< Previousthemeetingmagazines.com 10 OCTOBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT W e can do remarkable things when we listen to our hearts. It’s where our deepest desires reside, fueling our actions (for better or worse) and guiding us onward toward our purpose. The job of the leader is to help employees figure out how to connect their skills and passion to the purposes of the orga- nization. With this careful alignment, individuals and the orga- nization thrive. Exploring desire is really an inside job. You can’t do this self-examination for your employees, but you can guide them to take an honest look within. Further, by knowing yourself and keeping your desires and actions aligned, you set a pow- erful example for those around you to follow. The great news is we’ve all got a God-given primal desire to “win” at something we set our sights on. And along with this desire, we have an inherent power to work with others to overcome the chaos that stands in our way. Leaders can help employees unlock that power, even when it’s hidden, and help the organization in the process. A few tips: Help employees find the disconnect between their desires and their contradictory actions… Teach people to hold up the mirror and look at what they do. For example, if an employee insists that they want more responsibility, but by the quality of their work and their attitude, you can show them how their actions and their desires don’t line up. You may be able to help the employee recognize some important (and hard) truths and change their behaviors or find a situation that serves them and the organization better. No one wants to do what they should do all the time. For many people, making the cold calls required to grow sales isn’t as easy (or fun) as charting projected growth in a spread- sheet and envisioning their commission. But if you understand your tendency and the tendency of others not to do the things needed to reach their goals, you’ll better understand what it means to lead yourself and others. …And to sit in the discomfort of exploring their desires. It can be uncomfortable or outright painful to probe the turmoil of motives, ideas and half-formed thoughts inside us. But it’s worth figuring out why we behave the way we do. Ask the tough questions that get employees thinking. It can cause some uncomfortable conversations, but these discoveries often lead to big revelations and beneficial behavioral changes. When conflict occurs, look for the root desire creating the chaos. Sometimes, good employees make bad decisions, or rather, let their desires hijack their behavior. If you can under- stand the reasoning behind a person’s counter-productive actions, it’s much easier to reconcile the behavior and get on a constructive path. Again, this can be uncomfortable for both the employee and the leader, but getting to the why behind actions will result in greater long-term change. Build trust by sharing your thoughts and motivations. There’s no greater vulnerability than sharing what we are really thinking. Once shared, thoughts can’t be taken back. But it is this kind of openness that is required to solve prob- lems and build teamwork. For this type of openness to occur, trust has to be built and earned over time. Effective leaders must be good at sustaining trust within the team. Put the right people in the right roles. An employee who isn’t thriving in one role may fit better in another area. Build- ing a strong relationship with your team will help you deter- mine an employee’s engagement and ensure their desires line up with their work. When they are in their “zone,” they will contribute more, will have more energy and insight, and will be much easier to interact with. Desire is a precious resource. Don’t let it go to waste or fight against it by putting people in the wrong roles and let- ting potential go undiscovered. Put desire to use and allow it to help you accomplish truly great things. I & FMM Gary Harpst is the author of “Built to Beat Chaos: Biblical Wisdom for Leading Yourself and Others.” He is the founder and CEO of LeadFirst. He is a keynote speaker, writer and teacher whose areas of focus include leadership, business and the integration of faith at work. He has been recognized as one of the Top 100 of the nation’s top thought-leaders in management and leadership by Leadership Excellence magazine. To learn more, visit leadfirst.ai. | THE AUTHOR | | INDUSTRY INSIDER | BY GARY HARPST INSIDE JOB Five Ways to Unlock the Power of Your Employees’ Desires Connect with your team along glistening shores where time is measured in golden hours and performance is in perfect harmony. SOUTH CAROLINA 844.958.0670 MeetatKiawah.com MEASURE KPIs INConnect with your team along glistening shores where time is measured in golden hours and performance is in perfect harmony. SOUTH CAROLINA 844.958.0670 MeetatKiawah.com MEASURE KPIs