Generation Now MPI Minnesota

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  • ConnectedCreativeConsumersControl
  • This is not a passive webinar – we want you to come play with us talk with us and build a relationship with us.So I want to know….
  • This is not a passive webinar – we want you to come play with us talk with us and build a relationship with us.So I want to know….
  • How effective would you be if you were told you had to work in a straight jacket?Don’t hold your team back
  • We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
  • How effective would you be if you were told you had to work in a straight jacket?
  • Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
  • HSMAI tracks offered at WEC 2012 St. LouisAnd now they have announced a dual membership
  • 2007
  • 2759 twitter followers
  • 5,580 followers11,000 tweetsBuilt a business a company and a brand
  • Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
  • The meeting and event industry is flush with research on trends and predictions for the future, but has lackeda vehicle that creates perspective for that marketplace in a format that encourages usability and action. MPI’s own annual FutureWatch dated quickly and followed only predictions for the future. It was with that in mind, that MPI unveiled its first annual Business Barometer in September, offering a diverse look at the industry’s current conditions and future forecasts, meted out by region and classification, so that you can find the information you need for career and business decisions in the context necessary to make those decisions well. This annual report is the result of a survey of MPI’s membership across the world. Bi-monthly Business Barometers supplement this data with responses from a panel of more than 300 industry experts. Despite unstable economic and political conditions, meeting budgets continue to slowly rise; and meeting professionals project an increase in the number of meetings, and attendance therein. Meanwhile, they face three significant challenges: the introduction of wide-ranging technologies, five sets of generational expectations including a multitude of cultural expectations and requirements, and the need for better risk management (that, in turn, have altered the way meetings are evaluated, shopped, negotiated, executed and paid for). Here’s a brief look at the challenges and opportunities you’ll face in the coming year.
  • Meeting professionals predict a 2.9 percent increase in the number of meetings next year compared to last—up 2.8 percent in the U.S., compared to 3.3 percent in Canada and 3.2 percent in Europe.
  • Meanwhile, U.S. meeting professionals anticipate events to be slightly shorter (by about 30 minutes) in the coming year—versus a full hour shorter in Europeand15 minutes longer in Canada.
  • Meeting professionals predict a budget increase of 0.9 percent in the coming year—that’s a 1 percent increase in the U.S. versusa 0.1 percent increase in Canada anda 0.7 percent increase in Europe.
  • They also expect attendance to increase by 1.9 percent in the coming year. But, this projection varies by region—it’s up 1.9 percent in the U.S., 2 percent in Europe and just 1.4 percent in Canada.
  • U.S. suppliers are the best-rewarded workers in the industry (US$97,410), opposite Canadian planners ($75,150).U.S. planners at the executive level make $122,220, compared to managers at$84,990 and coordinators at $71,810.
  • And there continues to be a significant gap in wages by gender in all regions. U.S. women make $83,660, far less than their male counterparts, who make $106,320. As for suppliers, women make $80,570 compared to men, who make $125,000.
  • On a global scale, large companies (by number of employees) are more likely to claim involvement in CSR than small companies. Overall, 25 percent of meeting professionals say their organizations are “very active in CSR.” An additional 59 percent say their organizations are “somewhat active in CSR.”
  • But European and Canadian meeting professionals claim a higher level of current CSR activity, as well as higher predictions for the future, than their U.S. colleagues, with the Europeans projecting the highest levels of future involvement.
  • More than 95 percent of meeting professionals have some method for measuring the business value of their meetings, but 83 of these primarily measure attendee satisfaction. Just over 69 percent of U.S. meeting professionals plan to use subjective and objective measures, compared with 81.3 percent of Europeans and 61.4 percent of Canadians.
  • Meeting professionals are a loyal bunch.They exhibit loyalty to brands, facilities and venues if they consistently experience good customer service and personal relationships, competitive prices and suitable facilities. Overall, meeting professionals pick suppliers based upon these attributes of loyalty, as well as a series of practical assessments, including cost, space requirements, value, location and quality.
  • Past research has shown a strong sensitivity among meeting professionals concerning the public perceptions of various destinations, venues and hotels. That sensitivity has significantly declined. Only 14 percent of meeting professionals say public perception is now a factor in selecting a destination. And only 9 percent say public perception is a factor in the selection of a venue or hotel.
