Move: A verb defined as advancing, progressing, or going from one place of residence to another. A word that brings great joy and great sadness. A move up in rank, a move up in pay, a move to a new facility, a move to a new city.

Move is a word that we in the entertainment industry, especially the facility management sector, need to be comfortable with. In most cases, if one wants to move up the ranks quickly or even at all, one must move locations. While there seems to be a new arena, amphitheater, stadium, or performing arts center opening every few months, these facilities are really far and few in the big picture. Most cities only have one arena, one theater, or one stadium compared to the dozens of financial, marketing, and insurance companies one can find almost anywhere. To land a job in an entertainment facility is a feat in itself, maybe even less likely than a college athlete making a professional roster. Thousands of people apply for jobs at facilities that have a full-time staff of no more than 20 people (especially buildings with no professional sports tenant). The odds are not favorable.

As a young professional, moving is frightening. Leaving the comforts of home to move to a foreign city where you may not know anyone is certainly not something one looks forward to and the adjustment does not come easy. Making new friends, learning the town, and starting a whole new life requires work and does not happen overnight. All that being said, when the phone rings and an opportunity is presented, you have to be willing to take the plunge. There simply are not enough positions to go around to test your luck for a job closer to home or where your friends are.

Making the move is an ongoing process. After some time, new challenges are wanted, more money is sought after, and it is time to “move” up positions. While the thoughts of higher pay and a more prestigious titles are certainly happy ones, they can also bring discomfort and worry. Will you be successful in your new position, which has larger responsibilities? Are you ready to pick up your life and move again? Are you ready to leave the comforts of the job you have been successful in? As mentioned above, facility management jobs are not in abundance and unless you feel like playing the waiting game, it’s time to move again to the next opportunity that presents itself—most likely in a new facility and city.

The moving cycle never stops and only becomes harder with time. At some point, you may be moving more than yourself, affecting multiple lives. A spouse and kids come into the picture thus complicating the decision even more. As the child of a father who has been in the industry since my birth having moved four times due to this industry, three for my father and once for myself, I have been a part of this moving process several times. It has always been hard at first but has paid off in the long run. While switching companies to rise up the ranks applies to all industries, the need to move cities or states is uniquely high in the facility management sector. For that reason, become comfortable with the word move.

(Image: Strevo/Creative Commons)

How do you know you’re succeeding? If you’re only comparing your current performance to your own past performance, you’re using a very limited tool. You might be performing better than you were doing a year ago—but are you performing as well as your peers or your competitors? And more importantly, how can you show credible performance metrics to your stakeholders?

Effective organizations measure their performance against objective external standards. They benchmark their performance against financial and operational standards—they set measurable performance targets—and they improve their operational effectiveness and revenue performance dramatically.

Join a distinguished panel of industry experts, including Carl Hall (Lexington Center/Rupp Arena), Andy Krogstad (Mayo Civic Center), incoming IAVM Chair Mark Mettes (Herberger Theatre Center), and Erik Waldman (Georgia Dome/Georgia World Congress Center Authority) and learn how to start or improve your own benchmarking process. You’ll learn:

• What data is available, and where to find it;
• How to compare and interpret data meaningfully; and
• How to strengthen your business case with good data.

The panel will be led by Chris Hunjas of the Minneapolis Convention Center, who will share her own success stories.

This webinar is presented by IAVM’s VenueDataSource, the world leader for venue operations and financial benchmarking reporting. It is specifically developed for:

• Operations and financial managers who are looking to begin benchmarking efforts; and
• Operations and financial managers with established benchmarking programs who are looking to refine their current efforts.

The webinar will be Thursday, April 7 (2 p.m. EDT/1 p.m. CDT/Noon MDT/11 a.m. PDT). Registration is free. To register go to https://attendee.gotowebinar.com/register/7769572847259275266.

Territorial marking kills workplace creativity, according to a new study from Washington University in St. Louis, Missouri.

“We are not talking about putting up walls or physically de-marking a space,” said Markus Baer, associate professor of organizational behavior at Olin Business School and co-author of the study. “Territorial marking comes in all sizes and shapes. However, just saying, ‘I consider this to be my idea,’ when asking others for their input can have far-reaching consequences for collaboration.”

Baer and co-author Graham Brown from the University of Victoria in British Columbia conducted two studies. They found that when people claim ideas as their own it’s because they have deep senses of ownership. However, this marking discourages feedback from co-workers.

“The first idea is rarely the best,” Baer said. “Creative ideas have to be nurtured and developed and this often happens in the context of collaborating with others. However, when all the credit goes to the person who has the original idea, they will try to signal their ownership of it. Naturally, this makes other people less motivated to contribute and can squelch the creativity of their comments and suggestions. In this way, the original idea may never be developed to its fullest potential.”

Baer suggests creating an environment where offering feedback is valued as much as having the original idea.

“The credit has to be shared equally,” he said. “Marking our ideas only has benefits when those we seek out for feedback are more concerned with pleasing us, or are preoccupied with maintaining a positive relationship with us.”

StubHub recently announced that it will offer Final Four ticket buyers preview of their seats via virtual reality (VR). Fans can experience it through their StubHub iOS and Android apps on their smartphones, tablets, or by using a VR headset.

“We didn’t want to do something just for fun or [as] a marketing gimmick,” Marcus Shelksohn, StubHub’s head of product for mobile apps, told Re/code.

Shelksohn said that it solves a problem customers often have.

“Are those seats that are closer to the court really worth the extra $50?” he said.

Please visit Re/code for more on the story.

(Image: Re/code)

Internships and experiential learning programs aren’t long enough for students, according to new research from the University of Houston.

“There is a gap between the expectation and the reality of the students’ experiential learning opportunities, like internships,” David Walsh, clinical assistant professor in the University of Houston department of health and human performance, told writer Marisa Ramirez. “We have to ask if we are failing to prepare and support them when the newness of the experience wears off.”

Walsh studies human development and is conducting a longitudinal study of students participating in a four semester program called “The Super Four Experience,” which includes working with staff from the Hoston Super Bowl and the Final Four host committees in event planning, event management, sports marketing, project management, facility management, and guest services.

“The Super Four Experience requires four semesters to complete, but traditional internships require about 300 hours in only one semester. If an internship ends on a low, the learning opportunity is lost,” Walsh said. “One semester may not allow the full experience of the internship to play out, denying students valuable time to work through the challenges.”

Please read Ramirez’s article for more about Walsh’s study.

(Image: University of Houston)