Zain Jaffer is a tech entrepreneur and the founder and CEO of Zain Ventures, an investment firm with more than $100 million in assets under management. Zain Ventures invests in a variety of initiatives, including commercial real estate, technology start-ups and private equity. Visit zain-ventures.com.

Under the restrictions of COVID-19, corporate travel was one of the first activities to meet its end, and it’s been one of the slower forms of travel to resume. Now, as the rollout of the vaccines slowly removes some of those barriers to corporate travel, experts and industry analysts are watching closely to see how the next phase of post-pandemic demand will take shape.

Video conferencing has made it possible for important meetings to transcend the physical realm, diminishing the necessity of travel in some cases. And new sustainability concerns are creating more pressure on employers to reduce their company’s carbon footprint, which, in some cases, means scaling back the amount of air travel.

Still, the end of corporate travel is nowhere in sight. Future business trips might be more localized, longer in length, and less frequent, but meaningful business takes people all around the world, and it will continue to do so in the post-pandemic landscape. Travel and hospitality professionals might see less volume and more repeat business. With that new model in mind, winning the post-pandemic demand is imperative. Here are a few important areas of focus for travel and hospitality professionals to prepare their offerings for the post-COVID executive.

Tech for More Convenience

Opulence has lost some of its shine in the post-pandemic economy. More than high-end, in-flight meals and massive first-class seats, professionals are looking for two things when they travel: safety and convenience. To that end, the right technological investment can help travel professionals offer more streamlined, more contact-free experiences at scale. Those who do will be distinguished, those who don’t risk falling behind.

A pillar of convenience and efficiency is the replacement of staff-customer interactions throughout the corporate travel experience. Born from the urgent need to social distance, contact-free operations are taking over every aspect of travel where person-to-person interactions are taking place.

Progress in biometric technology is leading the way. Facial recognition cameras are now populating airport screenings, helping lines move faster by cross-checking travelers’ facial scans with passport photos stored on a digital file. A potentially safer way to verify traveler identity, fully automatic biometric technology could create a new navigational strategy for airports, allowing travelers to bypass the well-known headache of TSA queues without compromising on protocol or safety.

Similarly, contact-free experiences are elevating corporate accommodations. Smartphone-enabled apps and booking platforms can virtually confirm a traveler’s identity, providing them with a digital room key for self-enabled room access. Hotel apps are becoming a one-stop-shop for processing payments, verifying guests, and extending services such as hotel reservations and room service without the need for any person-to-person engagement.

Self Service for Guest Satisfaction

Biometrics and integrated hospitality apps are eradicating many of the staff-customer touch points. But for those processes that can’t be automated, guests are showing an overwhelming preference for tech-enabled self-service options. Companies like Amazon and Uber Eats have been at the forefront of the self-service trend, and travel and hospitality professionals have quickly followed suit.

Self-serve retail kiosks are seeing rapid adoption in airports, hotel gift shops, lounges and convenience shops along the travel experience. Purchase kiosks are the official preference among consumers who prefer contactless, efficient in-store experiences. Major players like Amazon Go are taking self-service to new levels; automated Seattle retail stores now allow shoppers to scan their phone and track their items with a camera throughout the store, routing the total charge to a payment solution on the customer’s smartphone before they go. Similar solutions will no doubt be integrated into hotel dining areas and in-flight guest services.

The Rise of Voice Control

During the pandemic, people became more dependent on the powers of voice-activated smart home integration devices like Alexa. For executive travelers, it’s important that those voice-control capacities are a part of their travel experience. Forward-thinking accommodations are implementing iPad and mobile-based room controls that allow guests to toggle lighting, temperature, amenities, and steaming services with the use of their voice. And while the uptake has been slower in travel, it wouldn’t take much imagination to envision a first-class seat with voice-controlled air conditioning or a mobile concierge. Voice control is certainly not a new phenomenon, but it’s becoming more of an expectation than a value-add. Soon, executives will be able to restock their mini bar or order their favorite coffee simply by saying the magic words to an in-room iPad.

Bleisure — Here to Stay?

Months of COVID-era operations have blurred some of the lines between business and leisure. Living room spaces have become home offices. The previously reserved hours between 9 to 5 are more flexible; conference calls could be taken on a hike or on the way back from dropping the kids off at school. Business trips, too, are expected to slowly merge with leisure travel. A combination of the words ‘business’ and ‘leisure,’ many industry experts are pointing to the rise of “Bleisure” travel, where professionals will take a blended approach to responsibility and recreation.

If that trend continues to take shape, hoteliers and travel professionals have a chance to blend their offerings and elevate their business packages. Travelers might be looking for more spacious accommodations, such as homes, in which they can have ample outdoor space and enough bedrooms to bring their family. Hotels in meetings and conferencing areas might extend more experiential offerings; a shuttle to nearby hiking trails, or guided tours through nearby attractions to help travelers explore the local scene. Home and work are becoming more flexible, and executives are increasingly interested in longer stays in new locales with immersive cultural experiences. Hoteliers and travel professionals who can gear their offerings toward a blend of corporate and leisure offerings will be well-rewarded throughout the next phase of corporate travel.

The after-COVID market will begin to separate in several places. Technological investments could act like tectonic plates, separating companies that make the leap from those that fail to act. Among the highest priorities, tech that enables contact-free convenience, self-service, and voice activation are important areas of focus. Travel offerings that merge business and leisure will be properly positioned for the new approach to corporate experiences. Most importantly, business travel will come back online, but it won’t look the same. Smart tech solutions allow travel and hospitality professionals to pivot in accordance with the changing corporate consumer needs.   C&IT

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The hurdles to planning a convention or corporate meeting seem to get bigger every year, but new technology has been able to simplify things for planners and offer solutions for many of the challenges they face. Many of the major meeting industry associations, such as MPI, PCMA and IAEE, have a lot of commentary that can help planners understand the tech out there, and just about every aspect of the meeting planning process can be assisted using technology.

Technology is important when it comes to planning events because it provides meeting planners with the data needed to make effective decisions that would be greatly beneficial for everyone involved. This helps ensure that productivity is maximized, no resources are wasted, and that the objectives of the event are met. But the COVID-19 pandemic has thrown a curve ball into many of the meetings, conventions and incentive travel trips planned over the last year, and uncertainty still looms over what’s to come despite the vaccines. Thankfully, some innovative technology is helping planners deal with these challenges as well.

The Virtual Conference

Don Donahue, senior director of business development for JoinIn, responded swiftly when COVID first became a problem for the industry by creating a new platform to help its international clients. “When the pandemic first hit, we quickly pivoted to building a virtual platform to serve [what we thought would be] our clients’ short-term needs, thinking all may be good and back to normal by fall,” he says. “When it became clear that was not going to happen, we invested more into the tools and services our clients, and many others, needed when we launched JoinIn [last] summer. The ease of use of our platform and customization, as well as post-event analytics, are key to meeting planners to represent to their clients as they look for virtual solutions.”

JoinIn is built from an event producer’s point-of-view. The platform offers high-touch concierge services, customization and fluidity, which takes away some of the intimidation people feel when thinking about attending a virtual meeting. “We also offer the ability to send your attendees the ‘fun’ parts of attending an event — gift bags, entertainment activations, engaging award dinners and ceremonies,” Donahue says. “We are doing our very best to close the gap between where we currently are, and where we want to get back to.”

JoinIn also offers a Virtual Briefcase, which collects content from the meeting, and a full-service exhibit floor, where vendors have five different custom booths to choose from where they can place their products and disburse information extremely easily. “To be successful, you need engagement, engagement, engagement,” Donahue says. “How do you keep people’s eyes on the content? Gamification, beautifully shot content [as opposed to Zoom calls] and interactivity are key ways to measure your group’s engagement in the content. We believe JoinIn provides this in a very easy-to-use way.”

Corbin Ball, CMP, CSP, DES, MS, founder and president of Corbin Ball & Co., a meeting planning and trade show specialist, notes there has been an explosion of innovation in the area of virtual/hybrid event platforms that will change the events industry significantly after the pandemic is gone. Hybrids combine a face-to-face event at a physical location, with a virtual online component for remote attendees. However, it’s important to realize that a virtual meeting is completely different from a face-to-face meeting. “Production values need to be high — think TV production values — the attendees’ attention span is shorter, the content should be very compelling and engagement tools [polling, social Q&A, breakouts, gamification] should be used whenever possible,” Ball says.

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Zooming In

No doubt, the biggest result of the COVID pandemic on meetings and events has been the transition to virtual conferences, as almost all meetings that were scheduled for summer and fall of 2020 were held virtually for the first time. Event conferences are going to be changed forever, and there are several platforms that allow participants to explore just like if they were there live — walking through the aisles looking at vendor tables, stopping and meeting with reps, and going to listen to speakers is now all possible online.

For example, Keith Willard, an event planner in South Florida and president of Keith Willard Events, changed all of his meetings to Zoom in the nine months after the pandemic lockdowns started in March 2020. “The ability to connect multiple people in multiple cities and then share screens/share file options is a game changer,” he says. “Even after the world returns to a more normal place, I will continue to use the Zoom platform to meet with clients. The ability to do everything that I would do in person without having to get on a plane or stay overnight helps reduce the overall production cost and allows me a lot more flexibility with my schedule.” The ability to continue planning in this way is essential for a number of reasons, most importantly being that things still need to get done. “We still need to meet with the florist, entertainers, venues, etc., and Zoom makes that all possible,” Willard says. “The second part is to help people still have some normalcy and joy in planning. By still being able to continue with appointments, we can keep the dream alive.”

To be able to run an effective online meeting, a planner needs to know and understand intimately the program they are using. “Zoom has lots of options, including sharing your screen, creating breakout rooms, video sharing and such,” Willard says. “If you don’t know how to do it, then these accessories are useless or clumsily used. One easy one that comes instantly to mind is the use of a waiting room. Zoom now requires a password for a waiting room. A simple click will play a sound to let you know that there is someone waiting to come in, but if you don’t know to click that option, you could easily forget.”

Additionally, those running the meeting must ensure that all the participants know what tools they need to be a part of it. For instance, Willard does a weekly show and has to be fairly specific about the use of headphones. “Most would play the sound through the computer speakers, but it creates a feedback loop that they may not be able to hear, but everyone else can,” he says. “This can also be said about internet connection and equipment. Examples would be that many try to connect using an iPhone. How you get to the options on an iPhone is very different than a computer.”

A big part of planning starts with a floor plan. Allseated is an online floor-plan program that allows planners and venues to create floor plans that can easily be shared with the client and other vendors. “I pair this with Zoom so that I can work with the client in real time to adjust the floor plan, and with a click of button, turn into a 3D rendering where we can virtually walk through the space,” Willard says. “Having the ability to adjust floor plans on the fly is more important than ever now since guest lists seem to be changing by the hour.”

Deanna Nwosu, CMP, DES, founded Deanna Camille, a meetings and events company in the Cleveland, Ohio area. Her team offers valuable support to planners and speakers alike. She is in favor of Slack for communicating virtually. “It’s a great way to communicate with vendors and share files as I’m working on them,” she says. “The ability to set up different channels means I can set one up for each event and attach vendors where applicable.” She also likes using Google Suite products such as Sheets, Docs and Slides, as editors can all work on the document simultaneously. “Using Google docs is great for engagement in virtual events too,” Nwosu says. “Speakers can create a page for notes and encourage attendees to add their takeaways, and now you have a collaborative learning environment and a post-event, crowd-sourced resource.”

Other live event-streaming services that meeting planners can take advantage of are GoToMeeting, Skype for Business, On24 and Aventri, which has recently integrated virtual events into its platform with the ability to host meetings as small as five attendees to large single sessions of 5,000+.

Wearable Devices

While smart watches and similar wearable devices were created to track fitness levels for the most part, scientists at Stanford University found they may have a higher purpose in fighting the coronavirus pandemic. In a study, researchers found that since these devices are measuring vitals all the time, they can detect when someone starts to get ill, because the heart rate jumps about four days before COVID symptoms appear. This is something that meeting planners and the venues hosting conferences think could help them in keeping those who are positive for the coronavirus safely out of their events, and are now expected to be part of pre-show checks.

Additionally, wearable devices and phone apps utilizing Bluetooth tech can also assist in helping control social distancing. For instance, last fall, Northstar Meetings Group relied on this sort of tech for an in-person meeting attended by 75 meeting professionals and 1,000 remote attendees that took place at the Mohegan Sun in Mystic Country, Connecticut. All attendees wore social-distancing wristbands provided by PC Nametag, which buzzed and set off an alert whenever someone came within 6 feet of another person with a wristband.

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Important Equipment

Streamline Event Agency provides full production services and prefers to create, capture and push the content across the JoinIn platform. “We provide a virtual streaming kit that is shipped to our speakers in one Pelican case,” Donahue says. “It contains a high-end ring light, 4K camera, top-quality microphone and teleprompter all in one unit. Once the client logs on, we can take over and control the shoot to insure brilliant quality.” However, if a client has a production company in place, JoinIn can work wonderfully as the host platform only. In these cases, Donahue recommends planners invest in good cameras, lighting, audio, and scenic creative pieces to provide the best audio and visual elements at a conference.