INT raditional incentive programs are exceptional ways to provide rewards, but today’s corporate meeting planners and the companies for which they work are turning their attention to high- end incentive experiences, and for good reason. Lincoln Smith, chief strategy officer for HMI Performance Incentives in Nor- wood, MA, and current board member of the Incentive Marketing Association (IMA) and Incentive & Engagement Solutions Providers (IESP) in Minneapolis, MN, recognizes the impact high-end incentives can have on attendees. Smith has turned to the Incentive Market- ing Association and IESP as resources while plan- ning his client’s high-end incentive travel trips. HMI Performance Incentives strives to provide high-end incentive trips, offering deluxe accom- modations at stunning iconic destinations. “We often reference their data and utilize other members and partners in planning,” Smith said. “While luxurious accommodations are the baseline, we put a steep focus on providing one-of- a-kind experiences. We pride ourselves on offering per- sonalized options for top-producing earners.” These incentive travel trips go beyond the ordinary by offering experiences that align with attendees’ passions and interests. Smith strives to plan trips filled with memorable experiences that are meaningful for each participant. High-end incentives that illustrate this level of personal- ization demonstrate a deep understanding and appreciation for each reward recipient. It also creates a sense of value and recognition that goes beyond an earned vacation and provides the sponsoring company with an opportunity for an incredible investment return. Danielle Focarile, CMP, events manager at Admiral Insur- ance Group in Mount Laurel, NJ, agreed that high-end incen- tive programs should be a reward for top producers. “While talking about business is important, it should not be the main focus of these trips,” Focarile said. “Getting to build a true relationship and knowing your customers as people is sometimes even more helpful in producing business. They’ve worked hard all quarter, year, etc. and should be appreciated and able to enjoy that accomplishment.” Last year, Admiral Insurance Group began a semi-annual high-end incentive program focused on their up-and-com- ing producers. “We all know that insurance is an aging industry, and we’d themeetingmagazines.com 12 OCTOBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT Keeping Participants Engaged With Memorable Experiences BY CHLOE LABELLE | PLANNER TIPS | HIGH-END INCENTIVES REWARD TOP PRODUCERS WITH Lincoln Smith Chief Strategy Officer, HMI Performance Incentives High levels of personalization are essential in helping create a lasting memory that participants associate with the sponsoring company.be remiss to not focus on nurturing some of our existing rela- tionships into our future top brokers,” Focarile said. “Many of our attendees had never been invited to an incentive-type trip like this, and they were so appreciative to be included.” According to Focarile, Admiral Insurance Group worked hard to show their attendees that success with their company could lead to great rewards. As it turned out, a quarter of those attendees qualified for their semi-annual ‘premier broker’ pro- gram this year, proving that rewards posed a great incentive. “No guests were invited to this program, so we could really focus on building these relationships and allowed for true bonding time between brokers and underwriters” she said. REFLECTING ON INCENTIVES What motivates attendees at high-end incentive programs? Smith and his team recently put together an infographic compiling the most recent statistics on incentive travel. They gathered resources from the Incentive Research Foundation (IRF) from last year and Trends Report from the current year’s Incentive Travel Index. It showed that 72% of participants in last year’s IRF Trends Report cited relationship building as an important indicator of a successful program. Additionally, 89% of participants crave downtime. “Along with providing choices for downtime, we also include carefully curated experiences, such as Corporate Social Responsibility initiatives (CSR),” Smith said. Integrating CSR events into high-end incentive trips allows organizations to enhance their brand reputation while fostering a sense of purpose and unity among employees and trip recipients. “By engaging in activities that contribute to the welfare of local communities or the environment, participants develop a deeper understanding of social issues and gain a heightened sense of empathy and responsibility to the location and its people,” Smith said. “This fosters a sense of sustainability and enables HMI and the trip sponsor the ability to give back to people and places in need.” CSR activities also promote teamwork and collaboration as individuals work together toward a common cause, building