A COASTAL COMMUNICATIONS CORPORATION PUBLICATION FEBRUARY 2023 VOL. 41 NO. 2 $15.00 IN THIS ISSUE MEETINGS AT SEA PHARMA MEETINGS LOUISIANA COLORADO CALIFORNIA Planners Can Offer the Best of Both Worlds GOLF & SPA RESORTS Players enjoy a round of golf at Boulders Resort & Spa Scottsdale, Curio Collection by Hilton.World class meetings require world class experiences. With a revitalizing $140 million investment, the iconic Omni Homestead Resort is America’s premier meeting destination. The resort features top notch facilities and amenities, including The Cascades, now in its centennial year and widely recognized as one of the finest mountain courses in the country. OMNIHOTELS.COM/THEHOMESTEAD 800-838-1766 100 YEARS LEGEND OF AN AMERICAN CELEBRATINGVOLUME 41 NO. 2 // FEBRUARY 2023 14 22 28 34 38 44 IN THIS ISSUE features 4 Publisher’s Message 6 News & Notes 8 Perspective What Leaders Need to Know About the Post-COVID Workplace BY DIANA HENDEL, PHARM.D. AND MARK GOULSTON, M.D. 10 Perspective Corporate Meeting Trend: Smaller Meeting Experiences Gain Popularity BY LYNN LOGG 12 Perspective 3 Ways Female Founders Can Realign the Capital Landscape BY MERILEE KERN, MBA 50 People on the Move destinations departments TheMeetingMagazines.com | Corporate & Incentive Travel | February 2023 3 Course Correct Med/Pharma Meeting Planners Moving Past Pandemic Challenges BY MAURA KELLER California A Wide Variety of Venue Options Attracts Attendees BY DAVID SWANSON Cruising Along Meetings and Incentives at Sea Offer Appealing Options BY DAVID SWANSON Colorado A Mix of Year-Round Activities for Any Taste BY NANCY MUELLER Golf & Spa Resorts Planners Can Offer the Best of Both Worlds BY MAURA KELLER Louisiana A Premier Destination With Unmatched Amenities BY MAURA KELLER 34 22 14 38 44 28 ISSN 0739-1587 // USPS 716-450Corporate & Incentive Travel (USPS 716-450) is published bimonthly by Coastal Communications Corporation, 2500 North Military Trail — Suite 283, Boca Raton, FL 33431-6322; 561- 989-0600. Single copies $15.00 U.S.A. only. Yearly subscription price is $135.00 in the U.S.A.; Canada and foreign is $175.00. Back copies $17.00 U.S.A. only. Distributed without charge to qualified personnel. Periodicals Postage Paid at Boca Raton, FL, and additional mailing offices. POSTMASTER: Please send address changes to Corporate & Incentive Travel, 2500 North Military Trail — Suite 283, Boca Raton, FL 33431-6322. Nothing contained in this publication shall constitute an endorsement by Coastal Communications Corporation (Corporate & Incentive Travel), and the publication disclaims any liability with respect to the use of or reliance on any such information. The information contained in this publication is in no way to be construed as a recommendation by C&IT of any industry standard, or as a recommendation of any kind to be adopted, by or to be binding upon, any corporate/ incentive travel planner or agent. Reproduction of any portion of this publication by any means is strictly forbidden. Editorial contributions must be accompanied by return postage and will be handled with reasonable care. However, the publisher assumes no responsibility for return of unsolicited photographs or manuscripts. Subscribers: Send subscription inquiries and address changes to: Circulation Department, Corporate & Incentive Travel, 2500 North Military Trail — Suite 283, Boca Raton, FL 33431- 6322. Provide old and new addresses including zip codes. Enclose address label from most recent issue and please allow five weeks for the change to become effective. Printed in U.S.A. © 2023 Making Global Excellence Your Goal Now that we are in the first quarter of the new year, let us examine what I am sure we all share as a common goal — excellence in performance. Whether you plan corporate meetings or incentive travel programs, you no doubt strive for excellence in everything you do. But, as the world rapidly changes around us, you need to become even more vigilant about incorporating excellence into your planning, including choice of destinations. Here’s why. With today’s global — not to mention competitive — environment, the need to meet and motivate has increased. Corporations have targeted foreign mar- kets as a potential source of revenue. This re- quires you to become comfortable as a global player. CEOs, therefore, want planners who can create cost effective, goal-oriented events and