Willard notes a good camera that has a microphone built in will take you a long way. “Most people that are attending an online meeting will never have to go much further than a camera/microphone as far as equipment,” he says. “As a planner, I upgraded my camera, bought a separate microphone and upgraded my Wi-Fi. The camera is able to adjust to any light, which allows me not to use a ring light, and a separate microphone that is directional to reduce any noise that may be coming from another room, and Wi-Fi, because nothing is more annoying than when a person’s image freezes over and over and over.” He also invested in online production software that allows him to produce event advice programs that can either be pushed out to Facebook, YouTube, and LinkedIn or record to a podcast.

In most cases, Ball does not recommend purchasing expensive A/V equipment unless there is repeated regular use. “For example, if you are running a small, single-room event many times a year, the purchase of a data projector would be justified,” he says. “However, if you are running a large annual convention with many breakout rooms, it often does not make sense to purchase, maintain, ship, setup and secure a large inventory of data projectors that will likely be obsolete in a few years. The equipment and setup of large general sessions should be left to the production company pros.”

Clearing the Air

One of the worries of anyone who enters a meeting now is being in a crowded, poorly ventilated room. The same is true for traveling on a plane or train. Chad Leveritt, principal of Summit Consultants Inc., which performs highly specialized mechanical design and energy analysis studies, notes hotels and others in the hospitality industry need to consider improving air quality and air movement in accordance with the American Society of Heating, Refrigerating and Air-Conditioning Engineers (ASHRAE) airborne infectious disease mitigation recommendations.

One of the most obvious ways to fight pathogens and improve air quality is by utilizing outdoor ventilation, but if meeting outside is not an option, venues can rely on air dampers to eliminate air circulation; disable demand-controlled ventilation; add portable room air cleaners with MERV13 filters to trap airborne viruses; introduce indoor air-quality sensors and bring in Ultraviolet Germicidal Irradiation (UVGI) technology to assist in killing microorganisms. Joe Urso, founder, chairman and CEO of ActivePure, an air- and surface-purification technology proven to kill pathogens and contaminants, notes the issue of traveling for conventions and meetings is all about trust. “For peace-of-mind, attendees must trust the air that they breathe and the surfaces that they touch are adequately disinfected and clean,” he says. “Within our own homes, we feel safe because we know the measures we take to ensure safety. However, when we leave infection control to others, we must trust that they take the same steps we do. Often, they do not.”

He notes the safest way to travel is to bring an active air-purification device with you. Active air-purification systems take regular air and water molecules and convert them into supercharged molecules. Released back into the room, these supercharged molecules fill the entire space. “The supercharged molecules are on a mission to literally seek and destroy pathogens and contaminants within a space — on surfaces and in the air,” Urso says. “This process happens in real-time, 24/7.”

Even if a space has been disinfected with chemicals, once humans enter, the space is no longer disinfected. Humans breathe, talk, sneeze, cough and touch surfaces, potentially contaminating the air and surfaces with millions of microorganisms. And even if a property claims to have ionization, UVC lights and other HEPA filtrations in place, these are not adequate solutions for real-time disinfection or decontamination of an active, ongoing place. “Also, [meeting venues] are by their very nature, high-traffic areas, and new contaminants are constantly being introduced,” Urso says. “Ionization, UVC lights and HEPA filtrations simply cannot clean the air fast enough. For airborne contaminants to be contained in capture-based air purifiers, the contaminant must make its way into the device through the air and then travel through its capture mechanism [usually a HEPA filter, carbon or UVC light]. If a space has an active air purification system in place, the supercharged molecules are continually looking for and destroying these new pathogens as they are introduced.” Look for these types of systems to be widely used in venues going forward by savvy planners and attendees.

Looking Ahead

There is no doubt that virtual meetings are here to stay and will be a big part of the industry going forward. “Even when meetings are completely safe to attend in person, the add-on of a virtual platform will give companies, organizations and associations the ability to sell far more tickets to those interested who may not want to travel or have the budget,” Donahue says. “Integrated virtual will be a positive the event industry takes away from this devastating year.”

Technology has already come a long way in the last five years. Planners now have the ability to book appointments virtually, connect virtually, do floor plans virtually and even build 3D models to help clients visualize their spaces. “We used to have to pay someone to build even the simplest 3D model,” Willard says. “The fact that I only have to click a single button and the space is converted instantly to 3D modeling now is wonderful. Moving forward, it’s just going to get easier and more advanced.”

For planners to stay competitive in 2021 and beyond, it’s important they start figuring out how to make the most of the available technology. C&IT

Ships across the Celebrity fleet are utilizing the latest cleaning and heath and safety technology to make sure passengers can have a worry-free experience while aboard.

The close-quarters nature of ships and early emergence of the COVID-19 virus aboard ships put a spotlight directly on cruise lines in a way that few other industries were subjected. But those early issues gave cruise lines a head start on fully understanding problems related to virus spread and finding solutions for them.

In early July, Royal Caribbean’s Serenade of the Seas became the first large cruise ship to call to Alaska since the 2019 cruise season, and ships are now sailing out of Florida. The Celebrity Edge sailed from Fort Lauderdale in late June, making it the first ship to sail from a U.S. port in more than a year. Ships are also now sailing in the Caribbean, Asia, Europe and beyond. That’s not just critical for the cruise lines; it’s critical for all those ports and the small businesses within them that depend on tourism to survive and thrive.

How are cruise lines managing their relaunch, what are the challenges, what are they doing to keep passengers and meeting attendees safe, and is there reason for optimism?

The Challenges

“The biggest challenges now are getting back to full operation and overcoming barriers in booking,” says Rob Coleman, senior director, charter and incentive sales for Holland America Line. “Our guests want to know this will look and feel like a cruise they expect. They want to know it’s safe, so we’re telling that story and providing information to communicate this to them.”

From the meetings, incentives, conferences & exhibitions (MICE) perspective, he adds, “It’s very much the same issue of booking barriers, but the economy and businesses must recover as well. Some are doing well and beginning to use travel incentives again. Others are building up to it. We typically plan these programs 12 to 36 months in advance, so even if a company is just starting to ramp up, we can discuss timing and options.”

The Carnival Horizon and the Carnival Mardi Gras set sail from Miami recently as cruising resumed across the country.

Not surprisingly, ever-changing guidelines are an issue, says Christine Duffy, president of Carnival Cruise Line. “We’re finding that our biggest challenge at the moment is working through the constantly evolving guidelines and then communicating this information to thousands of guests and crew. Our teams have been working diligently to make sure our guests and crew are updated on the latest information, and that has gone a long way in our successful resumption of service.”

Lisa Vogt, AVP, corporate, incentive & charter sales with Celebrity Cruises, puts vaccination issues at the top of the list. “But we’re already finding solutions, and are collaborating with health and political officers to make the safest environment onboard for all guests and crew.”

At Scenic Group USA, which operates Scenic and Emerald Cruises, Maggie Carbonell, VP marketing, points to rising prices. “There’s been increased pricing across the board — air, hotel, cruise — and it’s understandably scary to some clients. The industry isn’t bringing back all products at once, and that restricted supply is causing increases, as is pent-up demand from travel-hungry guests. Our job is to allay fears and make sure the MICE booking advisers understand we’re ready to work with them.” Also concerning, Carbonell adds, “is that it’s still a fluid situation with COVID and what each country is doing regarding opening up again for visitors.”

Jerry Vaughn, president of CEALS — Meeting & Incentive Programs, which sets many programs at sea, points to something else entirely: lack of adequate space. “The single biggest issue is the availability of meeting space to conduct events. The more complex the meeting, the more challenging space becomes. Classroom-style setups are very difficult to work with if you have a group of any size.” Unfortunately, he adds, “I don’t see any expansion of dedicated meeting space on cruise ships. To the contrary, much of meeting space on existing ships has been reduced or eliminated. It will depend on the type and size of meeting, but it is going to be very challenging.”

Moving Forward

Challenges aside, the cruise industry is moving forward, albeit gradually. “We feel like clients and buyers are jumping into the shallow end of the pool, but with enthusiasm,” Carbonell says. “This pandemic has caused a sea change in the industry, as many companies have come to realize how dependent we are on one another, and the need to be flexible, fluid, nimble and patient has never been more important. Remaining apprised of evolving protocols and in-country restrictions is essential. Developing even closer relationships with the countries we sail through has helped us with the planning and timing of announcing the restart of river cruising. And our ongoing communications with our guests allow them to make travel decisions based on their own comfort levels.”

At Holland America, Coleman says, “The immediate and long-term focus is on our return to service and continued ramp-up to eventual full service and full capacity on all our ships around the world.” Holland America started sailing to Alaska out of Seattle in July, followed by sailing in Greece. For fall and winter, the focus is Mexico, the California Coast and Caribbean. “In the U.S., we have a clear path to cruising through the guidelines for fully vaccinated cruises,” he says. “We’re working in other regions to clarify requirements, but expect we’ll be able to operate in a similar manner and with a fairly typical onboard cruise experience.”

Duffy says Carnival resumed service over the July 4 weekend as Carnival Vista sailed from Galveston and Carnival Horizon departed from Miami. The summer Alaska program followed soon after, as did West Coast operations and the introduction of the fleet’s “newest and most innovative” ship, Mardi Gras. “Our guests, as well as our crew, were very excited to resume sailing after a nearly 16-month pause in operations,” Duffy says. “It was quite emotional for everyone involved, myself included, as I sailed on Carnival Horizon’s first cruise back. As for the next 18 months, more and more ships will gradually begin sailing, and we should have our entire fleet back to full service by the end of the year.”

The Silver Whisper, part of the Silversea Cruises fleet. Silversea, like other cruise lines, is looking forward to increased MICE bookings.

Silversea Cruises was the first cruise line to return to global ultra-luxury cruising with voyages in Greece and the Galápagos, which started in June. The line, part of the Royal Caribbean Group, also announced new summer voyages in Alaska, which started in July. Made possible by the passing of the U.S. Alaska Tourism Restoration Act, Silver Muse set sail on round-trip voyages from Seattle in late July as the first ultra-luxury cruise ship to visit Alaska this summer, following a varied series of 10- and 11-day itineraries. These extended voyages will enable Silversea’s guests to journey to some of Alaska’s most breathtaking ice structures, including the Sawyer Glacier and the Mendenhall Glacier, as well as experience the state’s remarkable landscapes, wildlife and remote communities, such as Ketchikan, Juneau, Wrangell, Skagway and Sitka. “We proudly continue to lead the ultra-luxury cruise industry’s healthy return to service and commend the leadership of Alaska and Iceland for taking steps to advance the safe resumption of global travel,” says Roberto Martinoli, Silversea’s president and CEO in a news release.

Vogt thinks the industry will emerge “even more energized, with new changes that attendees will be happy to see and would like to stay in place.” She adds, “We’ll continue to flourish. Our guests love cruising.”

Onboard Meetings & Incentives

For meetings and incentives, it will likely take time before things return to pre-pandemic norms. Vaughn thinks incentive programs that don’t have any meeting component will likely do well and thrive. However, he says, “I think meetings on ships will be pretty tough over the next 18 months. In addition to space, the biggest issue will be perceptions of cruise ship safety given the negative publicity generated in the media regarding COVID and norovirus.”

Carbonell notes that, “2021 isn’t totally open yet, and even if it were to magically open today, MICE business typically doesn’t book this close in. Many of our clients are looking toward 2022, 2023 and beyond. Because our product is geared toward smaller groups with more personalized attention, we can respond quickly to the fast-changing situation we expect to see for the rest of 2021. But it’s important for those booking MICE to realize that, due to pent up [market] demand, we’re seeing a shortage of charterable dates in the near future, so they should move quickly to propose dates,” Carbonell says. “We also expect buyouts to grow, which have always been very popular on more intimate ships. With our two brands, Scenic Luxury Cruises & Tours [which includes our ultra-luxury Discovery Yacht, Scenic Eclipse], and Emerald Cruises, we have a total fleet of 25 ships at this point [and growing], and we’re eager and ready to fulfill that increased demand.”

The ultra-luxury Discovery Yacht, Scenic Eclipse, is an example of the more intimate ships that are popular for buyouts for smaller groups. Photo courtesy of Scenic Group USA

Carbonell thinks MICE bookings will continue on an upward trend. “When 2020 began, it was one of the most profitable and exciting times in the MICE business. We’re already seeing strong interest and fully expect travel enthusiasm to return in full force as we get beyond the pandemic.”

Holland America is also seeing a surge of corporate interest. “Companies are building strategies for the next several years, and that includes motivating and incentivizing employees and customers alike,” Coleman says. “The past 18 months have helped many of us understand the value of travel to our health and outlook. It will certainly be the most desired reward in the incentive arena for the foreseeable future.”

Like others, Vogt is looking beyond 2021. “We’re seeing very busy 2022 and 2023 seasons. Meeting planners more than ever want to reenergize their attendees and provide time for team building — especially as so many participants have been apart from each other for so long.”

Freddy Muller, AVP global corporate, incentive & charter sales with Royal Caribbean International, is also seeing meeting and incentive bookings beyond the current year on the rise. “At Royal Caribbean, we’re starting to see an uptick in RFPs for 2022 and 2023, which is highly encouraging.”

Carnival, too, sees a healthy future for meetings and incentive programs at sea. “There’s been tremendous pent-up demand for Carnival cruises,” Duffy says. “In fact, our bookings for 2022 are surpassing the pace we saw one year out ahead of 2019. We’re seeing MICE and charter bookings well into 2023.”

