"Travelingâ€”it leaves you speechless, then turns you into a storyteller." – Ibn Battuta
I mentioned on Twitter that I keep a copy of Mr. Bill Marriott's TWELVE RULES OF SUCCESS in my office. I think it is outstanding advice from one of our industry's most successful leaders.
1. Continually challenge your team to do better.
2. Take good care of your employees, and they'll take good care of your customers, and the customers will come back.
3. Celebrate your people's success, not your own.
4. Know what your're good at and mine those competencies for all your're worth.
5. Do it and do it now. Err on the side of taking action.
6. Communicate. Listen to your customers, associates, and competitors.
7. See and be seen. Get out of you office, walk around, make yourself visible and accessible.
8. Success is in the details.
9. It's more important to hire people with the right qualities than with specific experience.
10. Customer needs may vary, but their bias for quality never does.
11. Eliminate the cause of a mistake. Don't just clean it up.
12. View every problem as an opportunity to grow.
Hotels.com has completed its fifth annual survey of Chinese travelers and – among other insights – developed the five profiles ofÂ Chinese who plan to travel internationally in the coming year. While the resutls show that 92% of Chinese travelers plan to increase or maintain their travel spending in the coming year, the survey also fiveÂ profiles ofÂ Chinese international travelers:
Five Profiles of Chinese International Travelers Revealed
To help the industry cope with these more independent and diverse travelers, the Chinese International Travel Monitor 2016 reveals five travel personas that Chinese travelers fall into.
1. Detailed explorers (25%): Born in the 60s and 70s, they are innovative and optimistic, like to learn and explore and to plan their trips down to the last detail.
2. Cautious connectors (25%): Also born in the 60s and 70s. They come from lower-tier cities and responsible family people and travel to bond with loved ones. They prefer safe, family-friendly hotels.
3. Experience seekers (17%): Tend to be born in the 80s and 90s and be from top-tier cities. They like stylish hotels and professional advice on local cultural activities. They travel to enrich their experience, being independent and ambitious.
4. Indulgers (12%): Most likely born in the 80s, they travel to indulge themselves and to demonstrate their power. They tend to stay at higher-star hotels and go on adventurous local tours.
5. Basic pleasure seekers (21%): Millennials born in the 90s. Unlike other groups, more of them are women than men. They are aesthetically minded and travel for non-material enjoyment, seeking value-for-money accommodation.
Chinese millennials spent 27 percent of their income on travel, according to survey data – the highest proportion among all Chinese travellers. The hoteliersâ€™ survey showed that the number of Chinese millennial guests (aged under 35) increased 12 percent, slightly more than the median increase of total Chinese guests (11 percent). This trend reflects the growing demand – and opportunity – for hospitality internationally.
Google has just launched what may be the future of mobile travel search tools: Google Destinations. Brilliantly, Google has integrated the power of their hotel, airline, and destination search into a single, mobile-friendly travel planning platform.
The completely immersive experience is simple for travelers to navigate and – ironically for a search company – intended to eliminate the need for multipleÂ searches.Â As the user navigates, the search results auto-update. Â One simply scrolls and Google Destinations handles all the heavy lifting.
It's difficult to imagine Google designing theÂ "search" out of search, but one look at Google Destinations makes it easy to see how this could easily become the future of travel search. To test Google Destinations, enter a destination and add the word "vacation" (e.g. "Florida Vacation")… and Google Destinations does the rest.
Stanfordâ€™s Lindred GreerÂ has published an interesting new study which seeks to answer one of the great leadership selection queries: Will an organization achieve peak performance with a highly competent leader or one with the strongest leadership qualities?
From the Harvard Business Review, the shortÂ answer is that the leader'sÂ competency – perhaps above other factors – has the greater impact on the success of the team.
In one group of teams, influence was aligned with competence: the person who knew the most about the task to be done led the team. These groups performed best.