incentive programs, and the more cost ef- fective the better. Hence, the renewed need for excellence on a global scale. Keeping track of all meeting and incentive travel programs’ attendant details requires an ability to do several things simultaneously and with perfection, while still assuring a cer- tain level of professionalism exists to enhance the event, increase productivity and attain corporate goals. As America and other countries continue to retrain their workforces, meeting professionals are going to find their jobs significantly more challenging. Here’s where an increased focus on excel- lence will stand you in good stead. The more oriented you are toward raising planning standards, the better your performance, the more you will increase the significance and effectiveness of your events. Today’s meeting and incentive programs reflect corporate standards and are critical to the corporation’s bottom line. Therefore, the events must re- main a focal point of excellence in the business world. The effort to maintain these high standards should be your primary concern. PUBLISHER’S MESSAGE // A COASTAL COMMUNICATIONS CORPORATION PUBLICATION PUBLISHER/EDITOR-IN-CHIEF Harvey Grotsky harvey.grotsky @ themeetingmagazines.com CREATIVE DIRECTOR Kristin Bjornsen kristin.bjornsen @ themeetingmagazines.com MANAGING EDITOR Henry Fitzgerald henry.fitzgerald @ themeetingmagazines.com EDITORIAL COORDINATOR Rachel Galvin rachel.galvin @ themeetingmagazines.com CONTRIBUTING EDITORS Sophia Bennett Cynthia Dial Dan Johnson Maura Keller Christine Loomis Keith Loria Kathy Monte Nancy Mueller David Swanson PRESIDENT & CEO Harvey Grotsky VICE PRESIDENT OF OPERATIONS David Middlebrook david.middlebrook @ themeetingmagazines.com ADVERTISING SALES OFFICES 2500 N. Military Trail, Suite 283 Boca Raton, FL 33431-6322 561-989-0600 Fax: 561-989-9509 advertising@themeetingmagazines.com REGIONAL MANAGER Bob Mitchell 630-541-3388 bob.mitchell@themeetingmagazines.com DIRECTOR OF SPECIAL PROJECTS Michael Caffin 914-629-5860 michael.caffin@themeetingmagazines.com 4 February 2023 | Corporate & Incentive Travel | TheMeetingMagazines.com Harvey Grotsky Publisher FOLLOW US ON SOCIAL MEDIA linkedin.com/company/ CorpIncTravel @CorpIncTravel @CorpIncTravel facebook.com/ CorpIncTravelFor a Five-Star stay, let’s meet at Wynn 888 320 7117 WYNNMEETINGS.COM WYNN LAS VEGAS ENCORE LAS VEGAS Experience an elevated level of hospitality at Wynn Las Vegas, where new rooms and suites recently debuted to offer your meeting attendees exceptional comfort and the thoughtful details you expect from our award-winning resorts. At Wynn, we know business and pleasure can co-exist beautifully.NEWS + NOTES // 6 February 2023 | Corporate & Incentive Travel | TheMeetingMagazines.com DESTINATIONS Reno Tahoe Announces New Hotel Updates, Features and Amenities RENO, NV — Following an exciting 2022, Reno Tahoe is pleased to an- nounce development updates and new destination features to kick off 2023. This includes renovations to Whit- ney Peak Hotel, the opening of Reno Public Market as well as the Reno Ex- perience District and more. In 2023 and beyond, area hotel properties are continuously working to improve their amenities and offerings for those ven- turing to Reno Tahoe. Here is a sample of activities: • Atlantis Casino Resort Spa has been undergoing renovations to its Concierge Towers since 2021. Renovations to the second tower are expected to be completed Memorial Day Weekend. • Element Reno Experience District (RED) opened at the tail end of last year, just in time for the new year. • Grand Sierra Resort invested $55 million in capital improvements last year, including the $10 million Wil- liam Hill Race and Sports Book up- grade, the renovation of more than 600 rooms, a new sports bar and a new immersive experience for guests. Courtesy photo After a successful year, Reno is looking forward to an even better 2023. RECOVERY GBTA: Key Business Markets in Europe Will Fully Recover in 2026 LONDON, UK — The business travel industry in Europe continues its prog- ress toward full recovery to its pre- pandemic spending levels of USD $392 billion, but the divergent recovery in business travel continues across the region. Europe’s business travel spend now accounts for approximately 20% of global spend, compared to 27% in 2019. Emerging Europe and Western Europe were the only regions glob- ally