Health & Safety

Cruise lines have taken a deep dive into onboard health and safety, and there’s every reason for meeting and incentive planners to feel safe booking programs at sea.

“The health and safety of our guests, crew and communities we visit, and operating in compliance with all regulatory requirements, are our top priority, and we’ve implemented a wide range of onboard protocols and procedures,” Duffy says. “We’re following the Centers for Disease Control and Prevention (CDC) guidelines and we’ve initially opted to sail with 95% of our guests vaccinated because, in the end, we feel it provides the best experience for our guests under the current guidelines. Under these guidelines, vaccinated guests don’t have to wear masks on board, nor are there physical-distancing requirements. Self-service buffets operate as usual. We’ve put all printed materials on QR codes, which not only provides a contactless experience, but is more environmentally friendly.” She adds, “There are some physical distancing guidelines that have been rolled out, with entertainers staying roughly 6 feet from guests when performing. Overall, the cruise experience is similar to what guests expect, and the response has been overwhelmingly positive.”

At Holland America, Coleman says, “Our highest priorities are compliance, environmental protection and the health, safety and well-being of our guests, crew and the communities we visit. All of our 2021 cruises are available for guests with proof of having received their final dose of an approved COVID-19 vaccine at least 14 days prior to the beginning of the cruise. While these cruises will be very much a typical cruise, much goes on behind the scenes. We’ve enhanced environmental sanitation, meaning public areas and staterooms will be thoroughly and frequently cleaned using a safe disinfectant proven to kill coronaviruses,” he says. “Our highly trained medical staff includes doctors and nurses capable of caring for a broad range of medical conditions, including dealing with COVID-19 patients. Medical centers will be equipped with COVID appropriate testing and treatment capabilities. Ships now have enhanced air filtration with a combination of increased fresh air and upgraded HVAC units with MERV13 (F7) filters throughout. Our onboard medical centers will have HEPA filtration and UV lighting technology for air circulation.”

Vogt says, “Vaccinations are adding an important layer of protection for all passengers and crew. We’ve also made changes to our food offerings to be more service oriented and less self-serve, and there’s 100% fresh air in all staterooms and even more sanitation than our already-high standards at Celebrity.”

Royal Caribbean has “a thoughtful, robust and multi-layered approach in place to make our cruises the safest possible for everyone,” Muller says. “We’ve developed measures to protect the health and safety of guests, crew and the destinations we visit. All cruises will depart with all crew being vaccinated, and testing and health questionnaires in place. Technology also plays a role. Royal’s mobile app has allowed us to accelerate game-changers, such as Muster 2.0, that will add to the guest experience and encourage healthy and safe practices. Behind the scenes,” he adds, protocols and practices include “100% fresh, filtered air with maximum ventilation, enhanced cleaning standards and expanded expert medical care, as well as agreements to ensure no prolonged stay onboard.”

On Scenic and Emerald cruises, Carbonell, says, “We continue to follow the protocols and suggestions made by the CDC, World Health Organization (WHO) and Cruise Lines International Association (CLIA), as well as working with multiple countries’ health agencies to ensure we go above and beyond for our guests and crew. The environment is ever-changing, and we’ll remain flexible in response. Many of the basics are already in place, including PCR testing, new hygiene protocols, cabins set aside for quarantine needs, excursions adjusted and organized to be the safest possible, and dining and social events done with proper protocols.”

At this time, Carbonell adds, “Guests are required to be fully vaccinated to sail and our crews are tested daily. Upon embarkation, guests will be informed of the latest health and safety procedures during safety briefings, and our crew is thoroughly trained on all aspects of these procedures. We’re doing everything possible to make sure guests are well and safe while still giving them a feeling of being welcomed as family.”

Located aboard Celebrity Edge, the Magic Carpet is the world’s first cantilevered, floating platform that reaches heights of 13 stories above sea level. Photo courtesy of Lisa Vogt

Reason for Optimism

All the insiders see some reasons for positivity. Vaughn is cautious as long as the pandemic is still with us given that cruise lines are impacted by the vaccination and immunity rates of other countries. And social distancing on ships is often difficult. Still, he says he remains “moderately optimistic.”

Carbonell, meanwhile, says she thinks travel will return to pre-pandemic levels and that it will happen faster than any previous recovery. “We see how excited our loyal guests are to get back on our ships. They can’t wait to explore the world again without severe restrictions. We’re an ‘in-person’ company. Our regional sales directors always made in-person contact with travel advisers and agencies, and our crews are happy to greet new and returning guests,” she says. “We’re truly optimistic that as we move through what seems to be a transition year [2021], we’ll be able to again see our clients, shake their hand [or bump elbows], break bread and raise a glass. It’s so important to have that in-person connection in this business.”

Coleman thinks this is the beginning of the end of the pandemic problems. “It’s been nearly a year and a half of no sailings and no travel in general. Holland America Line’s first Alaska sailing in July was a big moment — the first step to bringing our ships back into operation and a return to normalcy. The excitement we feel from staff and guests is overwhelming. After being limited for so long, there’s a real excitement and eagerness to travel, stretch our legs and embrace new experiences.”

Duffy says everyone at Carnival is “happy to be back to doing what we do best — providing our guests with a chance to reconnect with their friends, families and professional networks. We’re also pleased that our crew members are back on board and able to support their families back home. Between being repatriated from the ships and the pause in guest operations, it’s been challenging for crew members, and we’re so pleased to have them back,” she says. “In addition to the new Mardi Gras, featuring the first roller coaster at sea and powered by liquefied natural gas, Carnival Celebration is set to debut in late 2022, coinciding with our 50th anniversary, as is an as-yet-unnamed Excel-class ship in 2023. We also recently announced that Costa Magica of our sister company, Costa Cruises, will be joining our fleet in 2022 following an extensive multimillion-dollar upgrade.”

For Vogt, it’s simple: There’s optimism for “being back in the water and the energy surrounding our industry,” she says. “New ships, new destinations, new clients — it’s an exciting time after 15 months.”

Muller echoes similar enthusiasm. “Royal Caribbean is excited to be back. Our first sailing from a U.S. port was July 2 on Freedom of the Seas; Adventure of the Seas has been sailing out of Nassau since June, and we continue to operate in Singapore [since December 2020]. The newest addition to the Royal Caribbean fleet, Odyssey of the Seas, debuted this summer from the U.S., sailing to the Caribbean. As the world continues to open, we couldn’t be more excited to again deliver amazing experiences for our passengers.”

Silver Cloud in Poolepynten, Svalbard region. Photo courtesy of Silversea Cruises

A Word to Planners

“My advice — don’t wait,” Coleman says. “If you have clients who customarily operate incentive or meeting programs, they’re ready to look to the future. If you don’t know where to start, we’re eager to assist. The Holland America Line charter & incentive team is standing by to discuss options and opportunities. As demand ramps up, space and fares may not be as flexible as before, so now is the time to lock in a group for 2022 and even 2023. The time is now for us to collaborate and get moving.”

With so much demand and ships being gradually introduced, Duffy also encourages planners to start now on future programs. “We have a very talented team at Carnival who specializes in working with meeting and incentive planners to find the cruise, itinerary and ship that’s right for them.”

Vogt encourages planners to book a program that’s meaningful for attendees, that gives them “something they can take back with them and will remember for life,” while Vaughn cautions planners who have never booked a program on a ship not to go it alone because executing a meeting on a ship is simply more difficult than on land. “Use a professional familiar with the cruise industry and cruise ships,” Vaughn advises. “Ships are basically a leisure product, and their programs and space are allocated to meet that objective. MICE events have to compete with that to ensure having the space and times to make programs work. You have to know the industry to ensure successful meetings on ships,” he says.

Carbonell keeps the emphasis on health and safety. “The best piece of advice is that safety and well-being are absolutely essential and have always been our highest priority,” she says. “Make sure the company you book with makes that their priority as well and that they’ve taken every sensible precaution. That’s what we’ve been doing since the start of this pandemic.” Bottom line, she adds, “You want your clients to be safe and to provide them with a unique, well-executed cruise experience.”

That, in a nutshell, is what every cruise line also wants for meeting and incentive attendees and the planners who work with them — and exactly what they think they’re finally able to deliver once again.   C&IT

Courtesy of Visit Tucson

Wrapped in the raw beauty of desert settings, offering more than 300 days of sunshine, and with championship golf courses and cosseting spa facilities alike, it’s no wonder the “Grand Canyon State” is a favorite for meetings, conferences and incentive programs. Throw in a well-connected hub airport, a wide variety of meeting facilities and resorts at all price points, and outdoor activities ranging from hiking and biking to hot air balloon trips, and Arizona is a reliable backdrop for memorable gatherings of all sizes.

The Phoenix-Scottsdale metropolitan area, home to more than two-thirds of the state’s population, holds the bulk of Arizona’s meeting space. But outlying cities offer something different, especially for small and mid-sized events, and that’s what keeps planners like Luciana Osborne, event director for Bond Events, coming back to Tucson. “Initially, we were attracted to the price point,” says Osborne, who organizes 11 distinct networking events annually in different locations around the world, connecting architects, designers and suppliers in an intensive, speed-dating setting. “One of our events was in its second year of decline, so we really wanted a beautiful venue but with a lower price point. El Conquistador Tucson, A Hilton Resort, ticked all of the boxes. There was sufficient meeting space, a good price point, but it still had the ‘wow’ factor. We tend to take people to beach resort-y places, but the scenery is stunning in Tucson.”

The risk paid off. “Our clients absolutely loved it,” Osborne says. “Every single client on feedback forms responded saying they loved being taken to Tucson. It was also the highest uptake for people extending their stay; people were in awe of the scenery in Tucson.” Bond has now used El Conquistador four times, and is scheduled to return again in the fall with BOND Multi, a networking event focused on multifamily dwellings. It will mark only the company’s second event this year — the pandemic led to the company placing in-person events on hold for 17 months, with virtual meetings conducted for most of the past year.

Coming off the peak of the pandemic in the U.S., Osborne says her familiarity with the resort has provided a level of comfort that she wouldn’t have if she hadn’t used the property previously. “I feel like I know how we can accommodate our group,” Osborne says. “We’re not sure what restrictions will be around, and we know we’ll be making adjustments. So, from a logistical and event-planning standpoint, and making it COVID-19-safe, going to Tucson is helpful — it’s a really nice way of easing back to being around people. Going to places like downtown Miami can be quite overwhelming. In Tucson, you don’t feel overwhelmed, like you’re going to wind up in this hustle and bustle, which most people are not prepared for right now. The resort itself is very spacious, and the meeting space has access to doors and windows.” Osborne continues: “We’re pretty basic in our needs — we don’t have lots of crazy A/V requirements. Every architect owns their own table, and to give a sense of privacy, we calculate that they each require 120 square meters per table.”

El Conquistador Tucson

El Conquistador’s two 12,000-sf ballrooms provide sufficient space for this kind of networking, and next door, the resort’s 11,000-sf Executive Conference Center offers an additional eight meeting rooms, ranging up to 1,880 sf in size. Osborne calls her event “quite hotel restricted,” and counts on the location to provide solid dining and on-site activities for her captive audience. “I think El Conquistador is far more luxurious than the website makes it out to be,” Osborne adds. “The website makes it look outdated or too child-oriented, but it has different vibes and settings. One of my worries with a VIP conference is you don’t need kids running around and screaming. At El Conquistador, I never felt like our event was compromised. The service is on par with most five-star hotels, every single staff member is courteous.”

Attractive Outdoor Activities

Planners working with continuing education for the medical field have been particularly challenged by the pandemic, as they offer ongoing training in specific disciplines, and courses can’t always be taught online. For its annual Medical and Surgical Aspects Meeting, the Foundation for Research and Education in Esophageal and Foregut Disease typically meets in Hawaii, with plans for its February 2021 meeting set for Kauai. But by last summer, it became apparent that quarantine and travel restrictions were going to make gathering in person difficult. “Our course is designed to be classroom style, with lots of interaction and discussion between the participants and the faculty,” says Lisa Leeth, course coordinator for the foundation. “We were not looking to transition into a virtual platform, so we began looking for alternate options in August [2020].”

Leeth says she looked for an alternate location that would offer a lot of outdoor activities, great food, access to a major airport, and with a conference room and event space to support the course. Set alongside the colorful rock formations of the Red Rock Scenic Byway, the Hilton Sedona Resort at Bell Rock filled the bill. The 221-room resort, located 90 minutes north of Phoenix, offers more than 25,000 sf of flexible meeting indoor/outdoor meeting space, including two ballrooms measuring up to 4,992 sf. Two restaurants, two pools, a 25,000-sf athletic club, full-service spa and 18-hole golf course round out the facilities. The Hilton Sedona offers a Backpack Breakout package for small groups of up to 50 guests for half-day meetings, with the second half of the day comprised of outdoor team-building activities. Excursions are tailored to group interest, and can include hiking, biking, off-roading jeep tours and more, offering guests an opportunity to get outdoors and recalibrate amid Sedona’s famous red rocks.

Sanctuary Camelback Mountain Resort and Spa boasts a unique blend of style, functionality and flexible meeting configurations.

