Bill Geist's Zeitgeist

What Took Us All So Long?

Sometimes, we are so consumed with the job at hand that we can't see the opportunity before us. Sometimes we get comfortable with the "norm" of how business has always been done. And, that's when innovation is an orphan.

My alma mater DMO, Destination Madison is starting to pick up some serious industry buzz for its recent roll-out of a concept that is deceptively simple. One that sort of paraphrases Simon Sinek's "Start with Why" to "Start with the Customer."

The Destination Madison Team took the time to break down the challenges faced by today's meeting and event professional. And, juggling contract upon contract from each of the hotels they planned to use certainly floated to the top as one of a planner's biggest pain points.

How to solve the dilemma? Design one contract for all the hotels in the city the planner intends to use.

They call it "One City. One Contract."

It's One brilliant idea. 

Kudos to Deb, John and the Team that makes those of us that call Madison home so proud...

Travel Jobs Matter

It's National Travel & Tourism Week in America...and permit me one more shout out to the industry that has provided me such a rich career over the past 30 years.

One of the aspects of the hospitality industry that has always irked me is how those jobs are so frequently dismissed as somehow "not worthy." During the referendum campaign to build Madison's Convention Center, a City Council member used to rail on how this was the "wrong" kind of economic development for the City to be pursuing. That it was "low-pay, no-benefit."

While I countered that every job should be valued (as it should), I wish I would have had the data recently released from the US Travel Association that underscores the power of jobs in the hospitality sector.

Travel industry jobs lead to higher wages and financial success, more so than jobs in manufacturing and health care. Those of us that score our first job in hospitality go on to earn more than those who start in most other fields, as we learn skills, confidence and experience that are essential to successful careers in a broad spectrum of occupations. And, a third of Americans re-entering the workforce (see yesterday's post) do so through a job in the travel industry. And, honestly, who would you rather hire?

And, while not included in the research, let's be honest. Hospitality workers create a backdrop upon which we all create some of our most precious memories. And, isn't that the most important aspect of a job...having a meaningful impact on those you serve?

It's all about quality of life. Smile warmly and thank a hospitality worker for improving yours this week.

And, every day.

 

Breakthrough Thinking

McDonald's is launching an initiative to attract older workers. Long the land of first-jobs and young workers, it has become increasingly clear to the fast-food mothership that Boomer workers are an answer to its workforce challenge.

Younger workers either don't want to work service jobs (what a shame) or can't because of school commitments. Empty nest Boomers can and, in many cases, want to.

Best line of the article from CNBC: " They bring a unique skill set that we're very excited about." Calm under pressure, experience in problem-solving and dealing with difficult customers are cited as reasons that older workers are often more desired than their younger cohort. They also can mentor those younger workers who choose a hospitality path.

Something to consider, as our industry partners struggle with finding a quality workforce. How do we reach out to retired Boomers to provide the quality experiences we strive to offer? 

 

The Evolution of DMOs

Evolution is a fascinating beast, eh?

When I entered the Destination Marketing field, I was told we were in service to our hotels (that whole "heads in beds" thing). That slowly transformed into our Members/Partners (including restaurants, attractions, nightspots, etc.).

Then we were in service to the customer; the client...because everything that makes them happy serves our Members/Partners.

And now, here we are where we should have been all along. We are here to serve residents.

Fresh off Destinations International's CEO Summit, Don Welsh offers an interesting take on our true customers.

Delta's Bold Experiment

Over a decade ago, we began issuing "Air Laws" (not unlike Miller Beer's "Man Law" series of commercials) in a (vain) attempt to bring civility back to air travel. The very first Air Law addressed the habit of some self-absorbed passengers to recline their seat without considering the person behind them.

Now, we've all seen the heated "Tastes Great / Less Filing" debates ("I paid for the right to recline," some sputter indignantly) both in print and in person. And, I'm not here to debate it again. But, Delta Airlines has just announced that it will be converting roughly 10% of its fleet to feature seats with half the recline. The reason for the test: "Ensuring an optimal experience." I feel oddly vindicated.

This should be interesting...

The Proving Just Got Tougher

Those who have seen me present in Boardrooms and on stages know I'm pretty dismissive of counting Room Nights as a primary measure of the efficacy of Destination Marketing. Don't jump to conclusions here. Achieving Room Nights is important. Using them as your proof has been a slippery slope for over a decade.

And, it just got slipperier.