to experience spending declines in 2021, as COVID-19 impacted domestic and regional business travel markets. However, Western Europe is expected to experience one of the sharpest re- coveries by 2026. This is according to the most recent Business Travel Index Outlook annual forecast and outlook, from the Global Business Travel Asso- ciation (GBTA). The recovery in both Western and Emerging Europe lagged relative to North America, Asia Pacific, Latin America and the Middle East. In 2020, Europe’s business travel spend declined 58.1%, the second-largest percentage drop of any global region. In 2021, most of the world saw a mod- est recovery, however, Europe was the only region that saw business travel spend continue to fall, declining an ad- ditional 15.4% to $139 billion. Despite earlier declines, Europe remains the third-largest business travel region in the world, with 20% of global spend in 2022. Western Europe accounts for 86% of Europe’s business travel spend. TECHNOLOGY Caribe Royale Orlando Resort Debuts New Mobile App ORLANDO, FL — Caribe Royale Orlando Resort recently announced the debut of Caribe Royale Orlando Digital Guest Experience, its first- ever mobile app. The app, which soft- launched earlier this year, connects Caribe Royale Orlando’s guests to a wealth of property information and services, all conveniently centralized on their mobile devices. Through the app, guests can begin the check-in process prior to their arrival, communicate directly with the front desk via chat within the app and access the shuttle schedule for visits to the Walt Disney World Resort theme parks and Disney Springs. Guests are also able to view menus from the hotel’s restaurants and seamlessly book reservations for The Venetian Chop House through a direct link. Additional in-app features include MyStay, which allows guests to request housekeeping and in-room amenities.WHERE BUSINESS MEETS PLEASURE. A world-class convention facility with an oceanfront setting. 45,000 square feet of meeting facilities enhanced by an expansive oceanfront patio, pool with water slide, European spa and endless tropical breezes. Located at Grande Dunes, a luxurious plantation- style development. Featuring two 18 hole championship golf courses with tennis and fitness center. MARRIOTT MYRTLE BEACH RESORT & SPA AT GRAND DUNES 8400 COSTA VERDE DRIVE, MYRTLE BEACH, SC 29572 843.449.8880 MARRIOTT.COM/MYRGD OPENINGS Omni Tempe Hotel at ASU Welcomes Group Events and Meetings TEMPE, AZ — The highly anticipated Omni Tempe Hotel at ASU is now ac- cepting group booking requests in ad- vance of its upcoming opening. Locat- ed in the heart of downtown Tempe, the hotel will feature nearly 36,000 sf of flexible indoor and outdoor meet- ing space and offer expansive views of the Arizona State University (ASU) campus and Tempe cityscape. Upon completion, Omni Tempe Hotel at ASU will debut the city’s largest ball- room, the Salt River Ballroom, of- fering 15,000 sf of space. For smaller receptions, groups may also utilize the Sun Devil Ballroom. With floor- to-ceiling windows and access to an event lawn, this space can accommo- date groups looking for a mix of in- door and outdoor areas. Additionally, Lucero, a rooftop lounge and terrace, will offer indoor and outdoor dining. OPENINGS New Virgin Hotels New York City Now Open for Booking NEW YORK CITY — Virgin Hotels has opened the doors of its new hotel in New York City. Located on the northwest corner of 29th Street and Broadway, right in the heart of Manhattan, Virgin Hotels New York City is a new-build property with 460 chambers. It also has plenty of meeting spaces and restaurants, including a rooftop pool and bar. With 460 chambers, suites and penthouses across 39 stories, Virgin Hotels New York City has an incredible viewpoint across the city. All of the chambers feature floor-to-ceiling windows, with certain chambers offering unparalleled views of the Empire State Building, the New Year’s Eve Ball Drop and Macy’s Thanksgiving Day Parade. Guests will also find sensor- activated lighting that automatically illuminates when they walk by, and pet-friendly amenities. MILESTONES Element Hotels Celebrates Opening in Salt Lake City SALT LAKE CITY, UT — Element Hotels and Le Méridien Hotels & Re- sorts recently announced the open- ing of Element Salt Lake City Down- town and Le Méridien Salt Lake City Downtown. The dual-branded