“We really liked the outdoor options at the Hilton Sedona, having our receptions amid the beautiful landscape, along with so many amazing food options,” adds Leeth, who says the February event drew 50 participants, down from the typical attendance of 100 to 120. At the last minute, the foundation decided to offer a virtual aspect, due to last-minute travel restrictions for some of the guest faculty and participants. “The hotel was very supportive, and worked quickly to help make this happen,” Leeth says. “I worked closely with the event coordinator to walk through different scenarios to ensure that we had the safety of our guests as the No. 1 priority. We carefully considered social distancing, food-handling precautions, and maintaining a safe and clean environment; all the while being able to keep the spirit of the course and have an opportunity to connect in person with colleagues and friends safely. We worked with the head chef to make the dining experience and the course meals exceptional. We wanted to celebrate and make this course as special as it is every year, even though we were still in the middle of a pandemic.”

Although Sedona is a city of just 10,000 residents, two more hotels have more than 5,000 sf of meeting space, and other properties are upgrading. The 137-room Poco Diablo Resort and Spa is undergoing a complete renovation. The first phase is designed to open up public areas, including the lobby, gallery and restaurant, and is projected to be completed later this year, to be followed by the addition of a resort-style pool and room renovations. The resort features a total of 8,500 sf of flexible indoor-outdoor meeting space.

Other Sedona properties with more limited meeting facilities include Amara Resort and Spa and L’Auberge de Sedona. Sedona Rouge is currently undergoing a renovation and rebranding, and will reopen in early fall as The Wilde Resort & Spa. The 105-room property has a newly conceived culinary approach overseen by James Beard Award-winning Chef Mercer Mohr, 2,500 sf of indoor and outdoor meeting space, and a new, full-service spa. Late this year, Ambiente, a Landscape Hotel, will open, combining luxury with environmental sustainability. The locally owned hotel is comprised of 40 cube-shaped atriums sitting off the ground, each constructed of matte charcoal or rust metal and floor-to-ceiling bronze-tinted glass. Each one can be rotated, allowing guests to enjoy 360-degree views of the treasured landscape.

Enchantment Resort has 32,000 sf of outdoor space.

A Variety of Conference Venues

Earlier this year, Enchantment Resort closed its renowned spa Mii amo for a complete refresh. The existing 16 treatment rooms are being renovated, and new facilities will be added, arranged around private courtyards that create an intimate spa experience in a magnificent setting, set to reopen next spring. That will be in plenty of time for TDS Telecom, which hopes to return to the resort in 2023 for its annual peer and management recognition program. Scott Young, owner and president of The Meeting Company, says the pandemic prompted TDS to shuffle locations for its events this year and next. “We had booked a much smaller hotel in Montreal that could provide an environment that was almost exclusive to the group,” Young says. “The event was ultimately cancelled due to the pandemic, which gave the CEO reason to rethink the city location. He ultimately decided that resort properties with better weather and outdoor activities would provide a more comfortable environment for attendees, both mentally and physically. What makes Arizona a great location for meetings and incentives is the weather, the number of great resort choices, the wide-open spaces and seemingly unending outdoor activity options.”

TDS previously held a program at the resort in 2019, and Young says Sedona is a great fit for an incentive or executive group due to its location and backdrop. “The elevation creates a more temperate climate, surrounded by some of most spectacular natural beauty to be found anywhere,” Young adds. “This provides an individual the ideal environment to disconnect and think more clearly and creatively. Most attendees would never get to see or visit this location on their own. The unequalled natural beauty of Sedona and the activity options, restaurants and local community provide a truly unique, and in some cases, life-changing experience.”

The 218-room Enchantment Resort offers a variety of conference facilities located within the Meeting Village, including three separate ballrooms ranging up to 4,880 sf, and each with floor-to-ceiling windows. In total, Enchantment has 12,000 sf of indoor meeting space, and an additional 32,000 sf of outdoor function space, perfect for events under the stars. In addition to the renowned spa, activities at the 70-acre resort include golf and yoga, with hiking and mountain biking on abundant trails. “We are planning outdoor activities and potentially utilizing restaurants for lunches and even have preliminary street food tours scheduled,” Young says. “We have back-up options prepared in case we don’t feel we can safely make this happen. The hotel’s layout, with individual outdoor access to each guest room, helps to naturally create a more exclusive and safe atmosphere. In addition, the outdoor function spaces, as well as meeting space exclusivity, makes this a natural, safer fit for the current conditions. This is where strategic and preferred partnerships are instrumental in working as part of a team to create experiences in which the only goal is to do whatever it takes to deliver the utmost positive, unique and safe experience for the client.”

Phoenix Convention Center offers 1,000,000 sf of meetings and exhibits space, including a 312,500-sf main exhibit hall.

Updated Facilities

Of course, the Phoenix-Scottsdale Metro Area remains the hub for meetings, conventions and incentives in Arizona, and major developments have been underway as the pandemic sidelined events for the past year. In May, Ron Price was appointed as the new president and CEO of Visit Phoenix. Price has 25 years of tourism experience, and joins following stints as president and CEO of Arlington Texas CVB and assistant executive director of Visit San Antonio.

Noteworthy is the transformation of the Sheraton Phoenix Downtown, Arizona’s largest hotel, which reopened in the spring following a 13-month renovation. The 1,000-room property, just steps from the Phoenix Convention Center, is at the forefront of the 446-flag Sheraton brand’s $1 billion investment to refresh its guest experience, particularly in public spaces. In the 19,000-sf lobby, a community table encourages guests to mix and mingle as they work and relax, while soundproof booths around the lobby allow for private phone calls. Studios can be booked for spontaneous small meetings. In September, one of the final elements of the Sheraton’s overhaul arrives, as the 276-seat restaurant Carcara opens with a menu featuring Native American and Sonoran-inspired food of the Southwest. The hotel’s F&B offering has been upgraded with grab-and-go options, rooms have been overhauled, the fitness center received an $850,000 remodel and now features Technogym equipment, and the Sheraton Club Lounge has been updatded and relocated to the lobby area. The hotel also features more than 110,000 sf of flexible meeting space.

Earlier this year, the Arizona Biltmore, A Waldorf-Astoria Resort, reopened following a 15-month renovation. The hotel’s acclaimed, nearly 100-year-old architecture and design — by Frank Lloyd Wright and Albert Chase McArthur — was left intact, with guest rooms treated to a muted motif of earth tones, stucco walls and wood accents. New F&B options have been added, the Paradise Pool area has been refreshed, and gold leaf has returned to the historic Gold Room, part of the hotel’s 200,000 sf of indoor and outdoor meeting space, which includes the 24,576-sf Frank Lloyd Wright Ballroom.

Sanctuary Camelback Mountain Resort and Spa offers 109 casitas and suites, and eight private villas spread across 53 acres.

In nearby Scottsdale, Sanctuary Camelback Mountain Resort and Spa offers 109 casitas and suites, and eight architecturally distinctive private villas spread across a 53-acre property at the foot of iconic Camelback Mountain. The resort’s Sanctuary Spa has 12 treatment rooms, a Watsu immersion pool for hydro treatments, fitness center, lap pool, and the spa provides consultations for yoga, fitness, nutrition, astrology and numerology. Meeting and event space is housed in a separate building accommodating up to 200 guests, and includes a 3,500-sf ballroom, The Views, which provides an outdoor panorama through floor-to-ceiling windows.

The appealing settings, amenities and services Arizona offers are invaluable components that will help the meetings, convention and incentive industry return. And although hybrid or virtual events will continue to be part of the mix for now, the pent-up desire businesses have to gather in person will be an undeniable catalyst for putting dates on the calendar. “People go to events because they want to be around people,” Osborne says, although her company is still considering hybrid or virtual events in the future. “It is a possibility, but we risk brand damage, and my gut says it doesn’t fit with our brand. People want to be served, they want to be looked after, and there are things you can’t do online, like reading each other’s body language,” she says. “I think there will be a strong bounce back to in-person events.”   C&IT

Alison Henderson, middle, says the best speakers exude high energy while maintaining their authenticity.

As the corporate and incentive meetings and events industry becomes ever more competitive for attendees’ attention, the winners will be those who deliver a memorable, engaging experience. And one way to do that is by featuring energizing and meaningful keynote speakers who capture the attendees’ attention and make long-lasting impressions. But for many meeting and event planners, that is simply easier said than done. Identifying and finding the ideal keynote speaker requires due diligence and a keen understanding of what would resonate with meeting and event attendees.

Chuck Underwood, founder of the Generational Imperative and keynote speaker who has been in the speaker circuit for more than two decades, says if a meeting planner is looking for an opening keynote, they need to determine if the keynoter’s content is so powerful that it influences all subsequent breakout sessions. “If the planner seeks a closing keynote, will the keynoter’s topic send the audience out the door energized and eager to share the content with family, friends, coworkers and customers? And, importantly, will they leave with especially positive memories about attending the conference?” Underwood asks. “Is the topic fresh, or is it beaten to death? In these unique times, with people stuck at home for so long due to COVID-19 restrictions and also exhausted with politics, audiences are tired of ‘talking heads’ on politics and government. Don’t book a ‘talking head’ for a keynote unless their presentation is very directly relevant to the conference theme. The celebrity appeal of TV talking heads has worn down dramatically.”

It’s also important to note that audience members are discouraged, fatigued and beaten down due to the current environment. So, is the keynote topic an upbeat celebration of “good?” Is it optimistic, enthusiastic, and will it make audience members feel better about themselves and their nation? Does a speaker’s topic focus on the audience or on themselves? “If a keynoter showcases the audience, everyone wins,” Underwood says.

Courtney Lutkus, meeting planner at Simply Radiant Events, says a great keynote speaker has an engaging personality who knows his or her audience. They know how to get to the heart of the topic and relate to the guest attendees. “When a planner is exploring the topic for the event for their client, they first need to speak with their client to discuss potential speakers who are well known and closely tied to their topic,” Lutkus says. “Especially with virtual events — it is vital to have a speaker providing the value based on the event topic.”

Veteran speaker Chuck Underwood advises looking for a speaker with powerful content.

Selection Criteria

Alison Henderson, presentation consultant at Moving Image Consulting, says a great keynote speaker should ask questions of the audience, incorporate activities and audience involvement, and provide a balance of information with action steps or “how to’s” for the audience to take away. “The most entertaining keynote speakers are high energy, while maintaining their authenticity. They blend stories with facts and takeaways,” Henderson says. “They don’t use notes or rely on slides.” Before identifying the ideal keynote speaker, meeting planners need to get to know their audience. Talk with as many people in the target industry as possible. Ask them who they follow on social media, who they read and who they have seen at other conferences that they really liked. “You don’t necessarily want to repeat speakers, but you can watch their reels and get a sense for the style your audience prefers,” Henderson says. Will they prefer more entertainment over content, or are they looking for more information than inspiration? Survey the key stakeholders within the organization for what they want and what they have used in previous years. Keynote speakers can be informational, inspirational, comedic or entertainers.

For Teri Awwad, executive director, planning and meeting technology at Event Travel Management, hiring a speaker is similar to hiring a new employee. Speakers need to be thoroughly interviewed with questions positioned around cultural alignment, experiences, and how those experiences have catapulted them to the stage and to be deemed an expert. “You also need to ask what situations they work well under and which don’t work well — short timelines, technology challenges, etc.,” Awwad says. “The best speakers are willing to take the additional time to craft and mold their topic to deliverable, meaningful, inspiring content. Some say they will, but don’t deliver. Your speaker interview needs to drill down on examples, and you need to seek references.”

Underwood says the choice of speaker should depend in part on the event: Will there be just one speaker, for example, at a banquet? Or a kickoff keynote for a day-long or multi-day conference of multiple speakers and sessions? Is it a “live” or “virtual” meeting? Also, is the audience’s demographic makeup relatively homogeneous or is it varied in age, gender, ethnicity, education level, income and so on? If the audience is demographically varied, select a speaker and topic that will include absolutely everyone. If it is a paid-admission conference, do you feel you need a celebrity keynoter in order to drive paid attendance? “And remember, be cautious with celebrities. If they don’t have a long track record of excellent speaking every single time, they can blow up your whole event,” Underwood says. And finally, do you want your opening keynote speaker to deliver content that will create fresh insights — and be referred to by participants — in the subsequent sessions at your conference? The closing keynote is the attendees’ final “taste” of the event. What do you want them to think and feel about your conference for the following week?

Shane Feldman suggests planners look for speakers who have the “three Rs:” relevance, reliability and relatability.

Making An Impact

Keynote speaker and founder of the Count Me In Movement, Shane Feldman, has traveled the globe researching leadership and human behavior across 28 countries. Feldman’s reputation as a speaker is built on his energetic stage presence, skilled storytelling, and his practical takeaways. Because of his extensive speaking experience, Feldman has identified three key attributes meeting professionals should look for in a keynote speaker that is guaranteed to rock any physical or virtual stage. “It’s easy to find speakers with great stories, charisma and perfectly sculpted biographies. How do you filter through the noise and find keynotes who will ‘wow’ your audience and make you look good in front of the board? “As an event producer, who has hired more than 100 speakers over the years, and as a keynote speaker myself, I use ‘the 3 Rs,’” Feldman says.

