotel?

• Use bulk containers for all condiments, no individual packaging, please make sure you have jugs for milk, water, juices etc. – containers should be designed to eliminate contamination to avoid having to throw out unused items (such as sugar) • Water service during plated service, can you place nice jugs on the tables and do not pre-pour the glasses, allow people to do that themselves and then just have your servers check to see if people want more water (this will eliminate the huge amount of drinkable water that is thrown down the drain daily!).

•Can you arrange to rent water coolers or do you have any that we can use, or please provide details on whether you have a water filtration system for the drinking water you serve?

• Where are you sourcing your seafood? Is it from sustainable fisheries?

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• Do you have mugs (in good condition) instead of tea cups and saucers?

• Don’t use any paper doilies, paper napkin rings

GENERAL • Can you extend either free parking or parking discount to cars that are hybrids?

• Are you Green Key rated by the Hotel Association of Canada, if no, can you look into securing the accreditation?

• Do you have any other green accreditation?

• Escalators turned off in meeting areas during non-use times • Lights turned off in meeting areas when not in use and HVAC turned down or off • Can hotel use environmentally friendly cleaners and washing fluids throughout including in the kitchen and in the guestrooms, general areas?

• Does hotel have recycling bins for paper, plastics, metals and glass in areas and clearly labeled?

• Can you use biodegradable plastic bag liners in all garbage cans where bags are used?

• Can you use reusable plastic coat check “chits” instead of paper tickets?

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What exactly is a “green team?”

CONTINUED FROM PAGE 9 • Do you have a digital signage system that we can use and rely on to provide direction and labeling of events so that we can reduce the amount of additional signage we must bring in?

• Do you have whiteboards instead of flipcharts but if you only have flipcharts are the pads of paper for them sourced from post consumer content?

• Hold off putting pads of paper and pens out unless the client asks for them and can you arrange to donate any used pads or pens to local schools (if pen caps are missing, do not throw the pen out), also are the pads made from recycled papers and are the pens biodegradable?

• Are you considering replacing banquet tables with ones that do not require skirting?

OPERATIONS • The hotel should ensure they are recycling in all areas and that minimal amounts are actually put into landfill (plastics, papers, metals, glass all recycled), food wastes from restaurant and hotel kitchens to be composted if not consumed or donated • Alternative could be donating to local pig farmers for feed (this saves the farmers money and they yield a higher grade meat at the end) • Make sure that cabs, buses and shipping vehicles do not sit and idle their vehicles outside the hotel (can you have signs around hotel to say “no vehicle idling allowed on premises”) (for example, Vancouver has a no idle city bylaw) • Ask cab companies that service the hotel to consider hybrid vehicles to service clients at the hotel • Can hotel investigate purchasing green power to run it’s front desk operations or some other portion of their hotel • Are you using, or can you start using low volatile organic compound (VOC) materials such as paints, carpets, wall coverings in all areas of the venue?

• Are you replacing all your lights with energy efficient lighting and are you replacing all your fluorescent light bulbs from T12’s to T8’s? Are you recycling your light bulbs?

• Are you recycling batteries collected at and recycling them?

• Are you sending the printer toners for recycling?

• Do you have any programs/incentives in place to encourage staff use public transport to/from work?

• Are you offsetting any travel for your sales team?

WEBSITE/PRINTED MATERIALS • Can you enhance your website to include a virtual tour that shows all the meeting rooms and what the various types of hotel guestrooms look like as well as the outdoor and pool/spa/gym areas, detailed floor plans with capacities so that we don’t have to rely on hard copy glossy sales kits for this information?

• If you are printing any materials, are you able to use FSC certified, post consumer content papers using a waterless system, certified by Eco-Logo?

MEASUREABLE • Can you give me statistics that will identify our power consumption during our event, our waste (in terms of what is thrown in landfill, what is recycled and what is composted).

But you will need a baseline from which to measure these items, especially anything operational such as energy/power.

• Can you give me a list of all the things the venue is already doing that has environmental benefits so we can start to build a “brag list” that can then be provided to attendees so they know the extent to which efforts are made to “green up”?

• Once you have implemented changes, can you let me know what benefits you realize in terms of additional business or cost savings?

• Can you have your GM send my CEO (name will be provided) a letter to outline the efforts you are going to green up before our event so senior management are aware of what is happening?

ULTIMATE GOAL/CHALLENGE – HOW CAN WE GET TO A ZERO WASTE EVENT (VIRTUALLY NOTHING GOING INTO LANDFILL), MINIMAL IMPACT ON THE ENVIRONMENT AS DEFINED BELOW: “A green meeting incorporates environmental considerations throughout all stages of the meeting process in order to minimize the negative impact on the environment and make a positive impact to host communities in terms of environmental and social legacies.” Green Meetings Industry Council

STAFF • Do you have a “green team” in place to both innovate and generate interest and ideas on how the hotel can improve it’s environmental performance on an ongoing basis?

• Are you training your staff on the new procedures for greening (e.g. does housekeeping staff know and understand the linen program?)

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•••

Sandra Wood is the Annual Meeting Manager for the Canadian Medical Association in Ottawa, Ontario. She can be reached at: sandra.wood@cma.ca.

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Doggies are a no-no in Saudi Arabia You may be able to bring your dog to a hotel and walk him outside in Canada to meet those of the opposite sex, but don’t try it in Saudi Arabia. In its zeal to keep the sexes apart, the Commission for the Promotion of Virtue and the Prevention of Vice (the official name of the Saudi religious police) want to make sure the technique doesn’t catch on there.

The solution? Ban the selling of dogs and cats as pets, as well as walking them in public.

The prohibition went into effect recently in the capital, Riyadh, and authorities in the city say they will strictly enforce it — unlike previous bans in the cities of Mecca and Jiddah, which have been ignored and failed to stop pet sales.

Violators found outside with their pets will have their beloved poodles and other furry companions confiscated by agents of the Commission, who are tasked with enforcing Saudi Arabia’s strict Islamic code.

At last... a true inspiration If you aren’t familiar with Randy Pausch you should be.

Pausch was an American professor of computer science, human-computer interaction and design at Carnegie Mellon University (CMU) in Pittsburgh, Pennsylvania, and a best-selling author who achieved worldwide fame for his “The Last Lecture” speech on September 18, 2007 at Carnegie Mellon.

In summer 2007, Pausch conceived the lecture after he

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learned that his previously-known pancreatic cancer was terminal. He died on July 25, 2008.

In May, Time magazine named Dr. Pausch as one of the world’s top-100 influential people. His last lecture has been viewed by millions of people on YouTube and it has also become a best-selling book inspiring countless people in the process. He liked to joke that his mother would introduce him as a doctor, “but not the kind that helps people.”

But becoming a professor allowed him to to enable the childhood dreams of others, he said, and the website for his book is filled with thank you messages from those he inspired.

On the Web: www.thelastlecture.com

Flying the unfriendly skies The fear of flying (aviaphobia) affects millions of global travellers. You’ve seen them: They are the ones gripping the armrests with their white knuckles or sweating with anxiety at 40,000 feet. The causes are many, and they include the fear of enclosed spaces (claustrophobia), fear of turbulence and loss of personal control. But there are some things you can do to alleviate your aircraft anxiety: • Make the right pick. Try to pick flights on larger aircraft. Turbulence is usually more noticeable in the rear aisle seats, so request a window seat.

• Cut out the coffee and cola. Caffeinated drinks can intensify anxiety so cut them out.

• You’re safe. Statistically speaking, air travel is one of the safest modes of transportation today.

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Websites of

interest

Travel booking with a boom www.boo.com

Recycling computers www.reboot canada.ca They accept drop-off donations or arrange for pick-up for a fee of computers and some electronic equipment at several locations across the country.

This non-profit organization provides computer hardware and training to charities and non-profits and people with limited access to technology.

AND HERE ARE A FEW MORE RELATED SITES...

Electronic Recycling Association (for Western Canada) – www.era.ca Free Computer help for Anyone www.computerhope.com/disposal.htm Small Business Canada www.sbinfocanada.about.com/od/environmentbiz/a/comprecycling.htm If you still have questions about recycling computers, call your local municipal government for information.

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The interesting thing about this website is that it puts travel talk back into trip planning in a big way. The site claims it has received more than two million reviews of about 2,000 destinations. Not only does it act as a functional search tool, navigating through the myriad of travel stories and opinions, the site is modern with a great presentation making both a joy to read and contribute to.

Cruise tips can prove invaluable www.voyage.gc.ca (Before You Go section) Cruises have become an alternative to popular destinations for meetings, and offer attendees a chance to bring families along and other benefits. The Depertment of Canadian Foreign Affairs and International Trade recommends that you take certain precautions to ensure your well-being during a cruise. These include: • Purchase travel and health insurance. This should include coverage for accidental injury and medical evacuation. Your provincial health plan may not cover anything or only a portion of medical expenses.

• Carry a valid Canadian passport. Useful when transiting through another country to join a cruise. Keep a photocopy of your passport’s identification page.

• Remember to bring an extra pair of eyeglasses.

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October 16-19, 2008 Canadian Society of Professional Event Planners, Annual Conference, Sheraton Hamilton Hotel, Hamilton, Ont. Contact: www.cspep.ca.