property commemorates Element’s milestone 100th global opening and its first in Salt Lake City, comple- menting its location in Moab, Utah. The property also marks the first Le Méridien in Utah, and the first hotel with an expansive rooftop bar in the market. The hotels are ideally located just 6 miles from the airport, and is within 30 miles of several popular ski destinations. TheMeetingMagazines.com | Corporate & Incentive Travel | February 2023 7H ave you noticed your colleagues and employ- ees seem a little stressed lately? It’s under- standable: The pressures we face and the hurdles we must jump are quite stressful. Yet the truth is far more worrisome: There’s a good chance your company has moved past stress and into trauma territory. Yes, COVID-19 was a big part of it. The pandemic dis- rupted every industry and changed our lives forever. But also factor in the economic and social turmoil of the past year. And consider that for decades we’ve been battered by an onslaught of tech-driven shake-ups and other challenges. Any of these changes and crises by themselves would be tough to deal with. But add them all together — and factor in the frequency, intensity and duration that characterizes them — and you have a “perfect storm” for trauma. Stress and trauma must be treated differently. Stress shakes our balance and is unpleasant to experience, but we’re able to power through it, build resilience and go on with our lives. Trauma causes us to act from a place of fear. We go into survival mode and get caught up in the “fight, flight or freeze” response. It changes how we see the world — and it’s not something companies or workers can cope with long-term. Unprocessed trauma is dangerous for organizations. It causes individual employees and leaders to act in destructive ways. Companywide, it compromises your structures, sys- tems and values. This is why it’s important to “name, claim and frame” trauma. It’s the most effective way to fix what’s wrong now and prepare to deal with traumatizing events. Luckily there are some tactics to help leaders create sta- bility in the midst of chaos, move productively through a traumatic event and come out even stronger on the other side. Recognize the Types of Trauma Trauma doesn’t always look like “shock and awe.” It can also be a “boiling frog” scenario. Sometimes trauma is ongo- ing and cumulative. For example, it may take the form of sexual harassment, racism or some other type of discrimina- tion. When trauma is not connected to a single event, many of us may not even realize we’re experiencing its effects. In these kinds of scenarios, where the trauma is chronic, the organization is like the proverbial frog in the cooking pot. You know the story: At first the frog is sitting in lukewarm water. Over time, the heat slowly intensifies until, finally, it is at the boiling point, and the frog is in serious trouble. Many leaders think trauma doesn’t apply to them because there’s not a single dramatic event. But trauma can happen in a variety of ways, all of them destructive. Learn to recognize these red flags. When people go into “fight, flight or freeze” mode, they may respond differently. Some people might become hostile, belligerent, aggressive or otherwise “difficult” — often seemingly without ade- quate cause. Others might cling to their “competence zone,” blindly doing what they’ve always done even though it no longer works. People dig in and resist change. Or they may insist they are “fine,” even when it is clear they are struggling. Meanwhile, leaders may behave in distinctively un- leaderly ways as well. They might hide out in their office instead of jumping into action, or make rash, knee-jerk decisions when they were previously known for level- headed steadiness. Certain “common threads” define traumatized organiza- tions. Blaming and finger-pointing ensue, and often, people divide into opposing camps and the workforce rapidly polar- izes. Opposing views can be taken to the extreme, and rifts can divide an organization. Because it isn’t being addressed, people continue to struggle, and the ongoing, perhaps deepening, division/ polarization, blame, shame and guilt hurts the culture. All of this can damage collaboration, cooperation, cohesiveness and teamwork and erode their belief and trust in one another. What Leaders Need to Know About the Post-COVID Workplace BY DIANA HENDEL, PHARM.D. AND MARK GOULSTON, M.D. PERSPECTIVE // Trauma can manifest in employees in different ways. Learn to recognize these red flags. 