• Relevance: Are they relevant today? Does their topic and expertise lend itself to challenges being faced today? Is it a fresh take on a key area in which the audience already has interest?
• Reliability: Are they credible? Fancy media credits and a bestselling book don’t necessarily equal a standing ovation speaker. Are there videos of them rocking stages similar to yours?
• Relatability: Now more than ever, audiences want speakers in which they can see themselves. More than inspiration dressed in Hallmark cliches, audiences want to hear real stories in which they can see themselves reflected. This is the only way to guarantee that inspiration turns into action and the impact lasts far longer than the conference itself.

Other key down-to-basics attributes that solid keynote speakers need to have include:

• Is his/her voice pleasant? If not, nothing else matters.
• Is he or she truly skilled at blending PowerPoint slides with the spoken word? Slides and words, when blended seamlessly, are very mesmerizing. Too many speakers are average with slides, at best.

“The best attributes that a speaker should have include a personality that aligns with the corporate culture, humor to the extent that is acceptable for the topic, delivery and the audience, the ability to weave their topic/content into the desired theme, and the ability to connect with an audience,” Awwad says.

As Underwood explains, from the moment a keynote speaker utters their first words, audiences should immediately say, “I think I like this person. Also, the audience should feel comfortable that this speaker is not going to cross the line by being vulgar or attacking people unfairly or giving us his/her own inappropriate opinions,” Underwood says. “Only when audiences feel that they like the speaker and feel safe with the speaker will they sit back, relax, and absorb the speaker’s content. Underwood also says a good speaker gets only a “good” evaluation. A great speaker gets a “wow” evaluation. He thinks speakers are elevated to greatness if they:

• Provide fresh content that “connects the dots in a way audience members may never have considered.”
• Exude a flawless use of the language, including proper syntax and semantics. Most people don’t use the language properly, so it enhances the speaker’s credibility when they do. But flawless use of the language does not mean “big, fancy words.” In fact, just the opposite. An exceptional keynote speaker uses words everyone can understand and uses them properly.
• Provide excellent and intimate eye contact, and include a lot of warm smiles, while pausing at the right times.
• Exhibit skilled use of humor. This is not easy when the speaker doesn’t truly “know” the audience, so choose a speaker who, like a skilled stand-up comic, has a lot of presentation experience and has clearly agonized over every word and, especially, every piece of humor.

“With great speakers, their love of their topic oozes from every pore,” Underwood says. “And audiences instantly sense the speaker’s joy. It is a vibe that great speakers emit. Also, audiences recognize great speakers by the speaker’s ability to be totally focused on the audience. Great speakers are at peace with themselves. They know their topics and how to present them. They don’t have to think about themselves. And so they can direct all of their attention to pleasing the audience. Once you’ve seen a speaker like this, you thereafter recognize it instantly.”

Virtual Keynotes

It’s been over a year since the world of meetings and events went “virtual” and meeting planners, and their subsequent keynote speakers, must remember that most of the universe is now sick of staring at their screens for virtual-learning webinars. “With that said, and after a year of ‘virtuals,’ speakers must move their PowerPoint slides along at a quicker pace than in a ‘live’ program. They must keep their voice and energy level high, which is naturally more difficult when sitting than standing,” Underwood says. “And the equipment must be absolutely top-shelf.”

Some speakers are incredible on stage, but frankly, have a difficult time bringing the same energy to the screen. “Just like Broadway actors aren’t necessarily suited to being movie actors and vice versa, make sure you’re properly vetting your virtual speakers to guarantee they have the equipment and energy to rock your virtual meeting,” Feldman says. With no banquet room in which to “look around,” with no other people to glance at “live,” and with only the speaker’s head and shoulders on-camera along with the PowerPoint slides, the speaker’s voice becomes more important in a virtual meeting or event.

Also, some speakers exude energy at “live” events only by striding back and forth on the stage or by wildly gesturing with their arms. They can’t do this as much in a webinar, so if you saw a speaker’s YouTube video and they looked really energetic as she pranced around the stage, remember that she may not be able to replicate that style in a virtual event. It is also best that a virtual keynote speaker is, first and foremost, tech-savvy and is not challenged with delivery via camera. As Awwad notes, there is no immediate feedback to a keynote, so a chosen speaker needs to be really comfortable in that environment. “I always recommend a moderator that can monitor Q&A or live polling assistance with a keynote, allowing them to focus on content delivery and be completely supported by a moderator for technical assistance and audience connection,” Awwad says.

Every speaker has different preferences. For Feldman, virtual events without interactivity are incredibly challenging. “I love utilizing the chat functions, encouraging audience participation whenever possible, and also doing ‘fireside chats’ that get more raw and are incredibly relevant and actionable for audiences so they leave with immense value,” Feldman says.

Experts agree that virtual events are very challenging because, depending on the platform being used, the speaker may not be able to see or interact with the audience. If they won’t be able to interact, how are they making up for this key component of keynotes? “Has the speaker worked to transform his energy and body language to fit the virtual platform? Energy must be higher and body language must be in view to be effective. Many speakers use gestures and mobility to enhance their presence,” Henderson says. “Have they transformed their style and presence for the limitations of the screen? Planners should schedule a video call with all potential speakers to see how they come off on camera. If you don’t like their presence on a video call or they are sitting in the dark with crackling sound, chances are you won’t like them as your keynote.” If a virtual event is new for your audience, this is a great time to change up the type of keynote. Henderson suggests that if you usually have a CEO from within your industry, try someone who is more on the entertaining spectrum.

Resources Aplenty

When a planner is exploring the keynote topic for the event for their client, they first need to speak with their client to discuss potential speakers who are well known and closely tied to their topic. “Especially with virtual events, it is vital to have a speaker providing the value based on the event topic,” Lutkus says. Otherwise, there are multiple resources that meeting planners can use to find a memorable keynote speaker, including colleagues within the industry, industry organizations in which you are a member, speaker’s bureaus and social media. Contact others within the industry and request references as well.

“Speakers who use booking firms generally charge a hefty fee because they are splitting the fee. Look for whether a speaker aggregator is a service where the speaker pays to be listed or whether the agent chooses the speakers they represent,” Henderson says. “If the site is a ‘pay to play’ scenario, the quality or their real keynote experience may be questionable. And depending on the contract with the booking agency, you may be able to approach bigger names directly through social media and skip the ‘middleman.’”

Don’t have a huge budget? Henderson says there are many Toastmaster-type speaking clubs who usually list their speakers. If you want someone local, visit your local TEDx site and see if there is anyone who piques your interest. “The biggest mistake I see is event professionals going off the speaker reel alone. Every speaker will have a great speaker demo and fantastic testimonials,” Henderson says. “Go to their YouTube channel and look at a broader scope of their work or longer clips. How is their body language and energy? Do they have variety in their talk? Are they relying too much on reading slides? Call up the organizations they have listed. Did they really keynote or were they in a breakout room or the emcee? Were they courteous, punctual and met deadlines along the way?”

Beyond YouTube, speaking bureaus such as Harry Walker, Premiere Speakers and Speakers’ Spotlight are excellent places to start. Similar to a real estate agent, these bureaus charge nothing to the buyer, and instead earn a commission. “This means you have an insider working on your behalf, free of charge,” Feldman says. “They’ll also help handle the contracts and communication so everything is as smooth as possible, and you can spend your time on your event instead of coordinating speaker logistics.”   C&IT

Seminole Hard Rock Hotel & Casino Hollywood

While the pandemic has roiled the meetings industry over the past several months, planners continue to demonstrate both resiliency and resolve when it comes to booking events that meet client needs. Whether planning hybrid or face-to-face meetings, small or mid-sized venues, ask any planner what tops their list of desirables, and health and safety protocols, accessibility, affordability and all-inclusive amenities win out every time.

Enter gaming resorts, which continue to thrive even during the COVID-19 pandemic, as a popular venue choice for planners. Despite some challenges from the uncertainty of the ever-changing pandemic landscape, gaming resort site managers have remained flexible and open-minded in creating the best possible attendee experiences.

Hard Rock Hotel & Casino Atlantic City

Atlantic City, NJ

Michael Woodside, vice president of entertainment and marketing services at Hard Rock Hotel & Casino Atlantic City, credits team members who “have done an amazing job handling the record number of customers coming to our property as of late.” He describes how the company’s SAFE+SOUND protocols were established “to help ensure good, clean fun while staying at our resort” and remain a top priority “not just for guests, but for our employees as well.” In fact, Woodside says, “I’m proud that over 80% of our team members have already been vaccinated and that Hard Rock International created a compelling incentive program for employees who have been vaccinated,” adding, “Our team has spent countless hours learning how to efficiently navigate the COVID landscape, and I couldn’t be prouder of how we’ve responded to these challenges.”

Easily accessible by plane and rail, Hard Rock is located just 20 minutes from Atlantic City International Airport, 75 minutes from Philadelphia International Airport and 10 minutes from the Atlantic City Rail Terminal. Hard Rock offers 2,000 rooms with 290 suites and more than 150,000 sf of flexible meeting and event space at the Conference Center. Included are 30 meeting rooms and 15,000 sf of outdoor space, which can be adapted for social distancing needs. Covering 63,000 sf, Hard Rock Live at Etess Arena can host general sessions up to 7,000 people or 300+ booth trade shows and expo events. Whether planning an intimate board meeting or larger-scale events with an entertaining backdrop, Hard Rock provides abundant meeting venues.

Hard Rock Hotel & Casino Atlantic City offers a view of The Wheel at Steel Pier.

And when it’s time to play after meeting hours, opportunities for high-energy, endless entertainment abound: a 1,000 foot-long amusement park at the Steel Pier on the Boardwalk across from the hotel; a 120,000-sf casino featuring 2,115 slot machines, plus 120 table games; an exclusive indoor/outdoor pool for up to 200 people; 24-hour Body Rock fitness center; nationally recognized Rock Spa & Salon; an array of award-winning restaurants, ranging from Robert’s Steakhouse to Il Mulino (Italian) and Asian eateries such as Kuro (Japanese), Sòng (Chinese) and YouYu (Noodle Bar); drinking spaces, such as The Lobby Bar, Whammy Bar and Beach Bar; live performances at DAER Nightclub and world-class acts at Etess Arena.

“In addition to executing great events,” Woodside says, “Hard Rock Atlantic City creates a lively, energy-filled environment before and after meetings that is simply unmatched in the region. We have an unparalleled commitment to live entertainment seven days a week, 365 days a year.” And for the record, Woodside says, “Headliner entertainment is back and bigger than ever here at Hard Rock Atlantic City.” For example, “This fall and winter, we’ve got legendary acts like Guns N’ Roses, Pitbull, and Earth, Wind & Fire” with Rod Stewart and Alicia Keys on deck for 2022.

With an eye toward planning future events at Hard Rock Hotel & Casino, the company has started a $20 million capital investment to enhance the property. This includes a “full renovation of 91 suites and an upgrade of some of our meeting spaces with new carpet, and lighting and audio systems,” Woodside says. Improvements also extend to an expansion of the casino floor and cashier areas, adding table games and slot machines, and gaming units in the High Limit and other sections. In addition to beach replenishment projects earlier this year, new restrooms and more than 1,000 beach chairs are among the upgrades to the Hard Rock Beach Bar.

“I think one of the biggest things meeting planners can do to help resorts like us is to provide more insight into what the industry trends are in terms of safety protocols, as they know their clients best,” Woodside says. “We know that no meeting or conference is the same, but we still want to make sure everyone attending a meeting or conference here at Hard Rock feels that their safety is our No. 1 priority. Also, we’d love to bring in more large groups and conventions to the property midweek, especially during the fall and winter months.”

Seminole Hard Rock Hotel & Casino Hollywood

Seminole Hard Rock Hotel & Casino Hollywood

Hollywood, FL

Its sister resort, the Seminole Hard Rock Hotel & Casino Hollywood offers similar amenities. After its recent $1.5 billion resort-wide expansion, Seminole Hard Rock Hollywood now boasts 120,000 sf of meeting and convention space and is primed to remain one of the top destinations for events in South Florida. With a seasoned team with decades of experience, Seminole Hard Rock can tailor and produce events of any size for any occasion. More than 1,200 guest rooms at the Seminole Hard Rock, including more than 600 in the iconic Guitar Hotel, are available to book through the resort’s reservations website, and several restaurant venues are open with social distancing requirements in place.

The casino at Seminole Hard Rock Hollywood features 150,000 sf of gaming space with 195 tables, including a variety of games, such as blackjack, mini-baccarat and all of the favorite specialty games. The casino also offers 3,100 of the most popular slots, as well as video poker, video roulette, electronic roulette and electronic craps. A premier destination for players around the world, Seminole Hard Rock Hollywood is home to a 45-table Poker Room with an eight-table, semi-private area. The Poker Room is open 24/7 with first-rate amenities, including more than 50 65-inch high-resolution televisions to catch all the sports action, a private cage with five windows for accessibility and delicious food selections for players on the go. The resort is located within close proximity to South Florida’s major airports: 15 minutes from Fort Lauderdale-Hollywood International Airport (FLL); 45 minutes from Miami International Airport (MIA) and an hour from Palm Beach International Airport (PBI).

Turning Stone Resort Casino offers 2,000 slots, one of the world’s top three Bingo Halls and the largest poker room in New York State.

