< PreviousCaesarsMeansBusiness.com 855-633-8238Winding Down or Merely a Lull? Association Leaders Planning Events for 2022 Must Anticipate What Comes With COVID-19 BY ROD HUGHES I n the lexicon of HBO’s “Game of Thrones,” winter is coming. But just what that means for associa- tions and other organizations try- ing to plan events, conferences and meetings remains uncertain. What is certain is associations will need to make plans for a range of even- tualities over the next several months. This will ensure they, and their mem- bers, aren’t left out in the cold. Under- standing the trends that could impact these events is key. WHERE COVID-19 IS TRENDING News articles from late last year and early this year noted the pandemic seemed to be winding down. However, with the Omicron variant, pockets of the U.S. continued to struggle until recently, and COVID-19 case rates are shockingly high elsewhere in the world, according to news reports. While COVID-19 seesaws across geographies, the virus remains a major public health concern. For associa- tions with broad, geographically dis- persed membership, understanding the state of the pandemic — globally and locally — is an important first step in the planning process. POTENTIAL CHALLENGES FOR ASSOCIATION EVENTS By now, few professional associa- tions are unfamiliar with taking live events virtual. However, what might be new for early 2022 will be the need to change venues or offer hybrid options with little or no advanced warning. In the first year of the pandemic, many associations — save for those with March and April 2020 events — had a little time to provide advanced notice to event attendees of cancellations or a move to a virtual environment. Nego- tiations with convention centers, hotels and other facilities were frequently flex- ible, if a bit complicated, and refunds and credits were applied in many cases. Now, any new surges will likely take place in geographic pockets. Warnings will likely come in local weekly case counts rather than national or state- wide announcements. Organization leaders not paying close attention might be caught short. There simply may not be enough time to go virtual absent detailed, advanced planning. Another realistic scenario is the potential for some segment of mem- bership — as well as association spon- sors and other business partners — to express reluctance to return to in-per- son events. There might also be resis- tance to comply with changing state, local and municipal mandates. Managing these potential, and hope- fully unrealized scenarios, will require advance planning for the rest of 2022 to be nimble and nuanced. ALTERNATIVE STRATEGIES Should associations again need to adapt their events to circum- stance, possibly on a tighter timetable, advanced planning will require alterna- tive strategies. According to Beth Hernandez Casey, chief marketing nerd with corporate 12 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2022 DEPOSITPHOTOS.COM What might be new for early 2022 will be the need to change venues or offer hybrid options with little or no advanced warning. VIEWPOINTevent planning company Meeting Nerd, well-prepared leaders must have a plan vetted and ready to take an event virtual on short notice. Such a plan should ensure the event registration management platform and related mobile apps have the capability to support an all-remote experience. Event organizers will also need to cre- ate or have ready custom landing pages that link to webinars from a gated post- registration page, as well as from the organization’s mobile application. This preliminary work helps set the stage for a more positive experience if an event needs to move quickly to an all- virtual environment. It’s important to remember that attendees have been down this road before. Organizers should take some comfort in a more forgiving, more sophisticated and experienced virtual audience. Of course, none of this means in-person events should be scrapped. However, given the lessons of the pan- demic, the responsible course of action is to plan live events in tandem with an all-virtual backup to avoid unexpected surprises and costs. Concurrent with logistics planning, association leaders need clearly defined roles and responsibilities. For instance, who will craft and deploy emails to attendees, speakers, sponsors and other parties? Who will build, populate and then activate the landing page that needs to function as the virtual event portal? In addition, webinar content needs to be part of the planning, and present- ers need to prepare accordingly. Who will train speakers to operate in the virtual environment or on any technol- ogy specific to the virtual event? The potential for chaos and confusion with a last-minute change of venue can put the entire effort at risk. Building a back- up plan with realistic options, budgets and responsibilities, and training, will avoid unnecessary confusion. If a hybrid option that includes both live and virtual attendance, and partici- pation, is preferred, this also must be part of the plan from the beginning. “Don’t make going hybrid an after- thought,” advises Hernandez Casey. “The online portion of a hybrid event can have significant costs.” She also notes adding livestream- ing keynotes and other plenaries that are essential to creating a compelling online program on an ad hoc basis can get expensive. Details like hardwired