A second group of teams shared power â€“ they were relatively non-hierarchical. This group did not perform as well as the first, but they did outperform our third group of teams â€” hierarchical teams with a randomly chosen leader.
We replicated these findings in the field, by the way. We studied 49 teams at a publicly held Dutch company; the teams were auditing finances in search of tax evasion and fraud. If the team leader didnâ€™t have a deep, technical understanding of tax fraud, he or she led the team badly astray.
This is simple to understand in more everyday examples. Would you prefer an airplane captain with vast experience or one who effortlessly rallies others to the cause? Of course we want someone who can fly the plane expertly. And that is Greer's greater point: depth of experience and expertise allows highly competent leaders to make difficult decisions and mentor others to success.
So… easy, right? Not so fast. Studies show organizations demonstrate a bias towards high leadership dynamic over high skill in selection, even when similar selection has led to failure.
In the end, executives must remember to hire for purpose. If we strive to build highly successful teams that achieve difficult goals, then the leadership for these teams must be exceptionally skilled.
Simply stated: competency matters.
I was greatly inspired by this article on servant leadership twelve years ago. Written by the National Vice Chief of the Order of the Arrow, I happened upon it again today and it resonated as deeply now as it did years ago. I'm sharing this inspirational article in full in hopes that others may find it as meaningful as I do.
TTHOUGHTS ON SERVANT LEADERS AND THE GREAT OUTDOORS
By David Dowty, 2004 National Vice Chief
The vast forests, fields, oceans, and mountains of the United States have become our most vital resources in the Boy Scouts of America and the Order of the Arrow; they are, for us the staging grounds to learn life's most precious lessons for every scout and scouter. As an Arrowman, one of our central obligations is to be mindful of our duty to the outdoors, to not only preserve them but also to interpret the deeper messages that nature leaves behind.
We are charged to be servant leaders and as such must strive toward leaving an everlasting legacy of cheerful service. In doing so, each of us defines what our own dreams are and with every breath drawn and every mile tread come closer to the ultimate pinnacle. The domain of our leadership though, is the future. It begins as a single spark within and becomes a roaring flame so intense that all around are enveloped by it. However, we must keep in mind that as we dream and look toward the future, a fire must be built in steps.
There is a natural progression of life around us, soaring through the air, rushing through the rivers and rising from the earth. Every great achievement by our natural surroundings has taken time to develop and grow from its own modest beginnings to an awe inspiring presence. The giant redwoods of Sequoia National Park, the deep gorges of the Grand Canyon, the breadth and power of the Mississippi River and the eloquent beauty of the Great Smoky Mountains took millions of years to become some of the most beloved natural treasurers within our nation's borders. Each built upon past successes and accomplishments because the natural world we live in knows that great undertakings take time. It is from this simple observation, that we can learn a valuable lesson.
Leaders are meant to be authors of great ideas and wild dreams, taking a simple problem and applying a unique form of creativity to imagine the possibilities. As the dream takes shape, a leader must also determine and define for themselves and for their group how success will be measured. If we only defined success as achieved after we had reached and perfected our dreams, no one would ever feel that deep sense of accomplishment. Never knowing the taste of victory can demoralize and dishearten those you serve. Within little goals and aspirations can a group find the will and energy to continue serving their ultimate purpose; it is through those "baby steps" that Mother Nature perfected the natural world and that we will come closer to reaching our own summits.
As a leader, celebrate victories often. Always seek out and learn to identify the building blocks that become the foundation of a truly great achievement and with every block placed, have a party. Observe the world around you and see that even the largest tree in a forest was once a sapling, the deepest canyon, a shallow hole, the widest river, a trickling stream and the oldest mountains, a modest hill. A servant leader can look beyond the horizon of tomorrow and believe that although what they do today may seem small and insignificant, they too will someday realize their ultimate dream.