Turning Stone Resort Casino

Verona, NY

A renowned, award-winning destination resort in upstate New York, the Oneida Indian Nation’s Turning Stone Resort Casino features world-class amenities, including four hotels, two luxurious spas, five golf courses, more than 20 dining options, a 125,000-sf Las Vegas-style gaming floor, a cabaret-style Showroom, a 5,000-seat arena and several nightlife venues. Conveniently located 30 miles east of Syracuse, Turning Stone, adding to its 480+ public awards, has earned new recognitions this year, including multiple Forbes’ Four-Star Awards and being named among the Top 5 New York Resorts by US News. It was also named “Best Countryside Hotel/Lodge” in 2017 by Condé Nast Johansens, and the No. 1 Best Gaming Resort in New York by Casino Player Magazine in 2019. In addition, Turning Stone has earned the prestigious Forbes Travel Guide Four Star Award for The Lodge, Wildflowers restaurant and Skana spa, Forbes Recommended Ratings for TS Steakhouse and, for more than a decade, the AAA Four Diamond Award for The Lodge, The Tower Hotel and Wildflowers restaurant.

With more than 125,000 sf of meeting space, the resort’s 22,000-sf Conference Center is perfect for exhibits, seminars, meetings, company parties and group meals. The flexible design makes it easy to move from pre-function reception to daytime exhibit to post-function gathering with ease. Seven boardrooms, ranging from 400 sf to 900 sf, make this the ideal setting for small-group discussions, seminars and boardroom-style meetings. A short escalator ride shuttles participants back and forth from the parking garage, hotels and main Conference Center. The sprawling 33,000-sf Event Center can host everything from conventions to exhibits, to vendor events. Featuring a premier entertainment stage, this open space can be configured to match any need. The 15,000-sf Atrium is ideal for registration and pre- and post-event functions. As for gaming, there are 2,000 slot machines, 66 Vegas-style table games, one of the top three Bingo Halls in the world and the largest poker room in New York State.

Pechanga Resort Casino

Pechanga Resort Casino

Temecula, CA

Like other resorts coping with these unprecedented times, adapting to change is the name of the game at Pechanga Resort Casino, and often on a moment’s notice. With health and safety at the forefront of its operations, Pechanga’s Jon Chir, director of catering, notes, “We have a Tribal and leadership team that carefully monitors the situation, and implements changes for guests and safety that are often ahead of county or state officials’ guidelines.” In a further nod to the importance of health and safety protocols on-site, “We also created a specialized position within the resort, the Public Health Initiatives Manager, to better help the property and our individual team members navigate through this time with someone helping them whenever the need may arise,” Chir says. In addition to its Pechanga Cares program, which provides “enhanced cleaning and disinfecting throughout the entire resort,” the property has been actively coordinating vaccination clinics for team members on-site over the last six months, incentivizing with $100 Visa gift cards to fully vaccinated personnel.

“The most important thing is safety, and we’ve been ready to pivot, and have pivoted, at so many points during the last year and a half.” Chir cites examples, such as switching gears within a few days of an event, from planning a sit-down menu to paring back to offering grab-and-go items instead. For Chir and his team, he says, “We just want to make sure we are giving our meeting planners and attendees the best service we possibly can, and also ensuring we keep the lines of communication open with them so they’re aware of any safety changes that have transpired since the last time we spoke about their events.” Chir cites the longevity and loyalty of its team of banquet and catering professionals, many of whom have been with the resort for more than 10 years, as one of the resort’s most valuable assets. “That means a lot to our meeting planners,” says Chir “because they often return to book meetings and events year after year and tell us they look forward to coming back.”

It’s a sentiment echoed by Pam Rentz, director of special events for Springs Charter Schools, and repeat client at Pechanga, who appreciates “Pechanga’s encompassing approach to safety for all of their guests.” She adds: “Pechanga is really the perfect place to host a mid-sized event. Our staff is always excited to attend events here because they maintain the facility beautifully, they get guest service and there’s a feeling of loyalty we receive there. I have worked with the same people there for years and they know me, they know what my group likes and wants, unlike other venues, where at times you may feel like you need to prove yourself and that you have all your ducks in a row. They don’t do that at Pechanga, which is why we keep coming back — that and their great amenities. It makes me look good to my staff.”

The AAA Four-Diamond-rated resort recently completed significant room renovations in the Pechanga Casino Tower, bringing the total number of guest rooms to 1,100, the most of any resort casino in Southern California. Upgrades include new furnishings, flooring, quartz counters and added USB, USB-C ports, among the many amenities. Deluxe rooms also include 55-inch, flat-screen TVs, while suites have an additional 65-inch television. The 275,000 sf of meeting space includes 23 meeting rooms, 150,000 sf of outdoor space and 40,000 sf of exhibit space. “There are always improvements happening at the resort; whether that’s changing the hours of the pool complex to better suit guests, adding more spa treatments to the menu, keeping the lineup of slot machines fresh on the casino floor or seasonally enhancing our catering menus, Pechanga continually strives to make the experience better for our visitors,” Chir says.

From fine dining to casual, Pechanga hosts a number of enticing dining options. For starters, Chef Jose Mendoza heads the culinary team at Pechanga’s upscale AAA Four-Diamond dining destination, Great Oak Steakhouse, noted for its sumptuous 100% Prime Black Angus beef and for its exceptional wine list by Wine Spectator and Wine Enthusiast magazines. At the famed Umi & Sushi Bar, sushi and sashimi, oysters on the half shell and seafood platters take center stage under the culinary direction of Chef Kiyokuni Ikeda. Additional restaurant venues include Journey’s End at the golf course clubhouse and Kelsey’s sports venue.

Surrounded by rolling hills, vineyards and mountain ranges, plus plenty of scenic hiking and biking trails, Pechanga Resort Casino attracts attendees who appreciate good wine and outdoor adventures. Yet visitors need not go far as recreational opportunities are all within reach at Pechanga: an 18-hole golf course, Journey at Pechanga; Spa Pechanga, integrating “the healing powers of nature and the highest quality of service,” and The Cove, Pechanga’s 4.5-acre resort pool oasis, offering “four pools, three whirlpools, two twisty waterslides, an improved family pool and an inviting swim up bar.”

Mount Airy Casino Resort offers more than 70 table games, ranging from blackjack to baccarat and more than 1,800 slots.

Mount Airy Casino Resort

Mt. Pocono, PA

AAA Four-Diamond Mount Airy Casino Resort lies in the heart of Pennsylvania’s Pocono Mountains, accessible by car or bus from major hubs New York City, Northern New Jersey and Philadelphia in just two hours or less. Like others in the gaming resort industry, Glenn Cademartori, vice president of marketing, remains hopeful that COVID-19 limitations and restrictions will continue to ease in the coming months. In the meantime, however, he assures meeting planners that they are “continuously adjusting our offerings and finding new ways to cater to our guests’ every need.” For example, he says, “Whether it is being overly flexible with timelines, contracts or group size, we will do whatever it takes to ensure that we exceed our guests’ expectations.”

The premier full-service destination provides a total of 25,000 sf of “multifunctional, state-of-the-art” venue space for banquets, private and corporate events, weddings and entertainment serving groups for 1,000+ people. Nearly 300 spacious guest rooms have been beautifully appointed to reflect the colors and serenity of the surrounding mountain landscape. Plush furnishings, luxurious shower amenities, flat-screen, 55-inch LCD TVs (two in the King Suite) and free high-speed internet access are among the many upscale guest room features. Additional meeting space includes an outdoor patio overlooking the Poconos at Mount Airy’s nationally recognized golf course clubhouse — “perfect for outdoor corporate events, dinners, and receptions and seated groups up to 100 people” — and a 15,000-sf tented area nearby that is “perfect for a variety of large gatherings such as trade shows and concerts.”

Cademartori describes how the team at Mount Airy is thinking outside the box when it comes to exploring the different ways for groups to be interactive while socially distanced, “whether that is through unique set ups, getting creative with our outdoor space, or utilizing our state-of-the-art video wall to make sure that all guests, including those who may be virtual, are included in all aspects of work events or that special day.” New developments at the property include Last Call, a grab-and-go beverage store, that opened in the spring offering bottles of wine and beer, Mount Airy glassware and other treats for guests. Higher-end selections feature a bottle of 2007 Chateau Latour and a 2004 bottle of Chateau Margaux, with plans to expand the inventory in the next few months. In creating new unique guest experiences, the resort has also begun offering wine dinners at the Event Center, such as the upcoming experience featuring Kim Crawford wines in the early fall. Plus, “We’re excited to see some of our concert lovers, theatergoers and comedy clubbers back at Mount Airy for headline entertainment beginning in October,” Cademartori says.

In keeping with the exceptional amenities of a full-service resort destination, Mount Airy’s entertainment options are plentiful, starting at the casino with more than 70 table games, ranging from blackjack, craps, roulette and baccarat, plus more than 1,800 slots. Premier golf conditions also prevail at Mount Airy’s 18-hole Golf Club, resulting in more than 6,500 yards of fairways modeled after golf’s most legendary U.S. championship courses. Certified by Audubon International in 2018, Mount Airy’s Golf Course is also a steward for environmental sustainability, “protecting our environment while preserving the natural heritage of the game of golf.” Begin and/or wrap up your outing with a meal at the clubhouse and browse the merchandise at the Pro Shop before calling it a day. Or why not relax with a dip in the 51,000-sf indoor/outdoor pool space complete with pool bar and daybeds, or have a luxurious spa treatment to rejuvenate before heading to the next meeting?

Besides Mount Airy’s wine dinners and golf clubhouse food fare, the resort showcases several other popular dining options: Guy Fieri’s Mt. Pocono Kitchen reflects the best of regional food fare discovered in his 15,000 miles of travel around the country, with a twist of his own surprising flavors; Bistecca by II Mulino combining hand-crafted pasta, seafood, farm-fresh vegetables, steaks and chops; and Lucky 8 Noodle + Sushi Bar, featuring fried rice and other chef specialities.

Coeur d’Alene Casino Resort Hotel’s casino floor.

Coeur d’Alene Casino Resort Hotel

Worley, ID

Despite the challenges of the pandemic for gaming resorts this past year, Coeur d’Alene Casino Resort Hotel’s Yvette Matt, marketing director, and Dee Dee McGowan, cultural tourism manager, report: “We are on track to have the best year in the history of the casino in terms of net profit.”

Staffing continues to be the gaming resort’s greatest challenge. “It has been very difficult maintaining and recruiting enough team members to run all parts of the casino resort during our regular business hours,” they say. “We have been forced to close early, open late, open at less capacity or not open certain venues at all.” As a result, the resort is launching a total new campaign focusing on team member recruitment. In addition, Matt and McGowan say, “We have really targeted our known gamers and focused on enticing them to visit more frequently. Rather than having quantity, we are targeting quality.” New property enhancements include renovating the buffet and “looking at creating a high-limit area and food court with more diverse offerings.” Regarding new events, the team is excited to be hosting the inaugural Symetra Ladies Road to the LPGA Tour in late summer, presented by the resort’s Circling Raven Golf Club. “This is the first of three years, and it an honor to host these up-and-coming ladies, and we look forward to the next two years of this tournament,” they say.

The property features more than 40,000 sf of meeting and convention space, five separate event spaces, including the newly remodeled Event Center, as well as a unique, standalone facility, Stensgar Pavilion. Planners have access to 10 meeting rooms and state-of-the-art sound system for event venues, in addition to 300+ guest rooms with 14 suites. As a top-tier resort destination, the property also houses a casino with a 60,000-sf gaming floor and 1,200 gaming machines, a world-class spa, fine and casual dining restaurants and championship golf. Voted No. 1 Golf Course in Northern Idaho by Golfweek Magazine, the 18-hole course is beautifully situated on 620 scenic acres of tribal wetlands, woodlands and Palouse grasses, providing 7,189 yards of play. Inside the Pro Golf Shop, Twisted Earth Grill offers several casual food items to enjoy before or after play.

The Pacific Northwest’s own celebrity chef, Adam Hegsted, is the mastermind behind the resort’s Chinook Restaurant, where wild Nisqually salmon and prime beef are among the favored selections. Other dining options include the Red Tail Bar & Grill, Nighthawk Lounge, Huckleberry Deli, and Jackpot Java & Creamery.

Of special note, Coeur d’Alene Casino Resort Hotel provides cultural tours for those interested in learning about the tribal traditions of the land’s native people. Kayaking and canoeing, biking and boating, underground excursions, traditional arts workshops and a bison ranch are among the notable recreational activities.   C&IT

Dr. Christopher Croner is principal at SalesDrive and coauthor, along with Richard Abraham, of the book “Never Hire a Bad Salesperson Again,” which details his research and practice in identifying the non-teachable personality traits common to top producers. Croner received his B.A. in psychology from DePaul University, and his master’s and Ph.D. in clinical psychology from Southern Illinois University at Carbondale. He developed the proprietary The DriveTest online sales test and The Drive Interview, both used for hiring “Hunter” salespeople. He has helped more than 1,200 companies worldwide hire and develop top-performing salespeople. Visit SalesDrive.info.

Hiring and managing salespeople are the most important things you will do as a sales manager; yet, they are also the most difficult. Finding effective salespeople can feel like a never-ending cycle of hiring, training and inevitable disappointment. Even worse, this revolving door costs your company thousands with every turn. The big problem is that traditional hiring techniques are terrible at identifying the most crucial quality a salesperson can possess.