October 29 BIZBash, Event Style Show, Jacob K. Javits Center, new York, New York. Contact: www.bizbash.com.

September 23-25, 2008 Incentive Travel & Meeting Executives, The Motivation Show, Chicago, Ill. Contact: www.motivationshow.com.

Sept. 24, 2008 (Toronto) and Oct. 24 (Vancouver) Leveraging Trade Shows sponsored by The Portables, featuring experts Barry Siskind and Dr. Jonathan Calof.

In Toronto at the Monte Carlo Inns, Mississauga and in Richmond (near Vancouver) at The Radisson Airport Hotel Richmond, B.C. Contact: www.siskindtraining.com/company_training.php#c16 October 5-7, 2008 Association of Corporate Travel Executives, ACTE Global Education Conference, Rome marriott Park Hotel, Italy. Contact: www.acte.org.

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November 9-12, 2008 MPI Montreal Chapter, Convivium 2008, Sheraton Laval, Laval, Que. Contact: www.mpimontreal.com/en/convivium.

November 1-5, 2008 International Congress & Convention Association, 47th ICCA Congress & Exhibition, Victoria Conference Centre, Victoria, BC. Contact: www.iccaworld.com/dbs/congress2008.

November 9-13, 2008 Financial & Insurance Conference Planners, Annual Conference, Fiesta Americana Grand Coral Beach, Cancun, Mexico. Contact: www.ficpnet.com.

••• If you have an event you would like us to consider listing, please send it via e-mail to: info@theplanner.ca.

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DOWNTURN WILL BE WORLDWIDE, IRREVERSIBLE: HOTELS CHIEF Niels Pedersen, managing director of the 1250-member global Supranational Hotels consortium anticipates a ‘long hard fight ahead’ with three- and five-star properties likely to do best, and four-star and budget venues probably the hardest hit. He believes the downturn in the industry will be ‘worldwide, irreversible, and is likely to last beyond 2010’.

Pedersen suggests that aside from rising costs and credit pressures, emerging trends in the market are adding to the problems being experienced. Here are some of the trends he cited: • a likely ceiling for web-bookings and return to voice reservations as identity fraud puts customers off the internet and no longer willing to give their credit card details online.

• pre-payment will decline as an option • the weakening of hotel brand loyalties because too many weak-link properties within chains create disappointment and a desire for change • procurement professionals will drive down already dis-

counted accommodation tariffs by up to a further 20% on 2008 levels, and also force reductions in the price of meals, parking, and drinks Pedersen argues that five-star hotels will remain successful because there are sufficient numbers of recession-proof, high net worth individuals who are status-driven, including sports stars, celebrities, and senior corporates, particularly from emerging countries. He anticipates a massive switch by around a third of travelling executives to three-star hotels and away from four-star properties which will respond with cuts in restaurant and leisure club hours, fewer reception and night porter personnel, and also less cleaning staff.

FAIRMONT TO OFFER LEXUS HYBRIDS Fairmont Hotels & Resorts in the United States plans to use Lexus hybrid vehicles as hotel courtesy cars.

Reserved exclusively for members of Fairmont’s guest loyalty program, the new fleet of Lexus hybrid vehicles, which provide greater fuel mileage with lower smog-forming emissions, will be available to conveniently transport guests around the destination while making less of an impact on the environment.

Lexus is the only luxury automaker with hybrid vehicles in its line-up and Fairmont guests will be able to travel in the style and comfort of a RX 400h hybrid luxury utility vehicle or the GS 450h, a luxury performance sedan. Both vehicles demonstrate how eco-savvy customers can enjoy making less of an impact on the earth without sacrificing luxury.

SANDCASTLE HOTEL SEES BRISK BOOKING BUSINESS Quebec might have the ice hotel, but England now boasts one made of… sand?

The world’s first ever sand hotel has been made in Dorset and is accepting its first guests for £10 a night. It took 1,000 tonnes of sand and a team of four sculptors working 14 hours a day for seven days to build the structure on Weymouth beach.

Guests can book to stay in the hotel, which includes beds made out of sand, until the rain washes it away. The structure was created by a hotel company to celebrate a resurgence of holidaymakers flocking to the seaside.

Research by Laterooms.com predicts 37 million people will enjoy British beaches this year.

The sand hotel offers a twin and double bedroom, while the roofless structure gives guests the chance to “star-gaze” at night, the firm said.

But there are no toilet facilities and people were warned the sand “gets everywhere.”

Mark Anderson, creator of the sand hotel, said: “It is the biggest sandcastle-like structure ever in the UK. The best thing is in the morning when the tide laps through the door, what a great way to wake up.”

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Sudoku

Sponsored by the Centre Mont-Royal

STARWOOD GETS MIXED NEWS

Fill each square with a number from 1 to 9 so that every number appears only once in each row, column and cell.

SOME SUDOKU RESOURCES ON THE WEB: • www.websudoku.com •www.sudoweb.com •www.dailysudoku.com •www.sudokupuzz.com

Starwood Hotels & Resorts Worldwide Inc. reported a bigger-than-expected 16.4 percent drop in second-quarter profit recently, although the stock fell after Starwood cut its full-year outlook, citing a weakening U.S. market.

Starwood shares fell $4.56, or 11.5 percent, to $35.26. The stock has fallen from a 52-week high of $74.05 last July to touch a low of $30.26.

“The slowdown we see continues to be consumer-led,” chief financial officer Vasant Prabhu said during a conference call with analysts.

He said the company’s weakest markets are those where leisure business plays the biggest role in revenue, such as Phoenix and Hawaii.

Overall, bookings in the U.S. are declining, Prabhu said, though he noted that cancellations are not on the rise.

PROMISES ARE AS FRAGILE AS SHORTBREAD.

OLD SCOTTISH SAYING

LEVEL: EASY LEVEL: INTERMEDIATE

September ’08

Solution, page 38 Solution, page 38

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CUSTOMERS LESS SATISFIED: J.D. POWER

WYNDHAM HOTELS OFFERS CLEARAIR INITIATIVE Do you have allergies? Then a Wyndham hotel may be the place for you.

Health-conscious travelers—especially those suffering from allergies and asthma—may breathe easier at Wyndham hotels thanks to the upscale chain’s new Wyndham ClearAir initiative to offer allergy-friendly guest accommodations.

While eight Wyndham hotels offer the rooms today, all will be required to convert 10 percent of their room inventory or a minimum of 25 rooms into allergy-friendly environments by the end of 2009. Wyndham Hotels and Resorts is the first national upscale lodging chain to mandate allergy-friendly rooms systemwide.

The chain’s move responds to guest concerns over rising consumer health issues and costs associated with allergic reactions. According to the Asthma and Allergy Foundation of America, allergies and asthma affect one in four Americans.

Following a system designed by New York-based PURE Solutions NA, Wyndham ClearAir rooms undergo a multi-step cleaning process designed to remove up to 98 percent of allergens.

First, guest room walls, carpeting, bedcovers and fabrics are sanitized and treated with a long-lasting microbial shield, making them free from odors and resistant to bacteria and viruses.

Next, a medical-grade air purification system is installed.

Air-handling units and vents are deep-cleaned and equipped with PURE Solutions’ signature tea tree oil cartridge, which acts as a natural antiseptic and disinfectant to maintain sanitary conditions.

In hotel meeting rooms, air is purified at greater intensity and filtrated eight times more frequently than standard airhandling systems. The goal is to achieve 99.9 percent effective treatment of air and surfaces.

On the Web: www.wyndham.com/ClearAir www.pureroom.com.

Overall satisfaction with hotels is down notably in 2008, as hotel brands try to cut costs during economically difficult times while still attempting to meet high customer expectations according to a recent study.

The recently-released J.D. Power and Associates 2008 North America Hotel Guest Satisfaction Index Study(SM) is now in its 12th year, and measures overall hotel guest satisfaction across six hotel segments: luxury, upscale, mid-scale full service, mid-scale limited service, economy/budget and extended stay.

Seven key measures are examined within each segment to determine overall satisfaction: •reservations • check-in/check-out • guest room • food and beverage • hotel services • hotel facilities • costs and fees Four of the six segments—upscale; mid-scale full service; mid-scale limited service; and economy/budget—decline in overall satisfaction, compared with 2007. In particular, overall satisfaction with the economy/budget segment declines significantly, posting the largest year-over-year decrease of any segment since the inception of the study. Among economy/budget properties, the largest declines in satisfaction occur in the guest room and food and beverage measures.

The study finds that although satisfaction is down overall, the majority of hotel brands that rank highest in their respective segments in 2008 have maintained consistently high levels of customer satisfaction since 2007. Five of six brands receiving awards in 2008 have ranked highest in their segment for at least two consecutive years.

The following hotel brands rank highest in guest satisfaction within their respective segments: • Luxury: The Ritz-Carlton (for a second consecutive year) • Upscale: Embassy Suites Hotels (for a second consecutive year)

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Breathing easy isn’t always so easy Most of North America is smoke free, as most cities in Canada and the US offer hotels, restaurants and airports.

Mexico and the Caribbean, however, are another story.

To “clear the air” before you travel, call ahead to inquire about city and hotel smoking policies. At hotel check-in, ask to see your room and do a “sniff test” to confirm it is smoke free. Finally, when you book a tour, insist upon non-smoking restaurants and transportation. Follow these steps and you will be a planner who is ahead of the game.

