Ben Parker, Spiderman’s uncle, once said, “With great power, comes great responsibility.” Yes it is cliché and has been used a thousand times over, but it’s true; success and power bring responsibility. Before we get too far into that topic, though, let’s start at the beginning.

As a young professional fresh out of college, an entry level position is all you can really expect. Entry level jobs don’t have cool titles, don’t have a high salary, include some administrative tasks, don’t have much say in decision-making, but don’t come with an extreme amount of responsibilities. On paper, they really don’t sound enjoyable. While it certainly would be nice to graduate and walk into a high-paying job that allows a great sense of autonomy with great power, that’s not how the world works. Even if you have done every internship under the sun, why would a multimillion-dollar company feel comfortable putting a roughly 21-year-old graduate in anything other than an entry level job? Internships are great, don’t get me wrong, but internships are just that, an internship. They provide a great hands-on experience you cannot get in the classroom but they also are limited in part to the hours an intern usually works.

As horrible as I have made an entry level position sound, they really are something to enjoy. As stated above, an entry level job does not usually come with an extreme amount of responsibility which can mean less stress. That is a wonderful thing that should not be taken for granted. Sure it is fun to sit with the big boys, get to do things the way you think is best, and rake in the money, but think about what else comes with that. In a managerial role, you become responsible for the work of those who report to you on top of your own work, you are responsible for making decisions that affect more than just yourself, and your workload as whole typically becomes greater. While you once left right at the strike of five in an entry level position, you may find yourself leaving at 5:30 or six now. The added responsibilities bring more stress, making it tougher to “leave work at work.” While all that power and responsibility sounds great, it comes with a price.

Enjoy being at the bottom. Soak in as much information as you can to ensure that when the time comes and you are no longer at the bottom, you have the knowledge to make that mid-level position as easy as the entry level one. There’s no shame in having “coordinator” in your title. A great coordinator turns into a great director. The allure of money, power, and quick success is a tough one to fight off, but moving on before you’re ready may leave a feeling of regret.

So I say to you, young fella (cue your favorite NBA announcer), sit down, buckle up, and let the ride take you where it may. Don’t try to rid that coordinator title for the sake of impressing others. Quality work will impress someone far more than your title will. When you’re ready for bigger and better, you and the people around you will know. Enjoy leaving at five, enjoy the decreased sense of responsibility, enjoy leaving work at work, and enjoy learning from those above you. Great power and great responsibility can bring great stress. You’re young, don’t bring on the wrinkles too soon.

(Image: Andrew Hitchcock/Creative Commons)

The Tacoma Dome and Greater Tacoma Convention & Trade Center installed wireless coverage throughout the venues via Mobilitie, the nation’s largest privately-held wireless infrastructure provider,

“Wireless connectivity enhances our guests’ experiences, enabling them to stay connected and share exciting moments with friends and family in real-time,” said Kim Bedier, CFE, director public assembly facilities, City of Tacoma, in a statement. “Mobilitie brought us the right solutions for coverage and capacity, and we are thrilled that our exhibitors, attendees, and partners will benefit from the boosted capacity.”

The Tacoma Dome and the Greater Tacoma Convention & Trade Center now have a contiguous DAS and Wi-Fi network that are linked together. More than 130 antennas and 190 Wi-Fi Access Points were used to build the wireless infrastructure.

“We are excited about our partnership with Tacoma Dome and Convention Center. Iconic venues like these require robust wireless coverage and capacity to keep guests connected to their business community, as well as with friends and family,” said Christos Karmis, president of Mobilitie, in a statement. “With U.S. mobile data usage expected to increase by more than 600 percent over the next two years, we wanted to ensure that our intelligent infrastructure will support guests’ wireless needs today and in the future. Mobilitie’s DAS and Wi-Fi networks will ensure guests have uninterrupted access to voice and data services.”

Mobilitie’s partners include all major wireless carriers, as well as sports and entertainment arenas such as, Arrowhead Stadium, home of the Kansas City Chiefs, the Honda Center, home of the Anaheim Ducks, Verizon Center, home of the Washington Wizards, Tropicana Field, home of the Tampa Bay Rays, and Toyota Park, home of the Chicago Fire Soccer Club. In addition, Mobilitie’s DAS network at Churchill Downs supported the highest-ever recorded data traffic usage during a one-hour period at the 2016 Kentucky Derby.

(Image: Robby Green/Creative Commons)

You may be aware already that the Millennial generation is now a major force in the workplace, with many Millennials now occupying leadership positions or about to step into them. However, they’re not the only generation working. In fact, there can be up to four generations all operating toward a common goal. If you’re a business leader, you may often find yourself struggling on how to guide these different personality types.

For young professionals and students, we are offering a Millennial BootCamp during the IAVM Foundation’s UpStart program at VenueConnect. The Millennial BootCamp is taught by Millennial expert Phil Gwoke from BridgeWorks, an organization dedicated to helping people understand each other. Gwoke will also lead a session, “Four Generations, One Goal” for all VenueConnect attendees.

We recently interviewed Gwoke about Millennials and generational communications.

Generational communications is a widely discussed topic online and at conferences. How does your training stand above other training programs?

Phil Gwoke: BridgeWorks stands out by not only talking about how to effectively bridge generational gaps, but we focus on the “why.” We encounter these generational traits, values, and behaviors every day but don’t stop to understand where they came from. By looking at the events and conditions that shape each generation, we can clearly see how these generational trends emerge. Generational theory is all about sociology, not individual psychology, so we track large swaths of data to tell a story about an entire generation. At BridgeWorks, we are known for dynamic, fun, and savvy workshops and keynotes. We use clips from commercials and TV shows, websites, anecdotes, data from our extensive research, and best practices to make our concepts come alive. We tell the story behind the statistics. Uniquely to BridgeWorks, we take our content far beyond the keynote by offering consulting solutions that serve as a catalyst for large-scale change in recruiting, retaining, and balancing a multigenerational workshop.