trust and a personal connection. Focarile recommends that planners should strive for mem- orability in high-end incentive experiences. “Having a ‘wow’ factor, like the mermaids in the pool at our Florida Premier Broker event, keeps your company top of mind in your attendees’ heads.” Focarile said. “Great com- munication is also a key. Our attendees are busy people, so we understand the importance of providing answers before they even ask the questions. We introduced an event-specific app this year, as well as a landing page with all of the ‘Know Before You Go’ information they would need, including a link to our Pinterest board for some outfit inspiration.” Kathy Roche, director, meeting planning and travel & events for Western & Southern Financial Group in Cincinnati, OH, said that as a meeting planner for a large financial/insurance company she looks for unique and memorable destinations that are easily accessible and offer a variety of amenities and luxury. “Our top producers work very hard to earn these presti- gious award trips and we look for resorts that offer upscale accommodations, outstanding food and beverage, spacious ballroom and meeting space, a variety of indoor and outdoor function space and a spa, golf and a variety of activities native INSURANCE & FINANCIAL MEETINGS MANAGEMENT | OCTOBER 2023themeetingmagazines.com 13 COURTESY OF LINCOLN SMITH Meeting planners look for resorts that offer upscale accommodations, outstanding food and beverage, and a variety of amenities and activities. HERE, YOUR CONFERENCE EXPERIENCE IS REWARDING AND REINVIGORATING Combining elegant meeting space, Five-Star dining and sustainable artful amenities, Bellagio personalizes your event with acclaimed service and experiences that leaves your attendees feeling inspired and refreshed. Here, you’ll enjoy: • 200,000 square feet of stunning indoor and outdoor meeting space, expertly designed for unforgettable intimate gatherings and electrifying group conventions • A culinary masterpiece that caters to every craving, at the only hotel in the country with two AAA Five-Diamond and Forbes Five-Star restaurants, in addition to 10 exquisite signature restaurants • Nature connectedness through the sustainable Conservatory at Bellagio, celebrating nature with seasonal displays with 90% of the trees, owers and plants composted after use Book your dream event at a resort where business is the ultimate pleasure. Visit bellagio.com.to the destination,” Roche said. Because of Western & South- ern’s partnership with Fairmont Hotels & Resorts, they’ve been fortunate to book several of Fairmont’s resorts for their top incentive trips and sales conferences. “From Bermuda to Vancouver to Scottsdale, we’ve been able to negotiate favorable rates and offer upscale accommo- dations and unique meeting and function space,” Roche said. Recently, The Fairmont Scottsdale Princess was one of the top-rated sales conferences for the Western & Southern Life division this year. “We have brought approximately 200 attendees to enjoy five-night stays at this amazing resort. From the moment our attendees arrived, they felt welcome and special,” Roche said. “That is truly important!” According to Linda Quental, CMP and senior meeting and events planner at Voya Financial in Windsor, CT, high-end incentive programs are events that need to be top notch. “The attendees are normally high-end performers in a company or your senior leader executive team,” Quental said. “This event should have white glove service from the start to the day they land back in their home city. You need to make sure all ven- dors are on board and have the same end result as you do. The reason is that they are an extension of your team.” Each year, Quental plans her company’s external sales incentive trip, and there are some that stand out. “One was to Cannes, France, and another one was pre-Covid in Sintra, Portugal,” she said. “It was the second time the group went to Portugal and they would go back year after year if they could.” KEY CONSIDERATIONS When configuring a high-end incentive travel program, Smith recommends planners have a deep understanding of the demographics of the audience that is traveling. This allows the meeting planner to seek out destinations that will make trip-goers feel recognized and special. “High levels of personalization are essential in helping create a lasting memory that participants associate with the sponsoring company,” Smith said. “Meeting planners should create events that feel personalized to the intrinsic and extrin- sic values of travelers. We typically find the profiles of high- end incentive travel participants call for destinations that feel ‘new’ to the audience.” One way of doing this is to survey potential program par- ticipants for their preferred style of travel, bucket-list travel ideas and travel history. As Smith explained, gaining insight from