Less than 20% of the population has “Drive,” the non-teachable personality characteristic that enables a salesperson to succeed. And you can’t depend on interview performance or past job history to reveal these rare birds. It is possible to identify and retain driven salespeople. The first step is realizing that the industry’s so-called “best practices” are, more often than not, sales management misconceptions.

Traditional hiring practices have not been refined and tailored to suit sales, so the managers who employ them are often faced with disappointment. Here are 10 sales management mistakes and misconceptions and how you can avoid them.

1. Thinking “I have a golden gut.” A sales candidate is typically on their best behavior during the interview, and someone who is likeable for a short period of time can deceive your gut instinct. This brief interaction won’t tell you if your candidate can sustain high performance in the tough world of sales. So, it is critical to implement a scientific hiring process that consists of a sales assessment and a well-conducted behavioral interview to get past the initial impression and at what is really under the surface.

2. A sales presentation during an interview predicts success. A sales presentation during the interview can tell you if your candidate did their homework, is able to put together and deliver a presentation, and how well they communicate. What it will not tell you is if the candidate will be able to consistently bring in new business. A sales presentation will show you if the candidate can sell, not if they will sell. It’s important to know the difference.

3. Salespeople from big companies are better. Small to medium companies and/or managers hiring their first salesperson may think that if they just hire a salesperson from a large company, surely they’ll be successful. This is not always true. Sometimes, a well-known brand brings in its own customers, rather than requiring salespeople to go out and source new business. Instead, look for sales people who have:

• Two to three years of sales experience, to ensure they know the selling basics
• Experience selling for a company that is similar in size to your company
• A score of four or five in Drive

A highly driven individual with two to three years’ experience at a similarly sized company is much more likely to sell successfully for you than one from a large company.

4. Churn and burn is the best approach to hiring. As a hiring manager, you may have been disappointed one too many times and concluded that churning and burning through salespeople is the best approach. Unfortunately, a bad salesperson has a ripple effect. Their presence and lack of performance could negatively affect your client relationships, company culture and bottom line. So, while it takes a little bit more time up-front to develop and implement a strategic hiring process, the payoff is far greater than the risk.

5. Anyone can be trained to hunt. To be a successful “Hunter,” aka new business developer, your candidate needs Drive, which consists of three traits that cannot be taught or changed past the age of 21-22: Need for achievement, competitiveness and optimism. The difference between a salesperson who can sell and a salesperson who absolutely will sell is Drive.

6. Money is every salesperson’s top need. A common belief among sales managers is “I need to hire a salesperson who is motivated by money.” But external financial pressures like mortgages and student loan debt are temporary. A salesperson motivated only by money will flatline once those motivations are gone. This is why you should hire salespeople based on their core personality traits and not their current motivations. High Drive salespeople look at sales as points on the score board, so they will never be OK with hitting a certain number and quitting.

7. A motivational speaker can increase my team’s Drive. Remember, Drive is the non-teachable personality trait shared among successful Hunter salespeople. Hiring a motivational speaker to increase your team’s Drive is wishful thinking. They may boost performance for a day or two, but over time, salespeople will resort back to normal behavior.

Consider bringing in a skills trainer instead. This person can assess the team’s current skills and help them improve from there.

8. A great salesperson will make a great sales manager. Many sales execs want to give their high-performing salespeople a sense of career progression, so they promote them to sales managers. This can be hazardous as these top performers who are used to bringing in their own business are now reliant on the success of others. No longer being in control of their success can make them miserable, and it may even mean a pay cut due to lack of commissions. So, before promoting one of your best salespeople to a sales management position, know that this role requires an entirely different skill set and personality.

9. Generalized personality tests are sufficiently predictive of sales performance. Measuring someone’s overall personality can be important and is OK to look at when hiring in other roles. But when hiring Hunters, you need to be using a sales-specific assessment that is calibrated to measure personality traits that will impact sales performance. Instead of asking “How personable are you?” with a one to 10 answer, a sales assessment will produce an in-depth sales personality profile.

10. A cheap assessment is good enough. One common misconception about assessments is how much they should really cost. In doing research, you will find that assessment prices vary drastically, with generalized personality tests starting as low as $20. When shopping for an assessment, it is just like buying anything else … you get what you pay for. Safeguard your company from wasting thousands on an underperforming salesperson by taking the initial steps in the beginning of the hiring process to implement a sales-specific assessment.

Hiring effective salespeople can be a frustrating task, but you can stick a stopper into the revolving door by learning to successfully identify candidates with Drive. Identifying driven candidates will save time and money, while relieving managers from the headaches of constant hiring and training. Once you start taking a strategic approach, it’s a huge relief. Your life will definitely improve, and obviously so will your sales.   C&IT

Themed events are often very popular with attendees, and are at the top of the list for planners looking for fun, exciting ideas. Courtesy of Jeffrey Hentz

Calling all meeting planners: As face-to-face meetings ramp up after the COVID-19 pandemic, there returns a combination of challenges in planning a team-building event for a variety of ages, an assortment of physical capabilities, and an array of interests. While virtual/hybrid meetings will continue for a while, planners will soon need to dust off those in-person team-building ideas sitting on the shelf for months.

But, first, a reminder about what team building is and why it’s so important: “Team-building is an activity a company hosts in hopes of allowing its participants to bond on a deeper level, beyond a typical verbal exchange. It’s done in a controlled environment so that a planner doesn’t leave to chance certain participants meeting [each other],” says Cindy Y. Lo, CEO of RED VELVET.

Lindsey Hollingsworth, CSEP, former events manager for Atlassian, a business productivity software maker, adds: “In team building, one of my team’s main goals is to create cross-functional relationships that might not normally occur during typical workflows. It’s also great to get people out of their comfort zones.”

Explains event planner Kari Willis, “My definition: Bringing a group, department or company together to find commonality outside day-to-day routines,” says Willis, president and co-founder of E Factor — a company designed to give clients, consumers and guests an “experience” they won’t forget — thus the “E” in E Factor. She adds that team building creates an opportunity to bond, learn and build relationships with co-workers, buyers and partners in a casual environment outside the office.

“Team-building is the process of turning a group of individuals or employees into a cohesive and high-functioning team,” defines Ben Hoffman, CEO of cityHUNT, a team building and experiential company specializing in urban scavenger hunt themes. The exec cautions that team building doesn’t just mean getting the team together — it is a well-thought-out process based on psychology and managed with a considered approach. “The most important part is building stronger relationships while having fun,” he says.

To planning specialist Olivia Wong, “I think team building is the simplest form of bonding. You can learn so much about your co-workers when you step outside the office setting,” says Wong, manager of global accounts at HelmsBriscoe.

Team building creates an opportunity for co-workers to bond outside the office confines and learn to work toward a common goal. Courtesy of Kari Willis

Factors to Consider

But team building itself is not simple. There are numerous must-consider factors for meeting planners, such as group size, age, activity level, and variety and types of activities. “While group size is important, I think it can be hard for a larger group to create a great bonding experience, not to say you can’t, but compared to having a small group of eight to 12 where it can be more intimate, a big group is tougher,” Wong says.

To help introverts, “Large groups need to be broken down into smaller sizes,” Willis says, adding that large groups can be intimidating for them. Plus, a large group tends to hinder the back-and-forth communication.

What is a good number? “Ten has proven to be a good number for us with individual teams,” Hollingsworth explains. “[Atlassian’s] offices vary in size from 30 to 1,200, so [Atlassian was] always trying to think of opportunities to scale … event concepts for those sizes and everything in between.”

Providing details of a team-building activity her company planned, Lo explains: “We had team sizes of 10 or 11. And, fun fact, because there was a total of 36 different teams, we figured names might be tricky, so we not only color-coded them, but also, tied them back to a fun, food-related emoji since the beneficiary of the endeavor was a local area food bank.”

As every setting is best suited for a specific age range and certain physical abilities, it’s key to factor these elements into the equation. “I personally would not say this should be a determining factor, but you should definitely know your audience’s physical capabilities and be mindful of their aptitudes,” Lo says.

When it comes to activity level, “You don’t need to skydive or mountain climb to gain the maximum benefits of team building,” Hoffman says. He explains that often more accessible activities produce the best results, and adds that a leisurely pace keeps employees relaxed. For example, take the unique experience of a cityHUNT client, auticon, a global IT consulting business and social enterprise that exclusively employs adults on the autism spectrum. Rebecca Beam, formerly auticon U.S. president, shares that after Hoffman created a complimentary cityHUNT experience for a team of 35, she was very pleased with the custom-designed team-building activity. The competition was via mobile devices and involved problem solving, mathematical solutions, a bit of charades and more — all as fast as possible — with the winners receiving such gifts from the “Treasure Chest” as Amazon gift cards. “Age didn’t matter. It was the perfect fit,” Beam says.

The beauty of a cityHUNT experience is that the custom “hunts” are carefully curated by specially trained producers. Hoffman’s assessment: “This isn’t your typical scavenger hunt or really a scavenger hunt at all. At cityHUNT, we find that teams can grow and bond anywhere with the right activities,” says Hoffman of his specialty company, whose client list includes such high-profile corporations as Google, Facebook, Starbucks, Apple and Coca-Cola. By incorporating a mix of clues and challenges, including location, team building and pop culture, this specialist’s events allow the “hunters” to experience the city like a local and have fun minus the stuffy history tours.

Another top aspect to consider is that the activity must work for everyone. “Inclusivity [was] definitely a priority [at Atlassian],” Hollingsworth says. One such challenge was to make an Olympics-themed, team-building activity more active than a previous event where attendees were seated at tables for 90 minutes of gameplay. In the attempt to include all skill levels, RED VELVET designed competitive stations, but did not require anyone to physically race to complete a challenge. Among the clever stations were a banana-split building competition, canned goods sculpting and blind food tasting. “Don’t try to force an activity,” Lo says. “Rather, make it a safe environment for everyone to participate, and not feel dumb or embarrassed.”

Willis breaks team building into two categories: One is activity-oriented get-togethers, and the other is team-building meetings. Among her suggestions of activity-oriented events are beach days, ropes courses, cooking classes, scavenger hunts, and fitness and wellness activities. Conversely, less-active options include icebreakers, break-out sessions and brain exercises.

In the more-active arena, Kathy Spencer, venue and events logistics director with Prosci Inc. — a company that specializes in change management solutions — selected Glow Ball, or after-dark golf — as a team-building activity prior to the pandemic for one of her group’s 12-13 executive leadership training programs conducted annually in Temecula, California. “The goal of each of Prosci’s venue activities is to provide participants attending our three-day, world class, change management training with a fun and experiential event. Additional objectives are to help participants break down barriers, encourage communication, boost collaboration and more — all while reducing stress and anxiety.” Spencer deems Glow Ball a good choice for areas with temperate climates such as Temecula. “It adds a twist to the conventional social activity of golf. It is fun, intriguing, encourages teamwork, builds interpersonal relationships and is memorable.” Supplementary bonuses for this planner: Giving her participants some fresh air and a bit of exercise.

Any number of activities — from board games, to ropes courses, to activities around a campfire — can promote team building. Courtesy of Ian Chisholm

The Secrets of Team Building

“Neuroscience supports the idea that changing habits is greatly assisted by changing atmosphere,” Hoffman says. By allowing employees to get out of the office and engage in activities that are outside their normal sphere, they are prone to seeing their co-workers in a different light. And when this happens, they are more likely to bond on an interpersonal level.

“If the team starts out with negative energy, you’ll want to figure out a way to break the ice and get everyone on a positive stride before the team building officially starts,” Lo says. “My personal recommendation is to encourage the team to turn on their sense of wonder.”

The idea is not to focus on the activity. “The biggest mistake planners make with team building is to actually focus on team building,” says Bryan Mattimore, co-founder and chief idea guy at Growth Engine Innovation Agency. Understanding how confusing this statement might be, he expounds that team building should be an effect or outcome of working on a great project, not the goal itself. The end result is that “team building should be seen as a means to an end, not the end in itself.”

In the business of planning between 40 and 60 meetings a year for predominately Fortune 500 clients, Mattimore is no stranger to team building. Having employed a successful song-writing strategy for clients, these songs are typically written about one of these three goals: 1) a team’s brand 2) a new product to be launched or 3) the annual sales goal of the company’s division.

Another important tip? “Use the element of laughter,” suggests Dara Hall, CMP, CMM, executive vice president of Event Source Professionals (ESP) Inc. Prior to the pandemic, ESP helped a highly competitive sales force of an international soft drink manufacturer focus on its product and demographics while building camaraderie among team members by using a troupe of talented improvisational actors who were integrated into the event as the main entertainment. She explains: “Once their set concluded, the actors became ‘coaches’ to the sales force who were divided into teams. Each team was given a product and demographics, and was then asked to write and perform a commercial for the audience. The hilarious final cuts provided a better understanding of the product and its subsequent audience. And those teams that missed the mark received the dreaded gong.”

Location Matters

Representing a destination best known for golf, Michelle Bovian, director of sales with Visit Augusta, states that as meeting attendees again start to look for one-of-a-kind encounters, planning a team-building experience that reflects the town is important. “Although we are best known for golf, we are also the world’s premier destination for the sport of disc golf on three championship 18-hole courses.” In addition, the Georgia city’s Class A minor-league baseball team, The Augusta GreenJackets, has team outings, complete with a private luxury suite and custom catering — tailor made for a sports-themed team-building experience.

