Bryan Lansing, generational expert and keynote speaker from BridgeWorks, LLC, wore his title well in kicking off the first of 10 solid education sessions at IAVM’s GuestX program that wrapped up Thursday with attendees taking a tour of The Ford Center at the Star in Frisco, the training camp home to the Dallas Cowboys.
Lansing, a Millennial (the age group born between 1980-1995), admitted that in a text communication with a fellow M he was taken aback at his friend’s response.
“I had said that I was looking forward to seeing him soon and ended it with an exclamation point,” Lansing said. “He replied, OK, with a period at the end. A period at the end? Did I do or say something wrong? Did I offend him?”
While the crowd chuckled, it was but one most fitting example of how generations communicate in today’s high-tech, phone-handy society and how that communication is interpreted.
Lansing spent an informative hour talking about the various generations that are not only in today’s workplace, but the same generations that are patrons of public assembly venues.
“Why do Baby Boomers (born between 1946-1964) want to meet?” he asked. “Why do Millennials always happen to be on their cell phones? I mean, you are talking to someone outside your generation and you are both speaking English, but feel you are speaking different languages.”
Lansing gave a vivid example of how two generations can view the same word from a different perspective. He asked a Baby Boomer what the person thought of when the word “NASA” was spoken. The response was about the United States landing a man on the moon on July 20, 1969. Lansing asked a Millennial what came to mind with the same word. The response, appropriately, was the Space Shuttle Challenger disaster. One word, two meanings.
“We can get frustrated working with people outside our generation,” he said. “My goal is to help you connect, communicate and understand generations outside your own.”
In addition to the two aforementioned groups, others include Traditionalists (born before 1946), Generation X (born between 1965-1979) and Generation Z (born after 1996 and ongoing).
To understand a Traditionalist is to understand someone who came up through the Depression and was often without a job. This is the group that coined “waste not, want not.” After fighting through two World Wars, this is a class that brought a militaristic mindset to the table. Patriotism, work ethic, a fiscal conservatism and faith in institutions are also byproducts of Traditionalists.
“Once these people returned from fighting, you saw babies being born like crazy,” Lansing said. “That is how we got Baby Boomers, a group that has 10,000 a day turning 65.”
Civil rights came into play as this class believed it could make a change. The group arrived early to work, stayed late and put in anywhere from 60 to 80 hours a week on the job. It is an optimistic, idealistic class that questions authority and is competitive.
Lansing noted the advent of video games to help define those in Generation X. By the time this group reached its teen years, those three or four basic television channels now burst with 145 channels or more. Another cable phenomenon was when CNN introduced 24-hour news.
“Xer’s grew up seeing the veil pulled back,” Lansing said. “We saw OJ being chased in the Ford Bronco, the Exxon Valdez oil spill. This became a group that said, ‘We can’t trust anybody.’ It became a group that was independent, resourceful, entrepreneurial, skeptical and said that work and life must balance.”
While Millennials were born when the early Macintosh computers performed at 128 kilobytes, that number amazingly equates to two tweets today.
“Millennials have had massive change in a short time,” he said. “We want updates faster. Social media is the thing. We grew up with the ability to connect with people halfway around the world. And the group has experienced violence right here at home. During 9/11 we were kids and teenagers. If anything this has made the group comfortable talking about anything. It is a diverse, collaborative, socially accepting and tech-comfortable class.”
Lansing said the three areas to manage for cross-generational success include leadership, such as providing opportunities for the different groups to share their voice. “Let Millennials sit in with the top-level management at meetings,” he said.
Another aspect is to keep the management authentic. “Ask them about their day, how they are doing,” Lansing said. “Be that leader who people will follow whether you have a title or not.”
Finally, communicate the why. “Few people can talk about why they do what they do,” he said. “Every organization is better when they understand who the generations are. Communicate the why.”
Are you looking to change the sector you are involved in, are you wanting to learn a new skill, improve your leadership skills or need help devising a plan to become the next general manager at your venue? Are you a veteran in the industry looking to obtain a CFE or CVP designation?
The IAVM Mentor Connector Program is an excellent vehicle to enhance your venue management career. Supported by some of our industry’s best and brightest venue professionals, now is the time to sign up for this unique program. Both mentors and mentees benefit from participating in the program—mentors become better teachers and mentees benefit from the knowledge and direction they gain. The partnership usually introduces both individuals to a new network of colleagues!
Mentor Connector has no age limitations. You may want to learn about the latest smartphone apps, the latest techniques in ensuring the fan experience, advocacy laws that are applicable in your state or region—everyone can learn something from someone!
If you’d like to experience the value of this member benefit, please apply online at by March 25, 2017. The Mentoring Committee will be hosting an informational webinar on March 22, 2017 at 1pm CDT. We hope you can join in to learn more about the program! REGISTER NOW.
The Shaw Conference Centre (SCC) announced the addition of internationally renowned culinary expert Thomas Trevethan as Food & Beverage Director. In his new role, he will oversee the culinary, banquet and purchasing departments at Edmonton’s premier convention centre.
Trevethan brings 15 years of leadership with luxury brands such as the Ritz Carlton, Cosmopolitan of Las Vegas, Marriott Autograph Collection, Caesars Entertainment and the Paris Casino and Resort. He has received U.S. Senate and Congressional recognition from former presidents Barack Obama, George W. Bush, and Jimmy Carter, and was invited to the White House by first lady Michelle Obama in 2010.