What are some of the commonalities among each generation in the workplace and how do you capitalize on those strengths to create a productive and enjoyable work environment?

PG: We all come to work with similar goals, but approach tackling those goals in different ways. Our generational personalities impact how we collaborate, communicate, and take on projects. By generating awareness around these differences, we bring clarity to team dynamics and break down generational stereotypes.

Concerning Millennials, since they’re beginning to be in leadership positions, how should they start adapting their communication skills for one, two, or three generations after them?

PG: Millennial leaders (all leaders for that matter) should take the time to understand the way each generation prefers to receive feedback, rewards, and their expectations around formality and interpersonal relationships. As a leader, being able to adapt and communicate your management style will promote more effective and productive teams.

The Millennials that attend our conferences are high achievers and are often insulted by stereotypes about them. How do you rise above the rhetoric delivered by the media and other generational coaches?

PG: Every generation has had to deal with their fair share of stereotypes. By helping Millennials identify where these stereotypes come from and how they can move beyond them, we can help breakdown those stereotypes. At the same time, it is important for other generations to understand themselves and how they emerged in the workspace. It’s about celebrating and utilizing our differences versus taking the easy and often detrimental route by falling prey to these stereotypes.

There is a lot of talk about the role grit plays in regards to each generation. What has your research found concerning this topic?

PG: We are seeing grit emerge in the newest generation coming on to the scene, Gen Edgers, are now approaching 19 or 20 years old. With Gen Edgers just entering the workforce, we are only beginning to see trends emerge. However, Gen Edgers have shown that they have a high level of tenacity and strive tirelessly to become No. 1. They are a competitive generation, whose Gen X parents have told them time and time again that a participation award is not an award.

Finally, I’ve never heard of the term “Gen Edger.” That’s the same name for “Gen Z,” yes? What is the reason behind one name over the other?

PG: There are many names right now for the generation after Millennials. We like the name Gen Edge because it carries more meaning than just giving it a letter, like Gen Z. That being said, the media will ultimately decide what we call this next generation…but we’re remaining steadfast in pushing for “Gen Edge.” The name Gen Edge comes because this generation is on the edge of everything. They are the most diverse generation yet, being the first group in the U.S. in which Caucasians are no longer the majority. Gen Edgers also have an edge themselves. While all generations have seen their fair share of violence, Gen Edgers have experienced it close to home and much more often than other generations.

UpStart—powered by the IAVM Foundation in partnership with Western Kentucky University—is free for students, young professionals, and faculty and is made possible through the support of IAVM members, venue industry leaders, and other partners that have supported the IAVM Foundation’s Build An Amazing Future campaign. It is US$35 for other VenueConnect attendees. Prior registration is required.

(Image: Facebook)

Congratulations to the following individual who was recently awarded the Certified Venue Professional (CVP) designation.

Thanks to the generous funding and support from the IAVM Foundation, the CVP program was launched in August 2015 at VenueConnect in Baltimore. It recognizes the competence of middle-to-senior-level managers of public assembly venues as well as assisting the managers in creating a professional roadmap in the venue industry.

The CVP designation says three important things about an individual: he or she is a capable professional, is committed to the industry, and is pledged to continued professional growth and development. Venue professionals who earn the CVP designation are recognized, by those inside and outside the industry, as skilled in their profession.

Manfred Kalk, CVP
Client Services Manager
Shaw Conference Centre
Edmonton, Alberta

Bob Potemski, CVP
Kansas City, Missouri

Aaron Schmitt, CVP
Assistant Director, Guest Services
MetLife Stadium
East Rutherford, New Jersey

Keller Taylor, CVP
General Manager
Budweiser Events Center
Spectra Venue Management
Loveland, Colorado

Jeff Vaughan, CVP
Facility Services Manager
Meydenbauer Center
Bellevue, Washington

Anne Wheat, CVP
Director, Guest Services and Special Projects
MetLife Stadium
East Rutherford, New Jersey

We’ve been talking about the overtime rule and speculating on what the U.S. Department of Labor (DOL) would issue. Speculate no more: The rule was issued this morning, May 18, and here it is verbatim from the DOL website.

Key Provisions of the Final Rule
The Final Rule focuses primarily on updating the salary and compensation levels needed for Executive, Administrative and Professional workers to be exempt. Specifically, the Final Rule:

1. Sets the standard salary level at the 40th percentile of earnings of full-time salaried workers in the lowest-wage Census Region, currently the South ($913 per week; $47,476 annually for a full-year worker);
2. Sets the total annual compensation requirement for highly compensated employees (HCE) subject to a minimal duties test to the annual equivalent of the 90th percentile of full-time salaried workers nationally ($134,004); and
3. Establishes a mechanism for automatically updating the salary and compensation levels every three years to maintain the levels at the above percentiles and to ensure that they continue to provide useful and effective tests for exemption.

Additionally, the Final Rule amends the salary basis test to allow employers to use nondiscretionary bonuses and incentive payments (including commissions) to satisfy up to 10 percent of the new standard salary level.

The effective date of the final rule is December 1, 2016. The initial increases to the standard salary level (from $455 to $913 per week) and HCE total annual compensation requirement (from $100,000 to $134,004 per year) will be effective on that date. Future automatic updates to those thresholds will occur every three years, beginning on January 1, 2020.

Additional Information