internet, cameras and labor are just a few cost considerations that can add up quickly and consume the majority of an event budget if they aren’t part of the plan from the beginning. KEEP COMMUNICATION OPEN An essential aspect of planning for a potential 2022 change of venue is good communication. A well-con- sidered plan is only as effective as the communication undertaken to keep everyone informed. Bernd G. Heinze, Esq., president and CEO of Accolade Management Services — an association management company — says his organization is con- tinuously taking the pulse of members of the associations under Accolade’s management regarding policies for live, and virtual, meetings and events. “We believe in engaging with members at every opportunity and have doubled down on virtual events to complement the live ones where we are able to safely produce them,” Heinze says. Through email, newsletters, polling, social media and discussions with com- mittee and board members, association leadership must follow Heinze’s lead by not only understanding what mem- bers want, but keeping them informed that alternative planning is part of all in-person event strategies for the fore- seeable future. And those messages must be repeated. Tasking a communications commit- tee or senior leaders with planning and coordinating all communications con- tent — emails, landing pages, promo- tional materials, social content, Q&As for members, etc. — is the most criti- cal aspect of alternative strategy event planning. Those communications need to be planned, created and approved in advance to avoid delays and confusion. Event organizers should map out these communications in advance. What is the timing? What approvals will be needed, and from whom? Who will craft the language? Who will dis- tribute the communications? How will feedback be gathered and communi- cated to the planning team? In addi- tion, messaging needs to be prepared to answer questions from members. This includes everything from questions about refunds, credits and previously booked hotel rooms to issues concern- ing technology, timing and program- specific questions. It’s no small under- taking, but it is what is required for responsible planning in these times. If yet another COVID pivot is needed, it will likely come faster and with less notice than the pandemic provided previously. Association lead- ers need to be prepared, both with a reliable plan as well as an effective com- munications strategy to ensure member value, as well as member events, are sustained regardless of the status of COVID-19. | AC&F | 13 Rod Hughes is vice president and principal of Kimball Hughes Public Relations, a PR agency specializing in reputation and crisis communications management for professional associations and insurance organizations. Reach Hughes at Rhughes@kimballpr.com. MARCH 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Organizers should take some comfort in a more forgiving, more sophisticated and experienced virtual audience.Get Wellness Right Overcome Challenges Facing the Hotel Sector’s Strategies BY SONAL UBEROI T he long, hard months of lock- downs were tough on the hotel sector. As the industry recov- ers from the testing times the COVID-19 pandemic has brought, it is clear that there is a need to embrace wellness and include or increase this area in hotel offerings. To put this in financial perspective, data from the Global Wellness Institute is clear: In 2018, wellness expenditures were more than half of all health expen- ditures, coming in at $4.3 trillion. Of the 10 markets analyzed, between 2015- 2017, revenue growth leaders were the spa industry (9.8%), wellness tourism (6.5%) and wellness real estate (6.4%). Let’s look at what is required to face up to the difficult issues in wellness and how to move through these and provide a wellness focus for your guests. DON’T TRY TO SEGREGATE WELLNESS To help explain this, consider that we often see ‘wellness’ and ‘well-being’ mistakenly being used interchangeably. However, there is a subtle yet important difference we must get right. A simple way to view it is: wellness is the tool, well-being the goal. So, wellness provides us with the tools that allow us to access different types of well-being goals, e.g. physi- cal, mental, emotional, spiritual. These tools include therapies, alternative medicine, fitness activities, meditation and mindfulness, a balanced diet and a gamut of other services designed to enhance our mental, physical, emo- tional and spiritual well-being. This means that wellness is no lon- ger confined to a specific activity or a physical space, such as a spa, a studio or a gym. The definition of wellness is broad and involves anything that enhances overall well-being. So, quite simply, when we incorpo- rate wellness into our lifestyle, or into our product ecosystem as businesses providing wellness services, we pro- vide the stepping-stones toward bet- ter well-being. HAVE YOU BEEN WORKING WITH MISCONCEPTIONS? Facing up to the tough issues and making wellness your focus has to start with you as the business owner or leader. Once you have truly accepted that a wellness strategy is not just right for your business, but is something you can personally commit to, then you can work on creating the best offering and supporting your staff, so that your busi- ness will have a positive future. Perhaps you, like many, had overlooked wellness