If high-end wilderness is the ticket sought, look no further than Canada’s Nimmo Bay Resort in British Columbia. Located in the southern part of the Great Bear Rainforest — a one-hour flight from Vancouver, followed by a 20-minute floatplane trip from Port McNeill — this family-owned and operated premier lodge is spot-on for small (18 max), exclusive team-building activities. Here’s only a portion of a planner’s plethora of options within its more than 50,000 square miles of accessible wilderness: Viewing of whales, dolphins, sea lions, eagles, bears and more in their natural habitats; off-the-grid kayaking, and paddle boarding and helicoptering to 10,000-year-old glaciers, 1,000-foot waterfalls and Pacific salmon runs accessible only by helicopter.

Ian Chisholm, founding partner of Roy Group, a company specializing in leadership development experiences, which partners with Nimmo Bay, expounds on the value of team building: “There is no question that leaders at all levels of an organization learn most from experience. To me, the best activities allow a team to be uncomfortable together without compromising safety. In other words: They can stay on their edge, together.”

But, in one instance when a group was unable to go into the wild, Chisholm shares how he nevertheless transported the team back to nature. “The client chose the transition from ‘hill walkers to ice-climbers’ as a metaphor for the next chapter of their growth, so we ran a day of meetings on the roof of a skyscraper, surrounded by other ‘towering peaks.’ The food was vacuum packed, tents were used as meeting rooms and prayer flags were everywhere. The result was an entire day that felt like base camp. It even started to snow.”

The North Lake Tahoe area also offers an abundance of thrilling outdoor activities. “Our area — a year-round, four-season destination — offers a variety of opportunities for experiential team building,” says Jeffrey Hentz, CEO of the North Lake Tahoe Chamber/CVB/Resort Association. Continuing, he lists such outdoor adventures as Tahoe Via Ferrata, full-moon snowshoe tours, mountain biking, kayaking North America’s largest alpine lake and treetop adventure courses. In reference to more relaxing group activities, he mentions leisure nature walks and sailing aboard a private charter, with all — active and relaxing — served up with a backdrop of the Sierras. Prior to the pandemic, 80 guests 25 to 50 years old from a large multinational shoe company came to Tahoe for team building. The meeting planner’s goal: Find active, competitive outdoor experiences for team members requiring teamwork, problem solving and think-outside-the-box coordination. Working in conjunction with Tahoe Adventure Company, the result was a custom-designed “Amazing Race”-themed event — a GPS assisted geocaching scavenger hunt on foot through the woods, followed by a leg of the course by bike, and culminating on a beach stage with the incorporation of kayaks and paddleboards.

The Future is Now

If the question for Wong is: “Have millennials influenced team building?” her answer is yes. “I think the goal is to experience something outside the box.” Her example contrasts a simple winery visit with going to a winery, learning about making wine, walking into the vineyard, venturing into the wine cave, meeting the winemaker — followed by team members blending and pairing their own wines. “Today, we see and experience all aspects of an activity.”

Says Willis, “You will see a focus on experiential and Instagrammable events to share on their social. It will showcase the company culture.” She also predicts a big push on mental fitness and wellness activities.

“We always find ourselves thinking each year, ‘How are we going to top ourselves the next year?’” Hollingsworth asks. However, the planner doesn’t think it’s about doing something completely new, but rather bringing back things in unique and interesting ways.

Lo’s advice is specific: “Review what has been done in the past and be uber critical. What worked? What didn’t? Do we know why? How much time and money were put toward the activity? What is the company culture supporting? Have you polled your team to see what they like? You may be surprised to learn they would rather hang out and play board games versus zip lining and ropes courses. If so, what can you do to make board games exciting for everyone?”

Don’t be afraid to try something new encourages Hoffman. “More and more, people want different options than a bowling alley. Experiences are in.” C&IT

Diana Hendel, Pharm.D, and Mark Goulston, M.D., are the authors of “Trauma to Triumph: A Roadmap for Leading Through Disruption and Thriving on the Other Side” and “Why Cope When You Can Heal?: How Healthcare Heroes of COVID-19 Can Recover from PTSD.” Hendel is an executive coach and leadership consultant, and former hospital CEO. Goulston is a board-certified psychiatrist, former assistant clinical professor of psychiatry at UCLA-NPI, and a former FBI and police hostage negotiation trainer.

While there is light at the end of the tunnel with the growing availability of the COVID-19 vaccine, times are tough all over, and many businesses are still under great strain. Given the events of this past year, if you and your employees weren’t at least a little stressed, it would be unusual. But leaders still need to ask themselves this: Has your organization left “stress” in the rearview mirror and entered “traumatic stress” territory?

Many employees are the walking wounded. We all have different thresholds for stress, and we’ve all been impacted by COVID and other crises to varying degrees. No wonder some of us are struggling with the aftermath of trauma.

Trauma has long-term effects that can cripple your company. That’s the bad news. The good news is the earlier you realize people are traumatized, the faster you can take action to help them heal.

COVID isn’t the only culprit, though it is a major player. We are in a “perfect storm” of massive, ongoing upheaval: everything from political and social turmoil to massive tech-driven disruptions, to natural disasters. Frequency, intensity and duration have all been ramped up — and these conditions lead to the crossover from stress to trauma. Note that trauma isn’t always the result of a single shocking event. It can also be cumulative, like the pot of warm water that slowly heats up around the unsuspecting frog.

Here are a few “red flags” that may indicate that people in your company might be traumatized:

RED FLAG #1: People dig in and resist when asked to change. Instead of taking a step back, assessing what needs to change and adapting to the new situation, traumatized people may double down and put up strong walls of resistance. This stubbornness is a fear response, not a sign of deliberate belligerence. It’s a manifestation of the fight/flight/freeze response that always occurs when people experience trauma.

Instead of feeling excited about learning a new way to do things, they cling to their way. Instead of finding ways to leverage their wisdom, or finding new ways to add value, they are unable to pivot or reinvent themselves. Eventually, they become dysfunctional to the needs of the situation.

RED FLAG #2: They cling to their “competence zone.” People may rigidly cling to what has worked for them in the past. “This is where I’m competent. This is where I’m confident. This is where I feel in control.” They may blindly keep doing what they’ve always done, even though it no longer works — or even though their skill set is in less demand than it used to be, due to the pace of change around them.

RED FLAG #3: People seem angry, aggressive or “difficult” in other ways. Employees may be disagreeable and contrary. They may give you unexplained pushback or develop a negative attitude in place of their usual optimism and tenacity. They may have angry outbursts. They may become increasingly unpleasant to work with. Again, this is all fear-based. Unfortunately, this behavior pushes others away when they are most needed for support.

RED FLAG #4: They resort to self-destructive behaviors. People who have been traumatized may develop an exaggerated stress response. This occurs when the stress they’re feeling crosses over into distress. In the face of stress, people can still, with difficulty, get back on track moving toward their goals. With distress, the new and highest-priority goal becomes finding a way to relieve it. People may resort to excess drinking, eating, avoidance behaviors, overworking, etc. to numb or mask their pain. These behaviors can be counterproductive methods to cope, and can be a slippery slope if they become habits or addictions.

RED FLAG #5: They insist they are “fine” or go uncharacteristically silent. Trauma-induced behaviors don’t always show up as negatives. Yet, when people refuse to acknowledge they are impacted at all, especially when others are clearly struggling, it’s often a sign that they’re masking their pain. An interesting observation about people is that when you ask them how they’re doing and they reply, “Great,” they’re usually good. However, when they reply, “Fine,” they’re usually not.

RED FLAG #6: Leaders behave in un-leaderly ways. Remember, these red flags signifying trauma don’t appear just in employees. Leaders are just as susceptible to traumatic impact as employees. For example, a leader might seem paralyzed and abdicate responsibility — hiding out in their office and not doing what they need to do to lead the company out of trouble. On the other hand, they might overreact and make rash, knee-jerk decisions even though they were previously known for levelheaded steadiness.

RED FLAG #7: You notice a lot of blame and finger-pointing. Speculation and second-guessing can cast a wide net of secondary blame that extends well beyond the causal agent. Why didn’t the organization prevent it or stop it? How could the leaders have been unaware? In some instances, people blame the victims for overreacting, or the organization for not preventing “witch hunts.”

RED FLAG #8: People can become polarized in two opposing camps. In the aftermath of trauma, it’s common for multiple narratives to spread around an organization. There are hundreds of unique points of view, and each person creates a narrative based on their own perspectives, personal histories and relationships to those directly involved. Blame combined with opinions about why the trauma happened can create an “us and them” mentality. People split off into factions — and one day you may realize the organization is deeply divided.

If you recognize some or all of these signs and symptoms, know that people are not intentionally resisting change or trying to sabotage the company. They may very well be reacting from a place of traumatic stress and fear.

Fortunately, there are strategies for addressing the impact trauma has on individuals — and on the culture of the organization. When leaders navigate trauma effectively, they can minimize risks to employees and to the organization, help people recover and heal and position the organization to thrive in the future.   C&IT

John Tschohl is a professional speaker, trainer and consultant. He is the president and founder of Service Quality Institute — the global leader in customer service — with operations in more than 40 countries. He is considered to be one of the foremost authorities on service strategy, service recovery, success, empowerment and customer service in the world. His new book, “Relentless,” was recently released. His monthly strategic newsletter is available online at no charge. at customer-service.com. He can also be reached on Facebook, LinkedIn and Twitter.

Very few companies remember and use their customers’ names. Employees rarely, if ever, remember and consistently use the names and remember the faces of the customer they see most often, let alone the customer they see only occasionally. There is nothing more precious to a customer than their name. It is the highest level of customer service. In a year, the typical customer can count on one hand the times an employee will use their name. Most companies and employees don’t care. Few realize the impact it makes on a customer.

This is a stealth approach to keeping customers and stealing customers from your competitors. It is laser surgery. It costs you nothing but the time to train your staff. It is a very effective way to create customer passion.

I can think of only three firms that are good at using my name: Delta Airlines, Amazon and Apple. All three are customer service role models. Why not join their ranks?

Every organization that wants to be a service leader should stress the importance and benefits of remembering customers and includes strategies to help employees do so. When someone calls you by name, whether you realize it or not, you form a bond with that person. Not only is it a sign of respect, customers’ names make those customers feel both welcome and important.

The more valuable the customer, the more important it is. Most companies have technology that has the customer’s name on it. So it’s easy for an employee to say, “Mr. Charles, good afternoon. Thanks for calling. How can I be of help?”

Why don’t we remember and use our customers’ names? There are three simple and easily surmountable obstacles that keep most employees from remembering and using the names of their customers: indifference, fear, lack of training.

Indifference: When customers enter our place of business in person or by phone, we don’t always think to greet them by name or to show that we remember them. Employees often think of their work as a job or grind that they must “get through,” they don’t invest themselves in the success of the company. Employees may not understand how their actions affect the “Big Picture” at their company.

Fear: This incudes fear of interacting with customers or fear of not pronouncing a name correctly. They see their customers as a necessary part of the job, but would rather get through the day with a minimum of interaction. Ask customers to remind you how to pronounce their name. Customers appreciate any effort on your part to remember their names. This only works if you eventually remember the customer’s name and the proper pronunciation.

Lack of Training: Most employers and employees don’t understand the importance of using their customer’s names. This is a skill you can learn and master. All employees should be trained on why and how to remember the customer’s name.

It’s difficult for a company to differentiate itself with price, product and quality. On the other hand, when you provide superior customer service, which includes remembering your customers and using their names, you set yourself and your organization apart from the competition and increase customer loyalty.

An employee whose income is based on tips could double their income with this strategy. Visualize if you went to a restaurant and tell the hostess you have a 7 p.m. dinner reservation for four under Nelson. The hostess says, “Mr. Nelson so nice to have you back. Sidney will take all of you to your table, Mr. Nelson.”

“Mr. Nelson, my name is Sidney. I will be your server tonight. Would you like something to drink while you look at the menu?” What impression would your guests have? How much would you tip extra?

While most of us don’t have such exceptional memories, we do have at our disposal the tools we need to identify our customers. When a customer hands you her credit card, her name is on it. The same is true for membership cards and reservation forms. It simply is not acceptable to ignore that information.

Most people can easily remember faces, but recognizing a face and attaching a name to it takes an entirely different set of memory skills.

You will never remember a name if you fail to notice it. Recognize and acknowledge customers’ names whether they tell you or you learn it another way. Do not ignore the important information that’s right in front of you.

When you first hear a customer’s name, repeat is back to him or her in conversation as soon as possible.

Add the name to beginning or end of a greeting: “Tasha, how nice to meet you,” or “It was a pleasure to meet you, Mr. Gainer.”

Associate the names with something the customers tell you about themselves.

Write it down. Include the name, a phonetic spelling, any personal details and the subject of our encounter.

When you greet customers and clients by name, you are telling them they are important to you and your organization, And, when customers feel important, they are more likely to return and do business with you again. That repeat business can make the difference between failure and survival.

With COVID-19, this skill is more critical than ever. Treat every customer like a king or queen. Remember their face and name, and you will create customer passion and loyalty. C&IT