As I've discussed many times before, I'm confident that innovation is the key to sustained success in business. It cannot be simple coincidence that the top companies in the world are also the most innovative companies in the world. As a leader, you must create a culture of restless renewal that drives innovation and change in your organization.
Why do I say innovation and change? Because innovation – the creative process of re-evaluating ideas – is not enough to deliver success. If leaders don't take the next step and test opportunities to evolve, then innovation is meaningless.
The pages of corporate failures are littered with stories of innovation that didn't deliver change.
For example, did you know that now defunct KODAK invented the digital camera… in 1975? In fact, nearly every digital camera and smartphone in existence today relies on some form of KODAK's patent for digital cameras. But rather than pursue a ground-breaking innovation, KODAK management passed on a segment-shattering change and stuck to film. While the company was innovative, the leadership lacked the vision to embrace change.
How Nick Saban's process would change your business
A nice look behind the scenes at how Alabama Crimson Tide coach Nick Saban's drive to lead innovation for his team helped build a the most elite organization in college football today (But still… #GoNoles!)
Chick-fil-A is making an unprecedented move to hook millennial moms
Chick-fil-A's commitment to innovation extends to every guest touchpoint, even the drive-thru
This Is How The Patriots Dynasty Was Built
A great example of how innovation – and restless renewal – drove the Patriots to become a modern NFL dynasty
What an exceptional story of genuine care from the Ladies & Gentlemen of The Ritz-Carlton, Amelia Island.
A student in my special education class recently shared his dream of working as a massage therapist at the Ritz-Carlton on SBSK.
A day later the The Ritz-Carlton, Amelia Island invited my friend to join them for a full day of work and learning as a massage therapist.
This week, TripAdvisor released their annual list of top travel trends for 2016 (PDF). Hidden in the results are a few very interesting details that not only apply to 2016, but hint at travel trends that may have a longer tail for both hotels, airlines, and OTAs.
Top Travel Trends for 2016
Trend #1 â€“ Seeking new experiences
Globally, 69% of travelers plan to try something new in 2016, including cruises (20%) and adventure travel (15%). A key travel trend in the data is that 17% will try solo travel for the first time in 2016. It will be key for hoteliers to anticipate the unique needs of solo travelers and catering to this emerging trend.
Trend #2 â€“ Spending more because itâ€™s â€œworth itâ€
One in three travelers plan to spend more in 2016 than they did in 2015, with nearly half (49%) of respondents doing so â€œbecause I or my family deserve it.â€ To capture these increased revenues, hotels must differentiate themselves with travel packages that focus on unique experiences, such as the "romantic kidnapping" and picnic at Namale Resort.
Trend #3 â€“ Choosing destinations based on culture, special offers
Travel trends continue to point to the importance of targeted online marketing to focus buyers on your destination, with 21% choosing a destination because a hotel had a special offer or package. One in five global travelers have picked a destination because they saw it featured on television. In 2016, turn your marketing and social media team loose to create visibility for those key items that make your market a "must see."
Trend #4 â€“ Staying cool and connected
While free wi-fi continues to be a critical buy factor for most travelers (46%), many travelers relate that they require "super-fast" wireless internet access (26%); 11% are willing to pay a premium to get the speed they need to stream movies and connect in high-definition.
Trend #5 â€“ Rising room rates (and optimism)
Industry analysts and hoteliers are confident that 2016 will bring higher rates, with 47% of global hoteliers initiating rate increases. This travel trend should lead to capital improvements and enhancements for many in the industry. Despite these reinvestments, 65% of hoteliers expect profits to increase next year, as 2016 should give the industry a new baseline for both ADR and profitability.
Trend #6 â€“ Managing reputations online
Given that TripAdvisor initiated the survey, it's not surprising to see reviews carrying a focus in 2016. I was surprised, however, to see only 59% of hoteliers planning to invest more in online reputation management in 2016. I anticipated this number to be much higher and see this as a travel trend that will go higher in future years. There is simply too much at stake for service providers to not actively manage these channels.