and can now see the value — or should I say necessity — of incorporating it into your hotel’s offering. Or maybe, like many businesses I have worked with, your wellness offering hasn’t performed very well. You may have taken a wrong turn in your thinking, planning or implementation, perhaps due to lack of experience or challenging circumstances. Or maybe you are at a point where you have considered what you really know about wellness and realized you have been working with certain mis- conceptions. These have hindered your success and put you at a crossroads with your wellness ideas. IGNORE GUESTS AT YOUR PERIL As professionals of the industry, we waste too much time and energy wor- rying about how to define wellness and how we label our offerings and features. We fret over what treatment and ser- vices constitute wellness, when all along our guests really don’t care. They just 14 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2022 VIEWPOINT Hotels should make sure they’re offering the wellness programs their guests are seeking. COURTESY OF MARRIOTTwant their well-being problems solved, irrespective of how we choose to define things. They won’t stop having a mas- sage because one day, as an industry, we decide it is no longer ‘wellness.’ As soon as you accept that your guests aren’t bothered how you define wellness, you can start to focus on what really matters: the guest. Listen to your guests as they will tell you what they want. WELLNESS CANNOT BE TREATED AS A COMMODITY Particularly as we come out of the pandemic looking for additional revenue, it is easy to fall into the trap of searching for quick fixes. However, wellness cannot be put into this category, it is not a com- modity. Putting wellness at the heart of your offering means growing it over time. It takes commitment, steady work and an outlook focused on the long-term both for growth and profits. Given this, it will come as no surprise to learn that there is no magic wand you can wave to create and implement the perfect wellness strategy instantly. Mak- ing the decision to adopt wellness is the first step on a journey. You will need to develop your knowledge of the wellness business, take on the task and meet the challenges of developing the concept that will work for your hotel, all at the same time as running your core business, man- aging costs and motivating your staff. DON’T CHASE TRENDS There are always new ideas, products and services popping up in the wellness industry. It is tempting to rush to adopt the latest trend, perhaps from fear of losing out to a competitor or missing a trick that will bring in some new customers while the fad lasts. But no single new trend will create a wellness ecosystem for your business. You need all the elements of your wellness offering to work in harmony. Yes, this includes treatments and facilities, but it is also about your individual members of staff, your services and your partners. All must fit together and work together seamlessly. Jumping on the latest trends is more likely to create disjunction and disharmony. And remember that wellness is a rapidly growing industry, so you will need to be ready to review your strat- egy and innovate constantly to keep up with what your guests are looking for. RESPECT YOUR SPECIALIST STAFF Wellness, like medicine, is a diverse field with a broad range of specialities. Just as we don’t expect a general practitioner to be a specialist in every aspect of medicine, we can’t expect a personal trainer to know about beauty, or an energy healer to know about high-intensity interval training programs. You don’t expect your sushi chef to jump in and cook dishes in your Indian restaurant, so don’t expect your physiotherapist to perform pedicures. The field of wellness has many differ- ent specialities, and you need to use the expert practitioners in the roles they have been trained for. If you ask your mas- sage specialist to be able to help a guest with an unrelated beauty treatment, you are asking for trouble — the guests will soon notice the lack of expertise and the reduction in quality of advice, etc. DON’T FALL FOR VANITY METRICS Wellness done well will increase the value of your hotel and attract investors. It generates direct revenue through products and services, as well as indi- rect revenue through higher occupancy, average room rate, average spend and length of stay — the tangible aspects of your business. When done right, it also builds a stellar reputation for your hotel and fosters brand loyalty and trust with all stakeholders — the intangible aspects of your business. As soon as you accept the tangible and intangible value of your wellness offering, you stop looking at the vanity metrics that may make you look good in the short term, but fail to identify what really matters for your future. Instead, you can focus on building your wellness asset and consolidating your asset eco- system to increase its value and that of the entire hotel. It is clear that people have become much more health conscious, and that we recognize the importance of looking after ourselves, both mentally and phys- ically. Consumers who want wellness and businesses across many industries are embracing the idea of wellness as they reshape their processes, philoso- phies and products for the evolved mar- ket. Hotels need to do the same. | AC&F | 15 Sonal Uberoi is a global wellness expert and founder of Spa