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September ’08

MARRIOTT GOES GREEN IN A BIG WAY •Mid-Scale Full Service: Hyatt Place • Mid-Scale Limited Service: Drury Inn & Suites (for a third consecutive year) • Economy/Budget: Microtel Inns & Suites (for a seventh consecutive year) • Extended Stay: Homewood Suites (for a second consecutive year) The study finds that problems with hotel/room maintenance are more common in 2008, compared with 2007, with this issue being one of the top five most frequently reported by guests across all segments. In the extended stay segment, Internet usage (particularly connection and speed) makes the list of the top five problems for the first time in 2008. Among luxury hotel guests, parking issues emerge within the top five most frequently reported problems for the first time.

Technology offerings also need to be in top working order to avoid disappointing guests. In addition, while guests who visit luxury hotels tend to be somewhat more immune to price pressures, parking fees are becoming more commonplace and an increasing source of dissatisfaction among these guests, who may be used to complimentary parking.”

The study also includes the following key findings: • Guest awareness of property-initiated “green” programs declines significantly in 2008, with 57 percent of guests stating that they were aware that their hotel offered environmentally friendly conservation programs, compared with 63 percent in 2007.

• Nearly nine of 10 guests (89%) say they prefer a smoke-free hotel environment in 2008, compared with 79 percent in 2006.

The proportion of hotel guests making reservations online continues to increase steadily -- 52 percent of guests made their reservations online in 2008, compared with 44 percent in 2007.

Headquartered in Westlake Village, Calif., J.D. Power and Associates is a global marketing information services company operating in key business sectors including market research, forecasting, performance improvement, training, Web intelligence and customer satisfaction.

On the Web: www.jdpower.com

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Marriott International has made a major, five-pronged commitment to the green movement. The hotelier last month took steps aimed at addressing the plan’s first area: carbon offsets. It signed an agreement with the state of Amazonas, in Brazil, to help protect 1.4 million acres of endangered rainforest. The company pledged to contribute $2 million to the newly created Amazonas Sustainable Foundation and to announce a way for guests— including groups—to contribute to the fund to offset greenhouse gas emissions and a green meetings program later this month.

The other four portions of Marriott’s plan are to reduce water, waste, and energy consumption; green its supply chain; build greener hotels; and engage employees and guests to take action.

“The future of business is green,” said Arne Sorenson, CFO and co-chair of Marriott’s Green Council.

Added Stephanie Hampton, senior director of corporate public relations, “Our customers expect this now, and meeting planners are asking more about greening their meetings.”

Marriott promised to cut down on fuel and water consumption by 25 percent per available room over the next 10 years, and install solar power at up to 40 hotels by 2017. Also, it will expand existing “reduce, reuse, recycle” programs at 90 percent of its hotels, starting in Boston, Chicago, Denver, Los Angeles, Minneapolis, and Washington, DC. A big difference also will be made among Marriott’s suppliers, as the company has asked its top 40 vendors to supply price-neutral greener products to its $10-billion supply chain. Pens, paint, towels, and numerous other items will be more earth-friendly. Also under consideration are compostable key cards, recyclable carpet, and more responsibly packaged soaps and shampoos.

By the end of 2009, hotel design guidelines will be in line with the U.S.Green Building Council’s Leadership in Energy and Environmental Design (LEED), and Marriott plans to receive LEED-Existing Building status for its headquarters.

Lastly, Marriott plans to encourage employees and guests to take earth-friendly actions daily.

On the Web: www.marriott.com

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What to do with your hands?

BY STACEY HANKE ommunication is all about influencing others to take action. Whether you are having a face-to-face or phone conversation, facilitating a meeting or delivering a presentation your goal should be to influence others to take action. Unfortunately our body language creates distractions rather than enhance our message. When this occurs you begin to sabotage your message and your listener may question your intent. Over the next several months, I will increase your awareness of what your body language communicates.

Appropriate gestures can help you influence others to take action if used appropriately. Because of the visual image they create, they make it much easier for you to get the point you are making.

I have heard so many people tell me they have been told they use their hands too much. They go to extremes by trying to find ways to not use their hands. They cross their arms, clasp their hands, put their hands in their pockets, put their arms behind their backs, carry a pen (or a cup) as a crutch, play with their jewelry or hair, ball their hands into fists. All of this is done to give them something to do with their hands or to prevent them from using their hands too much. Do not go to those extremes. What should you do? Gesture appropriately.

How should you gesture? Everyone will gesture differently. There is not a formula that says you should have one gesture every three sentences. The key is to put yourself in a position that your gestures are appropriate to your message.

Here are tips to let that happen for you.

• Adopt a neutral resting position. By resting position, we mean where to place your arms and hands when you are not gesturing. If you are standing, your arms should be relaxed at your sides with your hands open. If seated, your arms should be resting on the table with your hands relaxed and open.

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• When you gesture, make the action deliberate. If you are using a gesture to illustrate how high expenses are, let your gesture stay in that position for a moment so your audience can take it in. When you are finished making your point, go back to that neutral resting position.

• Use a variety of gestures. Use one hand or both at times.

The key is gestures must be appropriate to the words.

• Keep objects out of your hands unless there is a reason for them. I have seen people hold full cups of coffee in their hands while gesturing. All I was thinking about was when the coffee was going to fly out of the cup. I have seen someone play with a paper clip the entire time he was talking. All I was paying attention to was the sculpture he was creating.

If you are using markers, put them down when you are finished. If you have a remote for your laptop and need to use it often, place it in the palm of your hand in a way that you can still gesture.

• Avoid pointing at people with your index finger. Use an open palm instead.

Why should you gesture? Gestures can help: • Add emphasis to your message • Grab your audience’s attention • Create a picture for your audience • Make your points memorable • Help you relax Begin practicing the above recommendations today! · Have you ever received feedback on what your facial expressions communicate? If not, what is stopping you from asking for feedback? · If possible, record yourself to see if your facial expressions are consistent with your message during a presentation or during a practice session for an upcoming face-to-face conversation.

Stacey Hanke is an executive consultant, author, coach and speaker with 1st Impression Consulting, Inc. in Chicago, Ill. Contact her at: stacey.hanke@1stimpressionconsulting.com or (773) 209-5970.

PLANNER

September ’08

IHG LAUNCHES THE WORLD’S FIRST ‘GREEN’ HOTEL IN THE U.A.E. This could be the world’s first ever 100 per cent ecologicallyfriendly hotel – and its ‘green’ credentials will set the benchmark for hoteliers around the world.

The solar powered ‘Innovation Hotel’ – which is the brainchild of the InterContinental Hotels Group – provides the latest technology in energy and water conservation and recycling.

Among the ‘green’ features of the futuristic hotel in the United Arab Emirates: • The forwarding of all unused non-perishable food to charities or food banks • Solar panels on the roof to heat water • A rainwater harvesting system to supply water to toilets • A roof garden rich in shrubbery to provide extra insulation • Windpower to generate electricity for the hotel • Recycled glass windows • Furniture and fittings made entirely from recycled materials • And household waste to provide heat and power Hotel chiefs say the Innovation Hotel’s features could be earmarked as standard across all IHG brands within the next few years. The virtual property has been put on the company website to get guests views on its features.

The first inkling a guest will get of the Innovation Hotel’s

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green attributes is the green roof – planted with low-maintenance plants – which improves the thermal performance of the hotel and helps keep it cool in warm weather and insulate it in winter.

The plants and thin layer of soil work like a sound barrier, particularly when they’re wet, helping to reduce noise pollution.

Other environmental benefits include improvements to air quality, biodiversity and storm water run off.

Natural lava stone signage at the entrance and on the lawns replaces traditional plastic and metal signs.

All the furniture in the reception is made from recycled material and all the paper used by the receptionists will also be recycled.

All unused food from the kitchens is packaged and delivered to local charities or food banks to cut wastage.

In the bedroom all furniture and fittings including towels are made from recycled materials, mattresses consist of natural fibre such as horsehair, as will carpets.

On the roof there will be up to four huge solar panels drawing energy from the sun to heat water and help cut back on non-renewable energy use.

In regions where there’s plenty of regular rain, harvesting is an effective and low-cost way of reducing demand on local water supplies.

The hotel uses the rain water to flush toilets and water grounds, as well as for dishwashers and washing machines.

Oil produced from household waste can be used as bio-fuel instead of fossil fuels to generate heat and power.

On the Web: www.ihgplc.com/innovation/

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Toronto will surprise you, if you let it

BY JYL ASHTON CUNNINGHAM, CMP here is a common misconception that incentive trips to expensive cities equate to big budgets.

However on recent visits to London, England and Paris, France, we made a conscious effort to seek out ways of being wined, dined and entertained by doing things the local residents do. Instead of frequenting the usual tourist spots, we went off the beaten track and were very pleasantly surprised at how far our money went. Some examples: Small bistros, more than happy to offer buy-outs to groups of 30 or more; great pubs with a private room and an option to join the regulars; small comedy and fringe theatre venues; and lots of outdoor entertainment free for anyone wishing to experience it.

Returning to Toronto with fresh and budget-conscious eyes, it soon became apparent that while the city is renowned for its popularity as a high-end incentive destination, there are lots of things to do, see and enjoy that won’t break the bank.