travelers and the sponsoring company’s culture can help make it a more memorable experience for everyone. HMI recently sent a leading research and advisory com- pany’s top achievers to the Puente Romano resort in Mar- bella, Spain, for an incredible incentive program. The par- ticipants were treated to an elegant and private experience at a historic Spanish hacienda, exposing them to the essence of Andalusian gastronomy, music and culture, including an equestrian performance. The group experienced a memorable journey into the mountains to The Plaza de Toros de Ronda, which is the birthplace of bullfighting, to explore the magnificent views and attractions. Local artisans shared samples of olive oil, locally made wine and custom-made ceramic crafts as part of the memorable shared cultural experience. For participants who were looking for more downtime, they were invited to take a shuttle to explore Old Town Marbella. With relationship themeetingmagazines.com 16 OCTOBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT COURTESY PHOTO The Fairmont Scottsdale Princess was one of the top-rated sales conferences for the Western & Southern Life division this year. “We have brought approximately 200 attendees to enjoy five-night stays at this amazing resort. From the moment our attendees arrived, they felt welcome and special,” Roche said. “That is truly important!” Linda Quental, CMP Senior Meeting and Events Planner, Voya Financial You need to make sure all vendors are on board and have the same end result as you do. The reason is that they are an extension of your team.building being a primary focus for many attendees, Smith believes it’s important to also provide opportunities for meaningful connections. “When planning a trip that has a CSR element incorpo- rated, the sponsoring organizations can be as involved or uninvolved as they want,” Smith said. “The most successful CSR initiatives have a level of coordination with the compa- ny’s own brand values paired with the needs of the location.” For instance, food insecurity might be a big problem in the destination. Researching and finding local nonprof- its in the area that help combat that can be more impactful than a donation. After connections are made, it can be easier to help organi- zations support other causes as well. “A lot of the time, a non- profit will understand what’s possible with different group sizes. Planning can be a very collaborative effort between the planner and the nonprofit in this way,” Smith said. “Dona- tions, speaking engagements from the nonprofit, or support- ing the nonprofit through structured activities are all ways to build deeper connections and provide needed assistance to bootstrapped charitable organizations.” Focarile recommends avoiding over scheduling attendees, giving them time to do the things they want to do between meetings and agendas so they don’t feel like they need a vaca- tion from their vacation. Focarile loves seeing the end result of the high-end incen- tive programs. “These programs are a lot of work and highly logistic, but once you get to see all of that hard work pay off, it’s worth it,” Focarile said. “Receiving thank you notes from your attendees or hearing them talk about a program years later is the best. The beautiful destinations and amazing experiences we get to enjoy doesn’t hurt either.” Orchestrating high-end incentive travel for corporate attendees can be challenging. For Quental, the biggest chal- lenges are trying to find places that the group hasn’t visited and that fits into the company’s taste and budget. “As budgets are remaining flat, finding that unique venue becomes challenging as the industry prices have inflated due to many reasons,” Quental said. “We try to see where the company can get the most ‘bang for their buck’ even if it is a high-end incentive. During this economy, all corporations are looking to cut back and we all know it is usually meetings. It is hard to plan a meeting on a budget, but many of us are, so we need to plan differently but we need to be just as effective.” Although high-end incentive programs are challenging to organize and plan, Focarile believes these programs will con- tinue to be a necessity for the insurance and financial industry. “A majority of people are continuing to crave the face-to- face contact and interactions that in-person events provide,” Focarile concluded. “It’s important to continue to reward your well-performing partners, and avoid the mindset that even without these events, they’ll continue to produce. If you don’t take care of your customers, someone else will. These trips are an investment in them and continue to have great ROI because they fulfill their needs and wants.” I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | OCTOBER 2023themeetingmagazines.com 17 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 P lanners face a host of legal