Balance, a boutique consultancy working specifically with hotels to help them tap into the full potential of their wellness offerings. She has worked with major hotels across the world, enabling them to attract a more discerning guest, build a loyal and committed customer base, attract and retain quality talent and increase profitability, without breaking budget. She is also author of ‘The Wellness Asset’. Visit spa-balance.com for more information. MARCH 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES It is clear that people have become much more health conscious, and that we recognize the importance of looking after ourselves ...Sustainable Success BY SCOTT STEINBERG O ut with the old, in with the new: Adopting a more environmentally friendly approach to business oper- ations and fresh set of green policies can help you transform your desti- nation, venue or events company to become more sustainable. But how can you most quickly and effectively move the needle here when it comes to doing your part to promote eco- conscious business practices and fight climate change? Likewise, as you begin thinking about how to build your firm’s sustainability roadmap, and plot deadlines and milestones for the shift to green business solu- tions, where does it make the most sense for you to get started? Here is a handy checklist of environmentally conscious best practices that you can begin implementing across different areas of your organization. All offer promising avenues through which to do social good, make a positive impact on your community, and more rapidly get started on the path to greening your company or venue today. ENERGY USE AND POWER MANAGEMENT • Implement smart and advanced energy meters which can self-reg- ulate and adjust your energy con- sumption based on usage patterns. • Institute smart devices such as smart plugs or thermostats and artificially- intelligent power management soft- ware that can track energy usage, and/or heating and cooling patterns, provide predictive power manage- ment capabilities, and automatically conserve energy use during after- hours and low-traffic periods. • Swap out your current energy solutions for cleaner and more reusable energy sources such as solar, wind, water, wood, etc., and make a point to invest in more renewable power producing solutions — such as solar panels or wind turbines. • Replace standard-issue light bulbs, lamps, plugs, signs, lighting fix- tures, and office equipment with energy-efficient LED or Energy Star certified bulbs, and/or digi- tal alternatives. • Engage in quarterly and annual energy audits to get a better sense of power use, account for unex- pected spikes or dips in utilization, and identify where opportunities exist to reduce consumption for and enjoy added savings. TRANSPORTATION NETWORKS • Replace vehicles powered by fossil fuels with electric-powered vehicles (EVs), convert to hybrid automobiles and trucks, and/or switch to shipping fleet solutions that leverage natural gas or alternative fuels such as biodiesel or vegetable diesel. • Encourage employees to carpool, telecommute, utilize alternative transportation methods — walking, cycling, public transport, etc. — or use of ride-sharing services by post- ing carpool sign-up sheets. • Wherever possible, shorten trip length and utilize route optimiza- tion software or carefully planned voyages to keep the amount of ground covered and time spent tra- versing landscapes to a minimum. • Encourage traveling employees to use trains, buses and direct flights — which produce less carbon emis- sions than long-haul or multi-stop flights — and, where possible, sched- ule business off-sites, meetings, and events at sustainable properties and destinations. • Invest in purchasing renewable 16 VIEWPOINT themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2022 How to Give Your Events Venue or Business a Green Makeover DEPOSITPHOTOS.COM Swap out current energy solutions for reusable energy sources, such as solar, and invest in other renewable power solutions.energy credits or green tags to offset your greenhouse gas emissions. WASTE REDUCTION • Have a formal recycling program and recycling stations with signage and bins in place, and provide staff with training about recycling and reuse best practices. • Implement more recyclable packaging and materials into your product mix, and/or minimize wasteful packaging such as individually wrapped goods. • Recycle or reuse paper, glass, plastic, aluminum, wood pallets, newspaper, cardboard, printer toners, and other common office goods or supplies. • Stock and sell products made only with more sustainable, eco-friendly, and recycled ingredients. • Switch to more reusable office sup- plies such as printer paper with at least 30% post-consumer waste, reduce your use of disposable or single-use items such as plastic bags, bottles, or silverware, and utilize more permanent office items and refillable containers. • Create a formal procedure for the proper disposal of environmentally hazardous waste such as batteries, electronics and fluorescent light bulbs, and both train staff and offer oversight surrounding the process for collecting these items. • Conduct regular waste audits and pollution-prevention assessments to determine other areas for waste reduction and optimization. SUPPLY CHAIN OPERATIONS • Implement a policy of working with only green vendors, and make a habit of