  • Meeting professionals in in U.S. say they will check out one more facility per meeting this year, for a total of six, compared to Canadians and Europeans,who plan to check out five facilities per meeting (up one and steady, respectively).
  • And international meetings are down for U.S. planners, from 80 percent last year to 72.1 percent this year, though that is still up from 61 percent in 2009.
  • As global economies moved during the past several years, so have the event facilities preferred by meeting professionals. Notably, they’re using convention centers and smaller venues, while using fewer resort, city and airport hotels.
  • Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
  • I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success Apple person – command Q
  • Understand the real reason for why you are adding community serviceIs it for involvement?What are your goalsDoes everyone participate or only a few peopleKnow how you will measure it
  • We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
  • How effective would you be if you were told you had to work in a straight jacket?
  • Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
  • Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
  • Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
  • Generation Now MPI Minnesota

    1. 1. Generation Now:7 Strategies to Build Future Leaders, Staff & Meeting Professionals Holly Duckworth, CAE, CMP @hduckworth #MPIMN #MPIMNGenNow www.leadershipsolutionsintl.com
    2. 2. What does the future hold?
    3. 3. Stand up start
    4. 4. Collective Expertise
    5. 5. Who can you tell me…What defines generation X?
    6. 6. Who can tell me…..What defines generation Y?
    7. 7. Generations Defined:Generation X Generation Y Generation Z1960-1980 1980-1990Watergate Technology Baby boomers who refuse to age…MTV Reality TVFall of Berlin Wall Zoomer DivorceJob insecurity Creativity Rewarded for showing up
    8. 8. Has anyone heard of Generation C?
    9. 9. Generations Defined:Generation X Generation Y Generation Z1960-1980 1980-1990Watergate Technology Baby boomers who refuse to age…MTV Reality TVFall of Berlin Wall Zoomer DivorceJob insecurity Creativity Rewarded for showing up
    10. 10. Generation Now:Identify Traits in you as a Generation Now LeaderHow to use MPI as a place to become a leaderApply lessons from MPI’s most famous leadersAccess MPI research on what is yet to comeWalk out of here with 1 strategy you will implementthis week to be a Generation Now leader in yourcompany, your home or professional community
    11. 11. Technology Zone: Twitter @hduckworth #MPIMNGenNow #MPIMN Mpianswer.comwww.Facebook/leadershipsolutionsinternational www.leadershipsolutionsintl.com Use this as a place to learn and grow.
    12. 12. A Generation NOW leader is: Be! Authentic Be! Solution Focused Be! Collaborative Be! Technology Be! Innovative Be! Knowledgeable Be! Future Oriented
    13. 13. HandoutDetermine where you are now as a Generation Now leader: On a scale of 1-10 1=Low 10 = High Where do you rate yourself & If you like, where do you rate your staff
    14. 14. #1 Strategy Be Authentic @hduckworth #mpimn
    15. 15. Advocate
    16. 16. #2 StrategyBe Solution Focused Hybrid Meetings Strategic Meetings Management CSR @hduckworth #MPIGenNow
    17. 17. Terri Breining, CMM, CMP “Volunteering added a texture to my life I would not have otherwise had.“ Terri Breining, CMP, CMM
    18. 18. Barb Oswell, 2012/2013 Chapter PresidentMN Chapter Strategic GoalsBy the end of the 2013 fiscal year, the MN Chapter will:Engage our members thru educational programs, networking opportunitiesand volunteer involvement for professional and leadership development.Elevate marketplace opportunities by strengthening business relationships.Expand awareness of the strategic and fiscal value of the meetings industryand MPI MN members’ contributions to corporations, associations,organizations, and communities.Establish leadership succession process for the future of our chapter
    19. 19. #3 Strategy Be Collaborative @hduckworth #MPIMNGenNow
    20. 20. Leader to watch: Kevin Hinton As Executive Vice President for Associated Luxury Hotels International (ALHI) Kevin is part of the leadership team for this leading Global Sales Organization with a portfolio of more than 140 distinctive Four-and Five-Diamond quality member hotels and resorts worldwide that serves the meetings and incentive industry. Kevin is responsible for evolving and expanding Associated Destinations Worldwide (ADW), ALHI’s global solutions strategy
    21. 21. Collaboration
    22. 22. MPI & HSMAI Partnership
    23. 23. Kevin Hinton, MPI Chairman 2012/2013 I am optimistic about ….Where we are and where we are going.It’s time to stop talking to ourselves about what we doand talk to others.We have the opportunity to grow up as an industry andtake control of our future.