With air fares currently being so high, bringing clients from the US, Europe and beyond requires some innovative planning and careful budgeting in order to entice them to Canadian cities.

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The Planner’s second Toronto Venues Guide includes lots of choices for lower budget venues and while hotel accommodation rates are generally negotiable, it pays to look out for added perks offered by several Toronto hotels. The Manager’s weekly reception at The Cambridge Suites, for example, is a pleasant way to unwind after a day’s meetings, and rejuvenate for a night on the town. Alcoholic and non-alcoholic beverages are offered, together with hot and cold snacks, all complimentary for hotel guests.

On the Web: www.cambridgesuiteshotel.com Using hotels where breakfast is included in the room rate also helps to keep costs down. The Grand Hotel has an excellent buffet breakfast which can be taken at leisure either in the restaurant or on the attractive glass patio.

On the Web: www.grandhoteltoronto.com.

Entertainment in Toronto is as diverse and exciting as the city itself, and is widely available without cover charge in local bars and clubs. Check out Whitney Smith’s Big Steam Band most Tuesdays at Alleycatz on Yonge Street (check the website for a performance schedule). Whitney’s music puts everyone in a great mood and his band is available for corporate events at reasonable rates.

On the Web: www.bigsteamband.com.

For a one-stop destination experience, try The Distillery District, with its wonderful selection of restaurants, interesting stores and vibrant night life. Walking around and soaking up the atmosphere costs nothing and there is often a film crew on site for celebrity spotting.

Interactive entertainment is great for team building and potentially cuts down on costs. Rock The Stars and Drum Café continue to be two of the most popular options to bring into venues, with Playdium, Rynx and Grand Prix Kartways being purpose-built venues offering team-building competitions at reasonable rates to delegates.

It is true that the best way to see a city is on foot, and the ubiquitous Tour of Toronto is made so much more interesting by allowing delegates to take time to tour areas that interest them at leisure. Drop them off in various locations, with the option of being picked up later by the tour guide, or making their own way back to the hotel on foot. Take advantage of Toronto’s excellent public transit system and keep your meeting green – street cars are a novelty for many visitors, yet still underutilized for incentive events, and Toronto’s subway stops at most places of interest. Restaurants and coffee/dessert bars in the Greek, Italian, Indian, Chinese and Portuguese quarters of the city offer a delectable selection of foods and an unparalleled experience to enjoy authentic cuisine at reasonable rates.

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September ’08

The CN Tower continues to be a major attraction the famous 360° revolving restaurant, as the wait is much shorter.

On the Web: www.cntower.ca

A Dim Sum meal is still available for under $10 per head in Chinatown. Stroll through the neighbourhoods after dining, for the complete international experience.

For those who favour the true Canadian experience, The St. Lawrence Market offers arguably the best peameal bacon sandwiches in the city at under $7. The ambiance is eclectic and casual and a recent visit was highlighted by the chance to see one of Toronto’s most famous restaurateurs, Susur Lee being filmed there. Susur is currently marketing his latest restaurant venture Madelines, which opened in July this year. The prices are more accessible than Susur’s other restaurants and his fabulous food should be experienced by everyone at some time in their life.

On the Web: www.susur.com/madelines

For a true outdoor and inexpensive experience, hop on the ferry over to the Islands and rent bicycles for delegates, or wander around the gardens at Casa Loma or the waterfront west of the downtown core.

While it certainly helps to have a respectable budget to experience the finer aspects of Toronto, planners with less money to work with should not discount the city, whatever the time of year. All it takes is creativity, enthusiastic supplier negotiation tactics and the ability to convince delegates that an incentive destination can be just as much fun on a lower budget.

The CN Tower is a must for all visitors to Toronto, however the view is just as spectacular from the look-out level as the restaurant, and costs less. Line-ups are an issue during the high season, so many groups still opt for the wonderful Canadian-inspired prix-fixe menu in

September ’08

••• Jyl Ashton Cunningham, CMP is owner of JAAC Meetings & Events By Design and an associate editor of The Planner. Jyl welcomes your comments and can be reached at: info@jaacevents.com.

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Tech-etiquette is good to know

BY KATHIE MADDEN generally provide helpful tips on creating events; conversely an incident at a recent luncheon convinced me to offer suggestions on proper guest etiquette. Although this may be wishful thinking, I am hopeful that this article will be hung on every office bulletin board to give reference to some wrongful trends that have developed.

The business environment is the perfect setting to observe evidence that a number of etiquette practices remain unchanged, several are carelessly untrained or forgotten, and in the case of technology, the strongest proof that protocols need to frequently adapt. As I was developing this article, others were eager to share stories with me. I will share two that prove that while we allow ourselves to become instantly accessible; we are unmindful to how discourteous we can be to those around us.

Example A: A client booked a 2 hour appointment with his financial account manager and during the scheduled time the client answered his cell phone and proceeded to conduct business over the phone. This one action interrupted the valuable time of the account manager and forced the meeting to go beyond the allotted time and caused a delay for the next scheduled appointment. If he was being charged an hourly fee by the financial account manager my bet is; he wouldn’t have taken the call.

Example B: While giving a speech during a luncheon, the keynote speaker was distracted by a woman sitting at the table directly in front of his podium. She received and sent continuous messages with her BlackBerry™ device. It was uncomfortable for the speaker and the other guests at the

table because sadly she was his colleague.

Here are a few basic guidelines and suggestions on tech-etiquette to implement within the business environment.

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1. Inform the appropriate person prior to the beginning of a meeting, luncheon, etc. that you are expecting an “urgent” call. Sit nearest the door. Use ‘vibrate’ only. (Because ‘vibrate’ can be distracting, keep your phone worn on your body or below table level and leave the room before taking the call.) Only leave to answer the one expected call.

2. Never respond or check messages in meetings, luncheons, training sessions, appointments, business conferences.

Turn off all devices or transfer calls to voice mail. (Step away to a private area after the event or during a break to respond.)

3. Remove wireless earpieces.

4. Keep conversations short and at a low volume when there are others within a hearing range of 10ft. (e.g. Standing in line-ups, during intermissions) 5. Never place your BlackBerry™ or cell phone – that is not turned completely OFF – on a conference, meeting, training, dining table, or on someone else’s desk. (Leave ‘ON’ only if everyone understands that you need to be reached by someone who has not yet arrived.)

Staying connected with your clients, associates, and resources is important to the strength of your business, by being an exemplary model of proper tech-etiquette you can further enhance your image and those you represent.

Kathie Madden is a Delta based event planner and is involved in the sales of promotional items. She can be reached at kmevents@telus.net or via her website at: www.kathiemaddenevents.com.

PLANNER

September ’08

Goldilocks and the Three Meeting Rooms

BY DON MURRAY, CMP

e all know the children’s story of Goldilocks and the Three Bears, but what if our Goldilocks was a meeting planner and the trip to the bears’ house was a site inspection?

Not to overly simplify the task at hand, but sometimes knowing what you don’t want helps you in choosing what you do need.

Goldilocks had choices to make and in fact used a process of elimination to do so. Her decisions were guided, at least at first, by knowing specifically what she did not want. As a meeting planner, you should always hold true to your convictions and choose wisely when deciding on a meeting room.

There are many factors that come into play when preparing to hold a meeting. If there were only three differences your choice would be far simpler. But we all know that the variations are more complex and the choices far more numerous.

Your ultimate goal, as a meeting planner, is to facilitate in creating the proper meeting environment so that your participants can best achieve the desired goals of the meeting.

There are many factors that go into that decision process, some of which I will touch on, others I will not be able to because of space and time constraints.

The overall size of the meeting venue is important, being too small or too large will affect your meeting and what you can and can not accomplish. If you see the room as your canvas and the walls your frame, then it is within those pre-set boundaries where your environment is set.

The way you choose to arrange your meeting room is almost limitless, however certain guidelines should be followed. Although there is not a consensus on this, room temperatures should not be kept too cool since warmer body temperatures produce greater mental activity. Keep in mind the room temperature will rise quickly in a confined area with even a small amount of attendees.

With reference to a confined area, a meeting room should give a feeling of privacy and, whenever possible, meetings should take place behind closed doors having the door shut once the meeting has started. Any attendee who arrives late will feel awkward, however, one of the goals is to run an efficient, productive and timely meeting.

Regardless how you choose to set your room, having a clean meeting environment is critical. It is your reputation that is being reflected and how the room is kept and freshened up during the day could affect the outcome of the meeting.

The specific room set-ups will depend on your meeting goals. For example, a small informal meeting designed for brainstorming could be best served by removing all tables and having a more casual living room setting. If a table is required you would be best served with a round, as this will facilitate an open discussion and a free exchange of ideas.

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If your desire is to have a more formal setting then either tables or a theatre setting will be required. You should always take into consideration your audio-visual needs prior to determining your set-up and your choice of room. Your choices will be affected by actual dimensions, ceiling height, sight lines and exposed windows, to name a few possible challenges.

As for room set-ups if you were to go with theatre style, which involves no tables, you should know that this arrangement does not encourage “Hands on Learning” whereas classroom or schoolroom would lean more towards an education-friendly environment. Conference style is used for a more interactive setting. You should try to avoid rectangular set-ups because it tends to position people in an adversarial manner and is not conducive to open discussion.