issues as they plan and execute meetings. Here’s what industry legal experts say planners should understand. Most meeting-related legal issues aren’t specific to the financial or insurance indus- tries; they’re faced by planners and organiza- tions across industries. But there are some instances when meetings within those indus- tries may be more sensitive to issues. The question as to which legal issues planners should be aware of and understand today is a complicated one, according to Jon- athan T. Howe, Esq., president and founding partner of Howe & Hutton Ltd. in Chicago, IL. “Since emerg- ing from the pandemic, the industry has faced many challenges. What organizations need to do today, is to evaluate the landscape,” said Howe. Once they do, “service” becomes a key concern, along with the lack of people who can provide it ade- quately enough to meet planners’ needs. “Think for a minute about the whole issue of housekeeping, catering and other high-intensive areas requiring personnel,” he said. “Unlike in previous eras, the need for performance clauses is now much more imperative. Questions of price, contract negotiation and availability have tightened. Now more than ever, the laws of supply and demand are totally in effect as to bargaining and negotiating positioning. To protect yourself, you must under- stand the territory and what your specific, vital needs are for a successful event.” Since the pandemic, he has identified that the lack of staff- ing correlates with a general shortage of people in the industry who are trained or experienced, which results in the necessity of a degree of “handholding” on both sides. Moreover, while there’s an increasingly greater need for good negotiating, the clauses mandated by the legal departments of many hotels are making negotiating much more difficult, and concession by hotels harder to come by. Room blocks are another area of concern. Planners have become far more conservative in booking room blocks than before. In the past, the focus was more about “slippage” and how to reduce the number of rooms blocked. Howe said, “Today, planners are booking less rooms, then providing for potential increases as time goes by and evaluations are made.” Health and safety have always been areas of concern, but that has increased because of today’s rising crime rates. “Safety has expanded to health and safety. Due diligence on the part of the planner to determine what risks might be involved at the venue is key,” he said. According to him, planners should evaluate their specific needs and retain the services of a security consultant to overcome any challenges and help planners protect the property, as well as the safety and health of their attendees. “That,” he added, “is part of the planner’s attention to the duty of care.” Concerns about hotels fulfilling their contracted obligations is a per- petual problem, he noted. “It comes down to what is the legal damage that can be enforced, and the remedies obtained. The most important thing here is an adage I’ve been preaching for years: ‘I cannot blame you for bad news, but I can blame you for not telling me.’ That coupled with a person who writes their own contract is a lawyer’s best friend. Get legal help before you sign, not after. The sooner you can share what may be a possible problem, the faster and perhaps the easier you can resolve it.” Resolution may not be mutual satisfaction for both parties, he added, but it can avoid but a total crisis. DEPOSITPHOTOS.COM themeetingmagazines.com 18 OCTOBER 2023 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT How to Plan, Execute Meetings Effectively BY CHRISTINE LOOMIS | INDUSTRY INSIGHT | ON LEGAL ISSUES: When it comes to negotiating, the biggest mistake planners make is not fully understanding what they’re negotiating. “Too often, we have terms put into agreements that neither side really understands. If you don’t know the meaning of a term, ask,” Howe said. “In this environment today, good legal advice is an investment that should be made with a lawyer who is knowledgeable in the industry and understands your needs.” Howe’s primary tips for planners to appropriately address or avoid legal issues is simple: “Know what you’re getting into. Know your product. Recognize what you don’t know and get help.” Lisa Sommer Devlin, Devlin Law Firm P.C. in Phoenix, AZ, lists the three most significant issues facing planners. Agree on the following: 1. A room block and space commitment. 2. Damages that will be owed if a group cancels or does not perform. 