8 February 2023 | Corporate & Incentive Travel | TheMeetingMagazines.comFortunately, there are strategies for addressing and miti- gating the impact trauma has on individuals — and on the culture of the organization. When leaders navigate trauma effectively, they can minimize risks to employees and to the organization, help people recover and heal, and position the organization to thrive in the future. A Rapid Response Process enables you to spring into action when a crisis occurs. You might think of this as a “Code Blue.” It’s a standardized, pre-planned approach for dealing with disruption. Getting one in place helps everyone know exactly what to do so decisions can be made quickly, efficiently and with a focus on safety. Here are the compo- nents to focus on. Gather your Rapid Response Team . Appoint people to this team before a crisis happens and make sure they know their respective roles. It should include all senior leaders and leaders of key functions such as operations/logistics, security, finance, HR, communications/PR, facilities, etc. Allow the leader in charge to delegate. You need a central commander to manage response activities such as assign- ing personnel, deploying equipment, obtaining additional resources, etc. Have the team report to the command center. This is a pre-determined location — whether physical or virtual — for monitoring and reacting to events. You should also select a code word that puts the process into action. Gather relevant information. In a crisis it’s critical to cen- tralize information. The goal is to organize and coordinate response activities, ensuring that the most pressing needs are met and that resources are properly allocated. Promote a unifying message. It is vital to deliberately shape and disseminate a message of unity. Make sure your message is one of “we are all in it together.” This helps peo- ple transcend the impulse to split into factions. In times of crisis, employees need frequent, real-time, transparent communication more than ever. The acronym VITAL will help you remember the tenets around commu- nicating in the aftermath of trauma: Visible. Leaders must be highly visible and take the lead in communication. Don’t hide behind a spokesperson. Com- municate quickly and clearly to reduce ambiguity. In it together. Double down on messages that connect to team building, camaraderie and purpose. Acknowledge people’s fears, worries and anxieties as normal. Transparent. Align leadership in how they see the exter- nal environment and make sure everyone agrees on what “success” looks like. Don’t create voids with silence, and tackle rumors head-on. Don’t downplay, and share bad news the minute you have it. Accessible. Use all modalities — video, email, intranet, text, town halls, etc. — to convey messages from the senior leader. Have a central repository/FAQ where people can get info. Establish a central number/site for employees to ask questions in between regular communication sessions. Listening. This is the most important piece of the commu- nication formula. Ask questions and leave room for inquiry. Resist the temptation to just listen for what you want to hear. Also, a “both/and” approach can turn things around. In the best of times, businesses routinely struggle with dilem- mas that can lead to polarization. People tend to have dif- ferent ideas even in the best of times, but trauma can stoke and inflame them. Instead of approaching these issues with an either/or mentality, remember these are false choices, and organizations can, instead, leverage each side of these polarities with a both/and approach. We live in a time of constant flux and chaos, and that will never change. Putting a solid framework into place to lead organizations through trauma is not just a good idea but, increasingly, a necessity. It’s the only way to successfully navigate the future. C&IT ABOUT THE AUTHORS 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 and 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. Constant trauma can overwhelm an organization. By recognizing it early and handling it, leaders can prevent their employees and organizations from succumbing to it. DepositPhotos.com TheMeetingMagazines.com | Corporate & Incentive Travel | February 2023 9Next >