Another important detail is to know the exact number of participants you expect to attend. Although one or two extra chairs at the table is acceptable, missing one or two is not. These are small details but will lead to an awkward and avoidable situation.

As for some quick rules of thumb, remember each person should have at least two feet of space allocated at the table, three would be better if a lot of notes have to be taken. Also be mindful that if there is a screen your participants in general should be no closer than two times the width and no further than eight times the width of the screen surface.

As you see the process is not always straight forward nor are the choices simple, but by knowing what you want up front in a meeting room helps narrow your decision process.

Just as Goldilocks had choices to make and eliminated what she didn’t like, so do you as a meeting planner have a decision process to follow. At the end of the day, what is important is for the meeting room to be the best possible environment for the specific goal of that day to be attained.

If you see your room as a canvas and the walls your frame then it is within those pre-set boundaries where your environment is set.

••• Don Murray is the Operations Manager for Avtec Professional Audio-Visual Services. he can be reached at : dmurray@avtec.ca.

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Food knowledge is indispensable What is the difference between beer, ale and lager?

Beer has become a kind of umbrella phrase covering brews such as lager, ale, porter, and stout. The difference has less to do with what beer’s made of, than in what proportions.

Beer, which came into being almost 8000 years ago, was originally brewed from barley and water, with a little piece of bread added to induce fermentation. To the Egyptians and the Greeks it was a god-given drink, and the beer was christened cerevisia, after Ceres, the goddess of grains. Malted barley (barley made to sprout by heat) was added in the sixteenth century by the British which resulted in a pale drink called ale. Hops were added shortly thereafter, and the brew was called beer.

Ale (4 to 5 percent alcohol), rich in hops and slightly bitter, is still the most popular type of beer in England, whereas America prefers the lighter, drier lager (3.6 percent alcohol), and, to a lesser extent, malt liquor, which is sugar enriched and quite alcoholic (5 to 9 percent). India pale ale (5 percent alcohol) is a somewhat stronger ale, and porter a darker, heavier lager. Stout (6 percent alcohol) is an extremely dark and rich beer of the British Isles, made with roasted barely malt and a great deal of hops, and aged for a year in oak barrels. There is also triple stout, a hair-of-the-dog milkshake for grown-ups, and bock, a sweet, dark German beer.

British pubs often combine beers with each other or other beverages. Half-and-half is half stout and half ale; shandygaff, half ale or porter and half ginger ale; and Black Velvet, half stout and half champagne.

What is Dim Sum? Dim Sum (Cantonese for “heart’s delight’) are southern Chinese dumplings and pastries traditionally served for breakfast. Individually plated dim sum are wheeled around on carts or brought on trays, the diner picked from dozens of

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different offerings. In some dim sum restaurants, the bill is tallied simply by counting the plates.

Popular dim sum include bao, a yeast-risen bun filled with barbequed pork (char su bao), sweet bean paste (tou sha bao), or chicken and duck egg (gai bao); chang fun, rice flour noodles wrapped around fillings such as pork and shrimp; har gow, steamed shrimp dumplings covered with a translucent tapioca flour coverings; pai gwat, tiny spareribs in black bean sauce; and siu mai, open-faced steamed dumplings filled with minced pork or shrimp.

What is the difference between saccharin and aspartame?

Saccharin is a synthetically produced, non-caloric sweetener five hundred times sweeter than sugar. Chemically it breaks down to C7H5NO3S, which translates to benzosulfamide glucide. It was discovered in the 1880’s, apparently by accident, by a researcher at John Hopkins University. Several studies have shown saccharin to be carcinogenic.

Aspartame, known popularly by its brand name Nutrasweet, was introduced in the 1980s. A synthesis of amino acids Laspartic acid and L-phenylalanine, it is 180 times sweeter than sugar. It loses its sweetening power when heated, but has, for the most part, replaced saccharin as the artificial sweetener of choice in cold, sugar-free beverages. It is not, however, recommended for pregnant women, those with pre-existing pigmented melanoma (a type of cancer), or for people suffering from PKU (pheylketonuria, an inherited disease).

Claims that artificial sweeteners aid in the fight against obesity have been repeatedly discredited. It seems the body, tasting this artificial “sugar,” anticipated sugar’s effects. When these fail to occur, the body begins to crave sugar and calories, stimulating the desire to eat. Hence, any calories saved by choosing, say, a diet drink, are usually made up for later in the day by actual food.

PLANNER

September ’08

Want a vacation? Don’t be self-employed

In vino veritas (In wine, there is truth), or at least we thought so...

What’s in a name? For a restaurant, plenty. Especially when it pays $250 to apply for one of Wine Spectator’s coveted Awards of Excellence. The magazine, an American publication for wine snobs, was recently caught with its decanter empty as Robin Goldstein, aka The Fearless Critic, created a fake restaurant for Osteria L’Intrepido, paid the fee and submitted a menu, and was awarded an Award of Excellence by the Wine Spectator. Goldstein deliberately included some of the magazine’s lowest-ranked Italian wines in the restaurant’s reserve list, but he noted the “...central point is that the wine cellar doesn’t actually exist.” Goldstein is the author of The Wine Trials: 100 Everyday Wines under $15 that beat $50 to $150 Wines in Brown-Bag Blind Tastings, which contends that people think wine tastes better just because it is expensive.

In blind tastings of 6,000 wines that ranged in price from $1.50 to $150 a bottle, he found, for instance, that two thirds of people picked a $12 bottle of Domaine Ste. Michelle Brut, a sparkling wine from Washington State, over a $150 Dom Pérignon.

Wine Spectator has removed Osteria L’Intrepido from its website and condemned Goldstein’s “act of malicious duplicity.”

Its statement only provided further embarrassment by revealing its prize-giving and verification methods, citing bogus customer reviews on the Internet.

Almost 4,500 restaurants paid the $250 fee to apply for a Wine Spectator Excellence award and all but 319 won, earning the magazine more than $1 million.

“While Osteria L’Intrepido may be the first to win an Award of Excellence for an imaginary restaurant, it’s unlikely that it was the first submission that didn’t accurately reflect the contents of a restaurant’s wine cellar,” said Goldstein.

On the Web: http://osterialintrepido.wordpress.com

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Entrepeneurs and small business directors don’t get much rest, according to a recent poll of 401 small business owners in England conducted by Lloyds TSB Business Insurance.

A fifth of those asked claimed that they did not have time to take a single day’s holiday during the last year and 36 percent said they took 10 or fewer days off. Only one in five took 20 or more days as holiday.

Among those that did take a break, 62 percent travelled with their business phones and 19 percent packed a laptop.

Going to Greece with grease As planners, we need to “think outside the box.” Take this next story, for example.

Eight teams recently completed a 2,500-mile car rally from London to Athens that started in which drivers raced to Greece in cars fuelled by waste vegetable oil. The “Grease to Greece” race, the brainchild of 34-year-old Londoner Andy Pag, took the teams on a 10-day mission across Europe in which they begged oil to fuel their cars from restaurants, motorway cafes and fast-food joints along the way in a bid to promote awareness of cheap and environmentally-friendly bio-fuels.

The race ended on Aug. 27 with a ceremony at the British Embassy in Athens where Ambassador Simon Gass presented a Golden Lard award to the team which had earned the most “Grease Marks” for collecting fuel.

Unlike expensive conventional rallies such as the ParisDakar, Pag paid only 500 British pounds ($900) for his secondhand Peugeot 405 and spent nothing on fuel since leaving London -- saving the equivalent of what he paid for the car.

An experienced eco-traveler, Pag drove to the desert town of Timbuktu in Mali last year using a truck powered by waste chocolate. His next scheme is a round-the-world trip next year using aviation fuel made from recycled plastic bags.

“Whenever people have had oil they have been really, really willing to give it. It’s a waste product for them so we are taking away their rubbish,” Pag told Reuters.

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Managing the spend properly Food & beverage budgeting for events RACHEL COLEY, CMP

hese days, the move is on to be more conscious of the environment and the carbon footprint. Consumers are better informed and therefore more aware of the origins of fresh produce. Healthy living and a balanced diet is the mantra of the moment, with meeting planners being challenged on a daily basis to be more creative with menu planning, while at the same time working with reduced budgets and moving to a greener society.

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There are a number of options to managing a limited budget for consideration: 1. Work directly with the venue’s Chef for creative yet costeffective options.

2. Keep portions small, offer smaller plates and glasses – human nature is to fill up at the buffet, resulting in uneaten, wasted food.

3. Breakfast is the most important meal of the day. However, avoid items that are laden with sugar and choose fresh and healthy options. Offer a couple of choices rather than a multitude, thus reducing the amount of waste.

4. Eliminate bottled water and juices, saving budget and helping the environment. Offer pitchers of iced water and fresh juices.

5. At morning and afternoon breaks, provide health-conscious options.

6. Cocktail Reception – the key is to keep it short and sweet.

Plan for only one hour or maximum an hour and half.

Present the hot hors d’oeuvres in chafing dishes with a limited selection of butler passed cold appetizers. Consider offering guests an array of flavoured flatbreads with a variety of dips, a filling choice at a comparatively low cost.

7. Limit alcohol to domestic beer and house wine selections.

If the reception is being held in place of dinner, serve substantial hors d’oeuvres rather than a sit-down meal.