conducting sustainability audits on current and prospective partners to ensure compliance with environmentally friendly standards. • Establish a green planning and oversight team and task them with building a green roadmap contain- ing measurable steps and mile- stones that your company will take towards achieving greater sustain- ability, as well as business account- ability and oversight. • Encourage worker participation in helping to green your venue by providing staffers with orientation and training, as well as sustainable incentive and reward programs. • Regularly engage in staff meetings and discussions to further your environmental efforts, and collect ideas for new ventures. • Inform your clients about your spe- cific efforts to go green, keep them appraised about your initiatives, and regularly report to the public on your progress to promote trans- parency and motivate workers to continue making ongoing changes across your venue. • Institute a formal green purchasing and procurement policy with clear and codified criteria for evaluat- ing goods and services from eco- conscious suppliers, such as based on their recyclability, reusability, and ingredients. POLLUTION PREVENTION • Leverage certified organic and sus- tainable products, use rechargeable batteries and power sources, and employ more recyclable and envi- ronmentally friendly materials in your workplace such as water-based vs. permanent ink markers and pens. • Conduct audits to locate potential sources of pollutants, reduce the use of environmental toxins, swap nonbiodegradable components with more eco-friendly options, and identify methods of storing and disposing of litter, debris and haz- ardous materials. • Assess any chemicals such as those found in cleaning supplies or pro- duction processes used at your venue by reviewing their ingredients and warning labels, and substitute them with less toxic alternatives. • Do not wash equipment and vehi- cles in such a way that runoff water flows to storm drains. Collect wash water using equipment and dispose of it in a sewer. Also, when cleaning parking/outdoor areas, hire a certi- fied mobile cleaner. • Routinely check your business facilities and equipment for and promptly address any leaks, spills or unwanted emissions, and promi- nently post signs at potential trouble spots that note best practices for dealing with any concerns. • Develop and establish best manage- ment practices surrounding pol- lution prevention efforts, provide regular staff training in these pro- cedures, codify and offer employee education concerning formal leak and spill prevention or cleanup measures. | AC&F | 17 Hailed as the world’s leading business strategist, award-winning expert witness, strategic consultant and professional speaker Scott Steinberg is among today’s best-known trends experts and futurists, and the bestselling author of “Think Like a Futurist;” “Make Change Work for You: 10 Ways to Future-Proof Yourself, Fearlessly Innovate, and Succeed Despite Uncertainty” and “Fast >> Forward: How to Turbo-Charge Business, Sales, and Career Growth.” He is also the president and CEO of BIZDEV: The International Association for Business Development and Strategic Partnerships. His website is FuturistsSpeakers.com. MARCH 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES Green policies can help your destination, venue or events company to become more sustainable.Crisis Communications BY DIANA HENDEL, PHARM.D. AND MARK GOULSTON, M.D. W hen a crisis or major disruption hits your organization — an act of workplace violence, a sexual harassment lawsuit, the death of a leader, or, say, the fallout of a global pandemic —the effects on employees can be truly dire. In many cases, they don’t just suffer from stress, but from trauma, which is a whole different animal. And if leaders don’t handle things right from the beginning, your organization can sustain long-term cultural damage. So what does “handle things right” look like? In a word, communication. When communication falters after a traumatic event, it stokes confusion and distrust in employees. It creates a void they tend to fill with their own fear- driven narratives. What happens next is predictable: Without a strong leadership presence informing people, easing fears and sending unifying messages, employees may become aggressive, belligerent, withdrawn or “difficult” in other ways. This is the trauma talking. Eventually, they will split off into factions. The organization will become divided on what needs to happen next, and even- tually, deeply polarized. All of this is why times of crisis call for a quick and clear response from leaders. Frequent, real-time, transpar- ent communication minimizes confu- sion and uncertainty, which is often the root cause of anxiety. It helps people understand why you’re asking them to do things, so they’re more likely to com- ply. Plus, communicating well in times of crisis deepens trust and confidence in leadership. It also creates a sense of hope that can keep people going through incredibly tough times. Leaders often assume they’ve communicated clearly and well. This is rarely the case. It’s not just about checking off boxes. It’s not even just about making sure people understand what you say. It’s about making sure they engage emotionally with your message and act on it. In good times, and especially in bad times, leaders need a system to ensure that