“We are thrilled to have a professional of Thomas’ calibre come to Edmonton to join our team,” says Lisanne Lewis, General Manager, Shaw Conference Centre. “His proven expertise in managing large-scale food and beverage operations will elevate our award-winning food, service and guest experience to even higher, world-class levels.”
With Executive Chef Serge Belair and Executive Pastry Chef Jason Wang now in place, Trevethan joins one of Canada’s top culinary teams. His unique combination of international culinary and management experience will strengthen the city’s brand and reputation by continuing to position Edmonton as a premier meetings and events destination.
“I’m very excited to join the Edmonton community and Shaw Conference Centre team,” says Trevethan. “I look forward to working with everyone to build on the continued excellence of managing one of the city’s iconic assets, and delivering best in class experiences to our guests.”
Featuring Canada’s premier culinary team and led by Executive Chef Serge Belair, Edmonton’s Shaw Conference Centre serves 250,000 meals annually for regional, national and international guests. For more information on the convention centre’s award-winning culinary program visit http://bit.ly/2f9OTRJ.
Effective energy management strategies benefit venue managers by lowering operating costs and increasing efficiencies. By implementing effective strategies, venue managers can make informed decisions, improve budget planning, and gain competitive advantages. The difference between high and low energy supply costs can be as much as three cents per kilowatt hour, which equates to $30,000 for every 1,000,000 kWh in usage. For large venues, which may use several million kWh every year, this translates to hundreds of thousands of dollars each year. As such, there are clear advantages to smart energy management.
An effective energy management strategy should result in favorable energy supply contracts, including a fixed, all-inclusive price and timed to take advantage of market lows. For a strategy to be truly effective, it must incorporate benchmarked pricing trends, a wide range of competitive supplier offers, and a comprehensive knowledge into how political, geographical, legal, and climatic factors influence prices.
“We are excited about the potential savings our members can experience with APPI’s services. IAVM HQ has been on the program since April 2016 and has reduced energy costs significantly. If you have any questions, please reach out to me for details.” Gina Brydson, Director of Membership Services.
Venue managers can benefit from working with an independent energy consulting firm to implement an effective strategy. IAVM has endorsed APPI Energy as the preferred provider of data-driven procurement solutions for its members. For more information, contact APPI Energy at 800-520-6685 or email@example.com.
Sponsored Article: APPI Energy
Scott Cruickshank is the new general manager of visitor venues for Metro Zoo, Convention Center, Expo and Portland’5. He replaces Teri Dresler, who retired last year. Cruickshank, currently serving as interim general manager, will begin his new role immediately.
“Each of Metro’s venues has key projects that Metro needs to tackle during the next few years,” said Martha Bennett, Metro’s chief operating officer. “Scott is the right person to lead us. From the Convention Center Hotel Project to expanding the success of our First Opportunity Target Area to increasing our contracting with minority owned and small businesses, Scott has the commitment, leadership and vision to help us succeed. Having Scott in the general manager position is a huge win for greater Portland.”
Cruickshank joined Metro in 2012 as executive director of the Oregon Convention Center. Prior to joining the Convention Center, Cruickshank worked for the Grand Heritage Hotel Group where he oversaw the Governor Hotel and Avalon Hotel and Spa in Portland.
“My time at the Convention Center taught me Metro has a lot to offer our community,” Cruickshank said. “I am excited to help all of Metro’s venues excel. We are experts at what we do: welcoming people and providing memorable experiences and opportunities for everyone.”
Cruickshank previously served as director of Operations for Martin Hospitality, a management company overseeing properties in Cannon Beach, Ore., including the Stephanie Inn, Surfsand Resort, Wayfarer Restaurant and Lounge, and The Lumberyard Rotisserie and Grill. Prior to that, he was general manager of The Resort at the Mountain in Welches, Ore., and general manager of Stuart Anderson’s Restaurants in various locations. Cruickshank holds a Bachelor of Science in Communications Management from the University of Portland and was certified by the American Hotel and Lodging Association.
Metro’s four venues — Portland’5, the Oregon Convention Center, the Oregon Zoo and the Portland Expo Center – provide nearly 10,000 jobs and generated nearly a billion dollars in economic activity in Clackamas, Multnomah and Washington counties last fiscal year. That’s an increase of more than 50 percent since 2012, and it means more jobs and more support for businesses around the Portland region.
“As stewards of these facilities, it is our responsibility to invest wisely to generate healthy returns for our community,” said Metro Council President Tom Hughes. “Scott Cruickshank has a strong track record of doing this.”
Completing the Hyatt Regency Portland, attracting more multiday conventions and tradeshows to the Oregon Convention Center, bringing more visitors to Portland’5 and the Expo Center with new offerings, and completing eight major capital projects at the Oregon Zoo are among Cruickshank’s initial priorities.
Event tickets, hotel stays and restaurant meals are just part of the venues’ financial picture. They also contribute to greater Portland’s economy through employee salaries, capital investments and, in the Oregon Zoo’s case, purchasing hundreds of tons of food.
“We are fortunate to have someone like Scott Cruickshank help our public venues create good jobs and great experiences for people who live in greater Portland and out of town visitors alike. Scott’s leadership will help maintain our competitive advantage over other places and help build trust with people right here at home,” Bennett said.