8. For a multi-course dinner – reduce the number of courses.

Remember less is more and most people prefer to eat small meals earlier in the evening.

9. Consider the use of drink tickets with a cash bar option, however always be aware of drinking and driving and potential liability issues.

Strict management of the event registration is an important factor when working with large food and beverage orders.

Introduce the delegates to a more detailed questionnaire with 30

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Health-conscious foods are becoming the standard.

Photo courtesy of Catering By George.

an explanatory paragraph at the start of registration as to why the information is important. Delegates will be more likely to take the time to complete a more detailed questionnaire if an explanation is given. Provide delegates a clear outline of the meeting agenda and details of meals provided. Include a cost for each meal or day of meals and the implications to the budget. If a gala dinner is an option to attend, add a token cost, making it more likely for a delegate to confirm attendance or not. Remember that the delegate will only complete the questions that are asked, and may not always volunteer information regarding specific diets, allergies and medical needs if not prompted to do so.

A company survey of individual employee menu choices could provide useful information to the meeting planner for future reference in planning healthy meal options and greater budget control.

In conclusion, by offering delegates interesting and varied food choices at a reasonable cost, keeping food budgets on track will be a win-win situation for both the meeting planner and the client. Happy Menu Planning!

Rachel Coley is a product buyer based in Oakville Ontario. She is a regular contributor to The Planner and welcomes your comments.

Rachel can be reached at: rcsltd@cogeco.ca.

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September ’08

Videoconferencing is a great way to do business without being there

BY THE PLANNER STAFF

MOVEMENT

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ideoconferencing has existed in some form since the invention of television. High-quality video streaming came about in the 1980s with the advent of digital video and the use of ISDN (Integrated Services Digital Network) lines. Finally, in the 1990s, IP-based (Internet Protocol) videoconferencing became possible and more efficient video compression technologies were developed, allowing people to use desktop or personal computers. ISDN lines use combined telephone lines to transmit video images. This is the preferred technology to using the Internet for several reasons: ISDN allows a private signal. The Internet is open to everyone and if confidentially is an issue it cannot be guaranteed. Also, experience has shown that the Internet is not as dependable. Using a secure digital video signal offers a better connection success rate.

The type of connection you will be using is the most important aspect when planning a videoconference as you will have to arrange two locations with the same technology.

You cannot videoconference an ISDN line with someone using IP because both sites must have compatible technology.

Another factor to consider may be the difference in time zones. Most importantly, always schedule a connection test.

A final technical matter to be aware of when using ISDN is your speed or bit rate. The lowest quality is one line at a speed of 128 kilobits/sec. In my experience, the average speed is 3 lines at 384 kilobits/sec. Be aware the speed will also factor into cost for long distance. For example, a one line call from Montreal to Paris is $18 per hour while a three line call is $54 per hour.

Videoconferencing is an expanding technology that allows quick access to meetings on short notice, reduces travel cost and allows for easier planning. Have a pre-conference without having to go to the site or use it as a starting point to plan a larger meeting. It has further implications in the world of medicine and education allowing remote communities access to otherwise formidable services.

What was once the world of George and Judy Jetson is here today and growing with the future. Videoconferencing is a great technology – use it.

Here are some tips from AVTEC Professional AudioVisual Services for videoconferencing:

Because movement is compressed and decompressed in videoconferencing, it is important that motion be minimized.

MATERIAL Produce visual material ahead of time. Material produced ad hoc may not be easily seen or understood.

KEY DESIGN ELEMENTS FOR VISUALS • Use larger than normal font size sans serif (e.g., minimum 18 point Helvetica) • Print horizontally on the page • Keep the design simple • Limit the amount of wording on each page • Choose colouring with high contrast when using electronic presentations • Arrange paper visual aids on a blue pastel background to increase impact GLOSSARY Bandwidth: Range of frequencies between some upper and lower limits. Also, the speed that data travels over a telecom line, usually expressed in kilobits per second (kbps).

Continuous Presence Video: A type of videoconference that provides simultaneous and continuous pictures of all participants. The images are usually close-range shots of the group and may be viewed on a large screen or on one or more monitors. People images are usually "stacked" on one another.

Desktop Videoconferencing: Attachment for a personal computer that allows an individual to videoconference directly from a desk to another location within the building or through a network to a remote site.

Ethernet: Local area network used for connecting computers, printers, workstations, terminals, servers, etc. within the same building or campus. Operates on twisted wire and coaxial cable at speeds up to 10 million bits per second (Mbps).

Full-Motion Video: Transmission of live action images through the videoconferencing system, normally at 30 frames per second. Participants see real-time movement of the image being sent from the video source.

WHAT TO WEAR Avoid clothing that has bright colours and busy patterns.

Wear plain fabrics of muted colours.

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Organization limits or liberates high performance

BY JIM CLEMMER

"Structure influences behavior. When placed in the same system, people, however different, tend to produce similar results." — Peter Senge, The Fifth Discipline: The Art and Practice of The Learning Organization he CEO of a national retailer was very frustrated. His face grew noticeably redder as he told me how he had set up each store as a profit center and was attempting to hold store managers and their regional managers accountable for profitability. But when a store under-performed, the store manager would show that head office buyers were forcing them into stocking the wrong merchandise for their particular mix of customers. Or they would claim that the marketers hadn't put together the right campaign for their local market.

When the CEO tried to hold the buyers accountable for the slow moving merchandise, they would blame the stores for not displaying it well enough. Or the buyers would point their fingers at the marketers for not moving the merchandise. When the marketers were confronted, they blamed the stores or the buyers.

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Another organization in the office equipment business, had started an intense focus on customer service and quality improvement. As they began finally listening to their customers, they kept hearing how bureaucratic they were. One day a customer in one of the biggest cities they served, pointed out that they had 33 phone numbers in the phone book.

"We don't know whom you should talk to. Here, you figure it out," is what the company was essentially saying to its customers. "Maybe you should give us an organization chart so we have a fighting chance of getting to the right department," the customer suggested.

When improvement teams tried to map out some of the service processes in these departments, they had to follow the bouncing customers as callers were sung a few verses of "No, that's not my department." Service providers were just as frustrated by all the interruptions from "all those idiotic customers who keep calling us when we're obviously not the right people for them to talk to."

Both of these examples illustrate the behavior-shaping role of structure and systems. It's like the strange pumpkin I once saw at a county fair.

It had been grown in a four-cornered Mason jar. The jar had since been broken and removed. The remaining pumpkin was shaped exactly like a small Mason jar. Beside it was a pumpkin from the same batch of seeds that was allowed to grow without constraints. It was about five times bigger.

Organization structures and systems have the same affect on the people in them. They either limit or liberate their performance potential.

WE'RE GETTING THE BEHAVIOR WE DESIGNED "A jillion smart, energetic people submitting to the 'right' incentives won't get you a micrometer closer to the customer unless the dead weight of a vertical hierarchy is lifted — almost entirely — off their backs. There's no liberation when much more than a semblance of the superstructure remains."

— Tom Peters, Liberation Management If we are unhappy with the behavior of people on our team or in our organization, we need to take a closer look at the system and structure they're working in. If they behave like bureaucrats, they're likely working in a bureaucracy. If they're not customer focused, they're probably using systems and working in a structure that wasn't designed to serve the servers and/or customers.

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Many organizations induce learned helplessness

Glossary of terms (cont’d) CONTINUED FROM PAGE 31

If they are not innovative, they are likely working in a controlled and inflexible organization.

If they resist change, they're probably not working in a learning organization that values growth and development. If they're not good team players, they're likely working in an organization designed for individual performance. Good performers, in a poorly designed structure, will take on the shape of the structure.

Many organizations induce learned helplessness. People in them become victims of "the system." This often comes from a sense of having little or no control over their work processes, policies and procedures, technology, support systems, and the like. "You can't fight the system," they'll say with a shrug as they give the clock another stare hoping to intimidate it into jumping ahead to quitting time.

These feelings are often amplified by a performance management system that arbitrarily punishes people for behaving like the system, structure, or process they've been forced into.

"Empowering" helpless people without changing the processes, structure, or systems they work in, is worse than useless. It increases helplessness and cynicism. It's like "empowering" that seed in the Mason jar to become a full grown, well-rounded pumpkin — but leaving it in the jar.

Improvement planning, process management, teams, skill development, and the like are either constrained or boosted by our organization's structure and support systems. If they are poorly aligned with our context and focus (vision, values, and purpose), strategies, and goals, performance will never come close to its full potential.

Jim Clemmer’s practical leadership books, keynote presentations, workshops, and team retreats have helped hundreds of thousands of people worldwide improve personal, team, and organizational leadership. Visit his web site, http://jimclemmer.com/, for a huge selection of free practical resources including nearly 300 articles, dozens of video clips, team assessments, leadership newsletter, Improvement Points service, and popular leadership blog.

Jim's five international bestselling books include The VIP Strategy, Firing on All Cylinders, Pathways to Performance, Growing the Distance, and The Leader's Digest. His latest book is Moose on the Table: A Novel Approach to Communications @ Work.

September ’08

H.320: Standard for videoconferencing adopted by the worldwide international Telecommunications Union.

H.323: Serves as the "umbrella" for a set of standards defining real-time multimedia communications for packet-based networks (IP telephony).