leader communication happens regularly, consistently and effectively. Here are a few tips to help you reduce chaos, ambiguity and uncertainty, and build camaraderie, steadiness, reli- ability, teamwork and coordination. You’ll note they’re structured under the acronym V.I.T.A.L. to make them easier to remember. VISIBLE: Don’t hide behind a spokesperson. It’s OK to delegate the communica- tion function, but make sure messages 18 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIESMARCH 2022 Rules Leaders Should Follow in Times of Crisis DEPOSITPHOTOS.COM Leaders must establish a clear communications plan when a crisis or major disruption strikes an organization. VIEWPOINTcome from you as the leader or inci- dent commander. Communicate as quickly as possible, even if you don’t yet have all the infor- mation. Communicate what is known, but also clarify what isn’t yet known. “Here’s what we don’t know yet. We will share it with the organization as soon as we do know.” Don’t overwhelm people with every- thing there is to say. People don’t have the bandwidth to process it all. Figure out what info is essential and share that. Be consistent. Establish regular fre- quency for updates and communicate the schedule so people know when to “tune in.” “IN IT TOGETHER”: Always link communication back to your mission, vision and values. As you set goals and share updates and wins, do it within the framework of where you’re going as an organization. This provides a sense of stability, as well as meaning and purpose. Empathy is critical. Encouragement and positivity matter, but resist telling people to get over it or “buck up.” Seek to understand how people are feeling without judgment. Center messaging on the theme that we’re all “in it together.” This allows for acknowledgement of people’s fears, worries, and anxieties as expected and normal. It’s fine for leaders to express their own fears. This conveys a sense of authenticity and humility. Resist all temptation to blame or finger-point, to create an “us vs. them” mentality. If you see this happening, firmly denounce it. TRANSPARENT: Help all employees understand the external environment. People may not always know what’s going on. Don’t assume that they do. Tackle rumors head on. Seek out “elephants in the room” and address them. For example, call out any fears about the future that you know or even suspect people are feeling. Share bad news the minute you have it. Knowing what’s happening is always better than not knowing. This kind of news — losses, layoffs, etc. — must come from the CEO. You cannot delegate it. Don’t be afraid to say, “I don’t know,” but follow up with how you’ll find out and when you’ll convey the answer to them. ACCESSIBLE: Use all modalities — video, email, intranet, text, in-person town hall and individually if these can be done safely — to convey messages from the senior leader. When not possible to be visible in person, connect employees to senior leaders virtually via livestream. If you haven’t held town halls in the past, implement them now. Whether you conduct them virtually or live, this is a great opportunity for the leader to convey confidence and provide infor- mation, but also show humility, impart gratitude and convey openness. Let people know where they can go to get individualized help. Do every- thing you can to reduce the stigma of seeking help when it is needed. Emphasize your open-door policy if you have one. Make sure people know you and other leaders are avail- able for one-on-one conversations if an employee has a concern. LISTENING: This is the fifth letter in the acronym, but it’s actually the most important piece of the communication formula. Ask questions and leave room for inquiry. Resist the temptation to just lis- ten for what you want to hear. It’s easy to echo all good news, and/or avoid bad news, but your job is to hear and deal with the hard stuff too. If you hear a criticism, overt or implied, or tough feedback, don’t jump to defend yourself. It’s hard to keep lis- tening, but this is where it really counts. Acknowledge what you hear — pain, fear, anger, anxiety — without diminish- ing or dismissing it. There is often wisdom in the resis- tance, a reason behind even the most hostile question. Try to understand where people are coming from. What can you learn from this pushback? Could you be wrong? Are you missing something? Is there a better way? Sooner or later, every organization will be touched by trauma of some kind. How leaders handle it will determine what the future looks like. Having a great communication plan will help sustain you through hardships and cri- ses, and it will keep operations flowing smoothly, and people open and engaged the rest of the time. | AC&F | 19 MARCH 2022 themeetingmagazines.comASSOCIATION CONVENTIONS & FACILITIES When not possible to be visible in person, connect employees to senior leaders virtually via livestream. Diana Hendel, Pharm.D., and Mark Goulston, M.D., are the authors of “Trauma to Triumph: A Roadmap for Leading Through Disruption and Thriving on the Other Side” and “Why Cope When You Can Heal?: How Healthcare Heroes of COVID-19 Can Recover from PTSD.” Hendel is an executive coach, leadership consultant and former hospital CEO. Goulston is a board-certified psychiatrist, former assistant clinical professor of psychiatry at UCLA-NPI, and a former FBI and police hostage negotiation trainer.Next >