3. The process for resolving disputes that arise between the parties. The pandemic also affected cancellations and the rescheduling of meetings. “When events liter- ally could not happen during the pandemic, hotels were willing to reschedule/rebook. Now that there are no event restrictions, those rebooking agreements are no longer happening. A rescheduling is a cancella- tion, except when the event could not have taken place due to the pandemic restrictions on meetings,” Devlin said. For new bookings today, pandemic-era cancellation allowances are a thing of the past. As attendees have become less predictable, shifts have been made to room-block needs, too. According to Devlin, in contracts, planners should negotiate time periods for releasing rooms in advance of the event. “While a hotel is not legally required to renegotiate the block, a hotel is more likely to work with a group if the rooms are released earlier than later,” she said. “You can build that into your contract.” However good a contract is, it can be canceled by either party. The question then becomes who owes what to whom in dam- ages. For example, what can planners do if a hotel doesn’t fulfill its contracted obligations and concessions? What if a hotel can- cels a meeting and the planner must move it to a different hotel? “Either party always has the right to cancel a contract but will owe damages to the other party if it does,” Devlin explained. “Hotels understand that if they cancel a group, they’ll owe them the additional expenses incurred in moving the event. Hotel management has a responsibility to the owner to maximize revenue, so if the hotel gets an opportunity to do so that will require cancelling a group already on the books, it will do so. These cases usually settle quickly because the hotel acknowledges its obligation.” As for bad service, Devlin encourages planners to be proac- tive. “Meet with hotel department heads before the event to determine if there are any issues that might impact service and prepare for alternatives. Once on-site, as soon as there’s an issue, bring it to the attention of your convention service person and the hotel’s general manager. Document your con- cerns in writing or email. If they’re unable to correct the issues during the event, they’ll negotiate an appropriate credit to the master account. The only time I’ve seen lawyers have to get involved is when the group waits to raise complaints until after it gets the master bill,” she said. The main mistake planners make when negotiating con- tracts is not putting in the time and effort necessary. The devil, as the saying goes, is in the details. Some things to consider, according to Devlin, are the following: Are your days and dates matching? Is your math right? Are your terms clear and unam- biguous? Do you have duplicative or conflicting clauses? Are you relying on an ‘addenda’ or similar document to try to get the terms that you want rather than negotiating one complete contract with the hotel? Legal clauses in contracts can be difficult to understand and planners shouldn’t hesitate to use trusted resources to help them fully understand wording, terms and clauses. “Be fair. When looking at clauses, ask yourself how you would feel if you were the hotel,” she added. “Are you putting too much risk on one side or the other? If you’re asking for a par- ticular clause (renovation, competitors, etc.), explain to the hotel what you’re concerned about and make sure the clause addresses that concern. Many clauses don’t actually meet the needs or concerns planners are trying to address.” Joshua L. Grimes, Esq., Grimes Law Offices, LLC in Bala Cynwd, PA, has a different set of legal issues he sees at the forefront of planning today. Here are a few: • The impact of state laws on the safety and welfare of attendees. “For example, Florida law making it a criminal offense to use a restroom of a gender other than a person’s gender of birth can lead to arrest of an attendee, in addition to forcing attendees into uncomfortable situations in restrooms at the meeting venue,” he said. • Other groups and organizations sharing the meet- ing venue. “It’s increasingly an issue for groups that another organization using another room in the same venue might be controversial, or even a competitor to your group,” Grimes said. “Another group in the venue might have a certain social message or include a speaker that attracts negative publicity. It can no longer be assumed that host venues are filtering out these issues.” • Increasing costs. “This includes new and higher service charges, costly food and beverage and higher penalties for attrition and cancellation — even force majeure cancellation,” he said, adding that plan- ners need to watch for potential charges and push back when appropriate. And while he agreed that most legal issues are not specific to the insurance and financial industries, he said meetings of those industries might be impacted in ways other meet- ings are not. INSURANCE & FINANCIAL MEETINGS MANAGEMENT | OCTOBER 2023themeetingmagazines.com 19 Lisa Sommer Devlin Devlin Law Firm P.C. Meet with hotel department heads before the event to determine if there are any issues that might impact service and prepare for alternatives.Next >