Components built in compliance with H.323 can set up calls, exchange compressed audio and/or video, participate in conferences, and interoperate with non-H.323 endpoints.

HTML: HyperText Markup Language. An authoring software used on the Internet's World Wide Web. HTML is basically ASCII text surrounded by HTML commands in angle brackets.

IP (Internet Protocol): A common packet protocol focused around H.323 and T.120 for voice, video, and presented material that operates over LANs. IP Network: A connection using the IP that allows endpoints to connect to the Internet or any network that is IP-based.

Kilobits per Second (kbps): Unit of data transmission, equal to 1,000 bits per second.

LAN: Local Area Network – A privately owned and administered data communications network limited to a small geographical area.

MCU (Multipoint Control Unit): Bridging equipment that facilitates a single conference between multiple locations.

Multipoint Conferences: A videoconference involving three or more locations. Multipoint conferences are usually voice activated, meaning that the "speaking site" is the one that is seen by the rest of the conference participants.

PIP (Picture-in Picture): A small window on the monitor that displays the image from a video source superimposed on the image being displayed on the full screen.

WAN (Wide Area Network): A network that spans a large geographic area.

IT IS BETTER TO BE CONTENT THAN BE IN A HIGH POSITION. OLD SCOTTISH SAYING THE

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Tea and the secrets of staff retention taff retention a concern? Consider this scenario. Imagine you’re a front-line employee working at a mundane job. It’s so boring you simply go through the motions. You’re on autopilot, counting the hours and minutes until your shift is over and you can go home and do something you enjoy. Or you stick with the job only until something that's more interesting or pays more comes along. Then you’re gone. In that dismal scenario, managers resign themselves to the belief that there’s always going to be high front-line turnover. They don’t bother training employees because they're just going to quit anyway. Continuing with that line of thinking, these managers and supervisors assume that the only thing that's going to motivate employees to stick around is to pay them more.

Unfortunately, customers dealing with bored employees feel absolutely no loyalty to the company. Consequently, revenues are down and wages keep costs high. Not exactly a formula for success.

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THE CUP THAT SATISFIES Today’s employees do indeed want something more - and it isn’t just money. According to the landmark studies in employee motivation spearheaded by Dr. Kenneth Kovach at George Mason University, the number one motivator for employees is interesting work. The question is how to turn a potentially boring job into something interesting. I think the answer lies in the tea ceremony. Serving tea becomes an art when served with an attitude of quality, mindfulness, and service. Practitioners of the tea ceremony don’t just read a manual and then get certified; they train for years under the guidance of a master. They immerse themselves in the art, so much so that it becomes a form of moving meditation or Do-Zen. Like a good martial artist, they have the attitude of humility. They know that no matter how advanced they may become, they can always improve. What it all boils down to (bad pun) is that the most effective way to motivate employees is through on-going training.

Interesting tidbit: Fortune magazine did a survey of the “100 Best Companies to Work For.” The number-one factor that people considered when choosing a company?

Professional training.

CHANGE IT TO SPICE TEA The kind of front-line training I’m referring to is not the standard approach where managers dictate policies: list the things employees can't do, and then teach them the technical 34

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aspects of the job: how to do the paperwork, run the cash register, make the deliveries, etc. Oh, yeah, and be nice to people (which often, by the way, means that employees address customers as Sir or Ma’am, a practice that’s guaranteed to offend rather than flatter some customers). That’s not the kind of training that motivates employees. I’m talking instead about providing training with spice – equipping them with communication skills that lead to stronger customer loyalty and increased spending per customer. It makes the job of interacting with customers a craft, requiring focus, quality, and attention to detail. In other words, the right kind of training makes even the most mundane work interesting.

THE CONSISTENCY OF TEA TIME One workout in a lifetime is going to do more harm then good because there is a high risk of injury and the overall improvement in performance will be negligible. Similarly, a one-time training session for employees is likely to just raise their expectations and eventually annoy them-especially when, without reinforcement and support, everything reverts back to the way it was before the one-time training. We need to convert training from being an event into an ongoing process.

That’s why I recommend that managers look at customer service training as a two-phased approach. Phase one is professional training that equips employees with the subtleties of service that make work more interesting. Once that new foundation of knowledge is established, then in phase two managers conduct their own monthly 90 Minute CAST™ (Customer Service Team) Meetings. The learning, therefore, shifts from being a one-time event to an ongoing process. The fascinating and sometimes frustrating art of enhancing customer perception is that there's always room for improvement. That makes even the most seemingly mundane jobs much more interesting. From the moment our clients conduct their first CAST™ Meeting, they notice the emergence of a much more motivated and engaged workforce. So do their customers!

The irony when it comes to training employees is that a lot of managers believe they can’t afford to train employees because they have high turnover. The truth is they have high turnover because they aren’t providing ongoing education or growth for their employees. Employees don't quit jobs when they’re overworked. They quit jobs when they’re bored-or worse; when they are being paid enough to physically show up but have mentally moved on. Everyone loses.

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Why I love Toronto Our contest question: Tell us why you like to hold your events in Toronto or why you would like to hold your events in Toronto, and you could win two nights accommodation at the beautiful Westin Harbour Castle located downtown Toronto on the waterfront. The winner will also enjoy dinner for two and a round of billiards at the historical Academy of Spherical Arts and enjoy a $100.00 shopping trip to Tilley, located at the Queens Quay Terminal, steps from your hotel.

This prize is valid until December 31, 2009.

Toronto offers something for everyone!

Melissa Popadynec, The Canadian Payroll Association I like Toronto for my meetings. So much to see and do for delegates – theatre, museums, Science Centre, arts, ROM, the Zoo – I took delegates to the Zoo but they would not let me leave them (ha!).

There are so many great hotels, unusual venues and easy transportation.

Marion G. Fuller CMP, Practice Solutions Ltd.

Below is a sampling of the responses we received...

Aside from great dining and attractions, Toronto always has a great musical or production on which spices up any conference.

Nancy Dufour Zitzmann, Event Coordinator/Planner We love to hold our events in Toronto because we are proud of Canada and Toronto meets all of Canada’s expectations when hosting our national and international conferences. Toronto’s spectacular landscape from Lake Ontario is just the beginning and it gets better from there. The art galleries and museums, the culture and plays and the multiculturalism play a huge part in our decision to choose Toronto as a destination. The hotels accommodate all sizes of groups, a wide range of budgets and restaurants offer quality, cleanliness and scrumptious menus. The flowers this year in Toronto have been magnificent and the city has gone all out to make Toronto a destination of choice. The city’s leadership and hospitality services are obviously working hard to showcase Toronto. Oh, and Toronto is romantic for those of us who are totally in love with nostalgia.

Elizabeth A. Sharpe, BPI Consulting We have booked Toronto for our international meeting in 2009 for its accessibility to international flights. Delegates will be coming from all over the world.

Its cosmopolitan flavour attracts international delegates which will make our conference a success. Many first class hotels are in the downtown area again add accessibility to the many bedrooms needed to host such an event.

Toronto is therefore attractive to many international travelers and ensures that our conference will be well attended.

Toronto is on the radar…

Richard McCoy, CAE , AMMI Canada / CFID I like planning events in Toronto as you never run out of ideas for your events, from the Casa Loma, to the CN Tower, an event on the Islands or going out to the theatre.

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I would like to hold a conference in Toronto because of the variety of activities and culture in the big city. The options for off-site events would undeniably meet everyone’s tastes!

Trinity Wittman, Canadian Orthopaedic Association We are using Toronto because it is central and easy to reach from any part of the country and the majority of my sales force is from Ontario. It is a cosmopolitan city and there are a lot of new and interesting venues. I use Toronto for sales meetings, incentive meetings, regional and launch area.

Sylvie Kanho, Abbott Laboratories Limited I like to hold meetings in Toronto whenever possible because it is a great city and a great location. It is central enough that members from anywhere it Canada can get there easily. There’s a great choice of hotels, restaurants, theatre, and last but not least, shopping.

June Piry, CAE, BC Real Estate Association

I like to hold events in Toronto because a lot of our candidates are from the area. It is also easy to access through the island using Porter Airline.

Doris Lavoie, National Dental Hygiene Certification Board Because we have attendees coming from all over Canada to our events, Toronto is an excellent location. Firstly there are direct flights into Toronto from most cities in Canada. The Island airport is very convenient for our staff to fly into from Ottawa. Second, Toronto knows how to cater to business clients by providing full facility meeting locations, and if I need bulk copying Kinkos or Staples are always just minutes away! Thirdly Toronto allows our meeting participants a choice from various leisure activities to enjoy after our

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Why I love Toronto!

CONTINUED FROM PAGE 35 meetings, and if it’s a nice dinner that’s on the evening agenda, there is always a great place recommended by the concierge at the hotels. We find our meetings quite productive when our participants can get out and enjoy themselves while in the city.

Lorraine Cheechoo, Assembly of First Nations I like to hold my meetings in Toronto because visitors/participants have a huge choice of venues that accommodate an almost unlimited number of opportunities, food choices, entertainment, etc.

When organizing events, I have never heard anyone say “Oh I don't like (or) hate Toronto,” “I don’t want to go to Toronto,” or “There’s nothing to do in Toronto.”