A new study from Hilton, NYC & Company and the PCMA Foundation has found that the practice of convention attendees booking outside the contracted hotel block has gotten much worse over the past 5 years. Like, twice as bad as the last study I saw.

Over the past three years, roughly half of all delegates attending large-scale, urban conventions are booking accommodation outside the block. 25% of attendees actually booked the HQ hotel...but didn't identify themselves as attendees qualifying for the block. Thus, they haven't been counted. Thus, our "proof" just got shakier. 

As the report states, all participants in this dance will need to re-evaluate the practice of establishing Room Blocks from the consumers' point of view.

And, DMOs need to find other ways to communicate our value.

Smart Companies Do What's Right

I remember it like it was yesterday. I was at the helm of the Greater Madison CVB (today known as Destination Madison) in the early ‘90s. My community was vigorously debating whether to increase the minimum wage. Proponents pointed to hospitality workers as those most vulnerable and most needing the City Council to take immediate and decisive action.

Back then, the Minimum Wage was $5.15/hour. A cadre of Council members wanted to bump it to $7.75/hour. During the public comment portion, the GM of the largest downtown hotel got up to speak. Council Progressives licked their lips in anticipation.

I don’t think he actually used the phrase “bless your hearts,” but, in effect, that’s what he was saying as he explained that housekeepers in his hotel were already making close to $10/hour; that he couldn’t find housekeepers in Madison that would work for Minimum Wage.

I thought of that evening today as I read the piece in Skift Table that reported that McDonald’s has announced it will stop lobbying against Minimum Wage hikes for pretty much the same reason. Most of their stores are starting rookies at $10 or more…because they must to keep their doors open.

While I don’t dispute that there are some players in hospitality that should be paying their people more (a lot more in some instances), smart businesses don’t need Minimum Wage laws to do the right thing. And, those are the businesses that will survive and thrive without the heavy hand of government.

Just sayin.’

If This is Too Hard...Maybe You Should Just Stop

Over the weekend I received a customer satisfaction survey from a company with whom I do a lot of business.

Because I like this company, I agreed to participate. I filled out an unusually long registration form to participate, clicked "go"...and was greeted with a message that, to complete registration to fill out their survey, I'd have to click on a link in an e-mail I would be receiving.

Sometime within the next 6 Hours.

Let's unpack this: Company desires my time. I agree to provide that time. Company tells me to come back later, assuming my interest won't waver (bad assumption).

This is not a small company for which technology should not be an issue. If they haven't (in 2019) been able to master to simplest of opt-in strategies that take a minute (if not seconds)...maybe they should just accept that this whole internet thing is too complicated and just go home.

Really.

The Power of Onboarding

When Boomers shake their heads at all the things that Millennials and Gen Z don't understand or know, they should shoulder the blame for much of it. My generation has gone through its adult life simply assuming that those who follow us in the generational chain instinctively know what we know. They don't. We didn't. We were taught by our parents and mentors. So, why would we expect that some of the most basic tasks of life would magically be embued in our kids?

I thought of our collective guilt as I read an article the other day about customer service and onboarding (we called it orientation in the day). A staggering statistic confronted me:

91 percent of employees remain with a company for at least a year (and  69 percent remain for at least three years) if a company has a well-structured onboarding program.

It's not that young professionals are flighty that makes them flight risks. It's that we failed to prepare them for our expectations and the importance of the job at hand.

Taking this a step further, are our Boards of Directors being effectively onboarded? Can they be the influencers in our community (for that is their most important role) if they are not immersed in the organization's history, culture and mission? When we shake our heads at their misplaced interest in directing programming, is it because we haven't shown them a higher calling?

Intentionality is a concept we hear more and more. Effective onboarding sounds like something about which we should be much more intentional.

N'est-ce pas?

 

David Burke

It's been years since we last spoke...but I never thought that last time would be.

David Burke, the long-time GM of the Breakers Palm Beach died unexpectedly last week. In a world of hospitality professionals who are generally nicer than the general population, David was one of a handful of tourism executives that stood out among a crowded field. I always looked forward to our time together when our careers connected us...and I'll now, once again, not be able to tell someone how much they meant to me.

And to so many others. To whit...this quote from his obit in Smart Meetings: 

“The first day on the job here...in your orientation class, first thing is you do a half-day of community service,” he said. “It’s all about ingratiating yourself into the community and doing what’s right. It’s so much fun working for a company that can do the right thing all the time.”

Yeah...we lost a huge heart.

Rest, David. And, we are all better for the way you lived your life.