    24. 24. Be a part of the Optimismhttp://ow.ly/fblBu
    25. 25. Leader to Watch: Michael Dominguez, CHSE MGM Resorts - sales strategies in the convention, leisure and transient segments, including industry relations, diversity sales and MGM Resorts events. 2010 President MPI Southern California @hduckworth #MPIMNGenNow
    26. 26. #4 StrategyBe Technology Enabled “Technology allows me to connect to a truly global audience, building more diverse teams both globally and across generations makes organizations run more efficiently and effectively. John Chen, CEO Geoteaming @hduckworth #MPIMNGenNow
    27. 27. Be Technology Enabled @hduckworth #MPIMNGenNow
    28. 28. #5 StrategyBE Innovative @hduckworth #MPIMNGenNow
    29. 29. Guy Bigwood
    30. 30. BETANext Practices & Best Practices @hduckworth #MPIMNGenNow
    31. 31. #6 StrategyBE Knowledgeable @hduckworth #MPIGenNow
    32. 32. How many business books, articles, blogs do you read per month?A. 5B.10C.15D. 15+
    33. 33. U.S. Edition
    34. 34. Business Barometerwww.mpiweb.org/barometer
    35. 35. Business Barometerwww.mpiweb.org/barometer
    36. 36. Business Barometerwww.mpiweb.org/barometer
    37. 37. Business Barometerwww.mpiweb.org/barometer
    38. 38. Business Barometerwww.mpiweb.org/barometer
    39. 39. Business Barometerwww.mpiweb.org/barometer
    40. 40. Business Barometerwww.mpiweb.org/barometer
    41. 41. Business Barometerwww.mpiweb.org/barometer
    42. 42. Business Barometerwww.mpiweb.org/barometer
    43. 43. Business Barometerwww.mpiweb.org/barometer
    44. 44. Business Barometerwww.mpiweb.org/barometer
    45. 45. Business Barometerwww.mpiweb.org/barometer
    46. 46. Business Barometerwww.mpiweb.org/barometer
    47. 47. Business Barometerwww.mpiweb.org/barometer
    48. 48. #7 StrategyBe Future Oriented @hduckworth #MPIMNGenNow
    49. 49. Simplify Work
    50. 50. @hduckworthWhat do yousee today? What you visualize, you will actualize
    51. 51. @hduckworth #MPIGenNow
    52. 52. Generations Defined:Generation X Generation Y Generation Z1960-1980 1980-1990Watergate Technology Baby boomers who refuse to age…MTV Reality TVFall of Berlin Wall Zoomer DivorceJob insecurity Creativity Rewarded for showing up
    53. 53. #1 Strategy Be Authentic @hduckworth
    54. 54. #2 StrategyBe Solution Focused @hduckworth
    55. 55. #3 Strategy Be Collaborative @hduckworth
    56. 56. #4 StrategyBe Technology Enabled @hduckworth
    57. 57. #5 StrategyBE Innovative @hduckworth
    58. 58. #6 StrategyBE Knowledgeable @hduckworth
    59. 59. #7 StrategyBe Future Oriented#6 StrategyBE Knowledgeable @hduckworth
    60. 60. Generations Defined:Generation X Generation Y Generation Z1960-1980 1980-1990Watergate Technology Baby boomers who refuse to age…MTV Reality TVFall of Berlin Wall Zoomer DivorceJob insecurity Creativity Rewarded for showing up
    61. 61. Generation Now:Identify Traits in you as a Generation Now LeaderHow to use MPI as a place to become a leaderApply lessons from MPI’s most famous leadersAccess MPI research on what is yet to comeWalk out of here with 1 strategy you will implementthis week to be a Generation Now leader in yourcompany, your home or professional community
    62. 62. What one thing will you Be To Be Generation NOW based on this session?Write that on the bottom of your page and do it in the next week.
    63. 63. You AreGeneration Now Thank you! Holly Duckworth, CAE, CMP www.hollyduckworth.comwww.leadershipsolutionsintl.com 503 887 4112 @hduckworth

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