We are relatively close to casinos, the cottage area, ski slopes, Canada's Wonderland, Oktoberfest, US cross border shopping and Niagara Falls. We have Greektown, Chinatown, the Italian district, the Lakeshore, Little India, Yorkville, the Beaches. We have Centre Island, world class sports teams and facilities (just ask any Blue Jays or Toronto Maple Leafs fan), museums, and events that draw attention year round, like Caribbana, Gay Pride Parade, St. Patrick's Day Parade, Santa Claus Parade, the CNE, Summerlicious, Winterlicious, Science Centre, Casa Loma, Ontario Place, Pioneer Village,

and the list could go on and on.

We have old and historical and new and innovative and everything in between. Toronto offers EVERYTHING! The ONLY reason why the whole world doesn't live here, is because we don't have the space.

Linda Mountford, McKesson Canada Toronto is great place to hold events due to the large number of things to do for the event attendees when they are not participating in the events. It is also in close proximity to a variety of transportation modes, via air, land and sea! There is also a large variety of venues to choose from, no matter whether a small private meeting or a huge corporate affair!

Terry Adamo , Canadian Manufacturers & Exporters (CME) I love holding events in Toronto because of the wide variety of options for a venue. You have access to so many entertainment options and attractions. Especially when planning an event for a provincial or national audience, Toronto is a wonderful showcase of what Canada has to offer. There are so many traditional and innovative options for venue, food, entertainment – the sky is the limit!

Andrea Worrell, WMHC Here’s why I like to hold events in Toronto: Because the city has so much to offer. It’s booming with activities, events, festivals, plays, shows and has wicked off-site venues, bars and restaurants, not to mention a ton of hotels to suit everyone’s budget and fancy. As a planner, having these kinds of choices is a huge advantage because you can always surprise your group one way or the other. Whether you organize a meeting every year or not, you can always find something new, unusual and fun to do and/or experience. Furthermore, Tourism Toronto is a fantastic ambassador for the city and a great partner in planning events – you can always count on their help and support.

Carole Brault, CMP, CPMA /ACDFL

The winner of the Grand Prize is...

Elizabeth A. Sharpe BPI Consulting Congratulations and a special thank you to our sponsors the Westin Harbour Castle, the Spherical Arts and Tilley.

And thanks to YOU for participating!

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Male and female leaders: Getting the best of both worlds

BY BARBARA ANNIS INTRODUCTION If you were preparing for a meeting with Koreans and Brazilians, you would be keenly aware of how those two different cultures might react to your facilitation. Yet when you are preparing for a meeting with men and women, do you think about how those two different genders will react?

Perhaps not.

Talking about the differences between men and women is politically sensitive, but it is an area rich with nuance and possibility. In recent times, we have intentionally tried to blind ourselves to gender differences, but this trend has proven to be detrimental. Neuroscientists have discovered some amazing things about gender. While cultural differences are just skin deep, gender differences are embedded deep within our brain structures. Yes, socialization has an impact on gender roles, but we now know that there are more than 100 structural differences between the male and female brain. Men and women resolve conflict, solve problems and communicate differently.

WHAT MALE LEADERS NEED TO KNOW When a meeting gets intense, the brain chemistry in men acts very differently than the brain chemistry in women. Under stress, the male brain floods with testosterone, increasing aggressive tendencies. Men get louder, more assertive, and fight for dominance. Under stress, the female brain produces oxytocin, a hormone which encourages bonding. Women generally step back, quiet down, and seek to find agreement.

The chairperson might interpret a woman’s stepping back as a sign that she doesn’t have anything to add, and may concentrate on the men who are fighting for the floor. But the gender intelligent leader will recognize that women simply don’t want to fight, not that they don’t have essential insights. In fact, if the chairperson recognizes that the woman’s instinct is to bring harmony back to the group, he can use that to his advantage.

Another gender difference that shows up in meetings relates to asking questions. Women tend to ask a lot more questions than men. They dig for more detail. A male leader may find this tedious and try to rush past the questions—this is a mistake. The female brain has more neural connections than the male’s, and this is probably the reason they are more concerned with and better able to handle a wealth of details around a situation. Encouraging the women to ask detailed questions enables them to build up their own mental picture of the issue. This can lead to novel perspectives of a sort you are less likely to get from the men in the room.

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Women also tend to voice their ideas as gentle suggestions, such as “Have we thought about spending more time on the pilot?”

A man thinking the same thing would say, “Look, we’ve got to spend more time on the pilot!” The leader needs to listen for the gentle suggestions from the women and give them due credit, not wait for a man to hammer the same idea across five minutes later.

It should be clear that we have only scratched the surface here. But most likely if you reflect, you’ll realize that you’ve seen these gender differences play out in the workplace. It’s up to the male leader to tune in to these differences and respond appropriately.

WHAT FEMALE LEADERS NEED TO KNOW On hearing what male leaders need to learn about gender differences, female leaders typically clap loudly in agreement.

But the first thing female leaders need to know is that the problem isn’t all on the male side. Women think they understand men, but the situation is not that simple. Women frequently misunderstand men, and female leaders need to be aware of the common types of misunderstanding.

If a woman leader is giving a detailed, wordy presentation, they may notice men breaking eye contact, fidgeting or zoning out. Women often see this as a sign of disrespect. This isn’t the case. Men can’t process as much auditory information as women. Submerse a man in too many words and the male brain is flooded; he needs to take a break. Simply taking a pause and asking the men to summarize what they’ve heard as the key points so far allows them to process the information in a way they can make sense of.

Men also are more action-oriented than women. They want to know: “What’s the next step? What’s the top priority?

What do I do now?” Female leaders should recognize this tendency and adapt to that style of thinking.

CONCLUSION If we go into a meeting recognizing that men and women are as different—or even more different—than Koreans and Brazilians, then we are in a position to correctly read them.

We will be better at getting our message across to them, better at understanding what they are saying, and better at facilitating the group as a whole. These new insights into gender differences, drawn from brain research, mean that we can stop pretending to be the same, and instead can draw strength from our differences.

Barbara Annis is the Chief Operating Officer of Barbara Annis & Associates. She can be reached at: www.baainc.com.

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An economic impact study in Canada that tells the story

BY RITA PLASKETT, CMP, CMM

his is a long awaited moment in Canadian history as we launch the results of the first ever Canadian Economic Impact Study in the meetings industry. We have all either worked in or been associated with this industry for most of our working careers. When asked in the past to define or quantify the value of this industry or the professionalism of our chosen careers, it was difficult to articulate.

Leadership on the part of Meeting Professionals International (MPI) and the trailblazing of MPI Foundation Canada resulted in the commissioning of a study to accomplish this milestone. In 2006, MPIFC (Meeting Professionals International Foundation Canada) engaged the services of Maritz Research Canada and the Conference Board of Canada to conduct the data gathering and analysis. This is the first study to utilize the United Nations World Tourism Organization’s (UNWTO) measurement model, which permits quick and accurate comparisons of meetings industry performance against other industries and the economy as a whole.

The results were astounding!

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education and communication across industries. This study also underscores the opportunity and the ethical obligation for the Canadian meetings industry to practice corporate social responsibility, through environmentally sustainable practices as the need for face-to-face meetings remains.

Beyond the industry’s economic impact, this definition recognizes that the meetings we organize and supply do not happen by accident. They generally have a purpose, and that makes them an important part of the glue that holds our economy and society together.

To view the complete report or download the results, visit www.mpiweb.org.

Rita Plaskett is President of ASSET (a meeting management company), Chair of the Economic Impact Study, MPI Foundation Canada and Chairwoman of MPI Foundation Canada.

She can be reached at: rplaskett@rogers.com.

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STUDY REVEALS MEETINGS ARE A VERY IMPORTANT ECONOMIC ACTIVITY In the study base year 2006, the meetings sector generated $32.2 billion in direct spending, with 70.2 million total participants, and 235,000 full-year jobs. While 57% of meeting participants were local residents, 39% were Canadians from outside the local area, and nearly 4% – over 2.4 million – came from the United States or other countries. Of all participants, 45% attended meetings in purpose-built venues like convention centres, 46% in hotels and resorts and 7% in special venues. There were 671,000 meetings in Canada in 2006, of which 126,000, or 18.8%, were conferences.

This clearly demonstrates that the meetings industry is a very important economic activity; it is larger than sectors like motor vehicle manufacturing or forestry and logging and just under half the value of tourism.

This study provides the first unified methodology data measurement of dollars spent, jobs created, and tax revenues generated by meetings and events in Canada. The results demonstrated the seriousness and the value of meetings in the economy as a whole and the credibility of a “meeting professional” as a chosen career.

By measuring the size of the Canadian meeting industry, MPIFC has demonstrated the potential for meeting professionals to make a difference and create a common language for 38

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As a business leader, you have the opportunity to elevate your enterprise from merely being a place where employees go to earn a living, to a place where employees satisfy their innate need to learn and grow. That’s a learning organization where the flavour of work is like well brewed tea... richer and more satisfying for everyone.

This article is based on the critically acclaimed book Becoming a Service Icon in 90 Minutes a Month, by customer service strategist and professional speaker Jeff Mowatt. To obtain your own copy of his book or to inquire about engaging Jeff for your team, visit www.jeffmowatt.com or call 1.800.JMowatt (566.9288).

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PLANNER

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September ’08