Courtesy of Turner Pr A COASTAL COMMUNICATIONS CORPORATION PUBLICATION JUNE 2024 VOL. 31 NO. 3 $15.00 INSIDE LUXURY RESORTS F&B TRENDS EXTRAVAGANT EVENTS ON A BUDGET Page 20 CONVENTION CENTER UPDATE Following a $456M expansion of the Baird Center in Milwaukee, WI, city and county officials recently celebrated the grand opening with a ribbon-cutting ceremony.THEOMNIHOMESTEAD.COM | .. The best ideas are born in inspiring places. Elevate your next gathering with inspiring vistas, exceptional service, and cu ing-edge technology that fosters collaboration and ensures a seamless experience. From venues enhanced by natural light to exquisite culinary experiences and more than 40 recreational activities, The Omni Homestead is America’s premier meeting destination. We bring more to the table than meeting space. justINSURANCE & FINANCIAL MEETINGS MANAGEMENT | JUNE 2024themeetingmagazines.com 3 JUNE 2024 Vol. 31 No. 3 14 8 30 26 departments features 14 4 20 26 30 Upscale Resorts Providing the ROI for Corporate Meetings & Incentive Programs By Christine Loomis Extensive Expansions The Latest Renovations at U.S. Convention Centers By Marlene Goldman Summer F&B Trends A Fresh Take on Culinary Experiences at Events By Rayna Katz Extravagant Events A Wow-Factor Event on a Less-Than-Wow-Factor Budget By Maura Keller 6 8 12 34 Publisher’s Message News & Notes Are You ‘Acting Your Wage’? Examining the Employee-Employer Relationship By Ryan Joseph Kopyar Relational Leadership Makes a Real Difference How Leaders Build Trust and Credibility By Cheryl L. Mason, J.D. Corporate Ladder 20 ISSN 1095-9726USPS 012-991Harvey Grotsky 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 Maritza Cosano maritza.cosano@themeetingmagazines.com EDITORIAL COORDINATOR Rachel Galvin rachel.galvin @ themeetingmagazines.com CONTRIBUTING EDITORS Cynthia Barnes Erin Deinzer Cynthia Dial Marlene Goldman Dan Johnson Sara Karnish Rayna Katz Maura Keller Danielle Letenyei Christine Loomis Keith Loria Kathy Monte Kelly Sargent 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 Lisa Turner 941-400-7419 lisa.turner@themeetingmagazines.com DIRECTOR OF SPECIAL PROJECTS Michael Caffin 914-629-5860 The Promise Fulfilled When we launched this publication over three decades ago we were out to win your readership and response with the freshest and most complete approach to insurance and financial industry meeting planning. Our aim was to reach an audience of key meet- ing planners so that their meeting and incentive travel booking de- cisions could be made most efficiently and effectively. Now in to our fourth decade of the scheduled publishing cycle, it is gratifying to receive the numer- ous letters and words of praise for our publishing concept, the only national publication exclusively serving insurance and financial in- dustry meeting planners. Letters offering constructive criticism are always welcome. Our readers who contributed ideas for the betterment of the magazine can see that their thoughts have been translated into action. Your reaction to Insurance & Financial Meetings Management over the years means a lot to us. We will continuously strive to provide you with a magazine designed to keep you fully informed of new and renovated meeting facilities including hotels, resorts, conference centers and convention cen- ters (See page 20), along with updates on event technology, food trends, destinations and services. Better still, write to us at Insurance & Financial Meetings Management and tell us how helpful you find the information provided, also let us know what you would like to read about. We would also appreciate any other comments. Insurance & Financial Meetings Management is published bi-monthly by Coastal Communications Corporation, 2500 N. Military Trail, Ste. 283, Boca Raton, FL 33431-6322; 561-989-0600. Single copies $15.00 U.S.A.; back cop- ies $17. Yearly subscription price is $70.00 in the U.S.A.; $135.00 in Canada. Distributed without charge to qualified personnel. Periodicals Postage Paid at Boca Raton, FL, and additional mailing offices. POSTMASTER: Please send address changes to Insurance & Financial Meetings Management, 2500 N. Military Trail, Ste. 283, Boca Raton, FL 33431-6322. Nothing contained in this publication shall constitute an endorsement by Coastal Communications Cor- poration (Insurance & Financial Meetings Management), and the publication disclaims any liability with respect to the use of reliance on any such informa- tion. The information contained in this publication is no way to be construed as a recommendation by I&FMM of any industry standard, or as a recommenda- tion of any kind to be adopted by or 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. Subscriber: Send subscription inquiries and address changes to: Circulation Dept., Insurance & Financial Meetings Management, 2500 N. Military Trail, Ste. 283, Boca Raton, FL 33431-6322. Give old and new addresses including zip codes. Enclose address label from most recent issue and allow five weeks for change to become effective. Printed in U.S.A. © 2024 www.themeetingmagazines.com themeetingmagazines.com 4 JUNE 2024 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT | PUBLISHER’S MESSAGE |Triple The Oer & Triple The Options ! Ready to book your next spectacular event? We have every resource imaginable to make it extraordinary. Experience these three distinctive meeting properties and take advantage of these exclusive meeting enhancements: All guests enjoy full access to every amenity on property including Mandara Spa, six pools, 23 restaurants and lounges, including six signature restaurants, and special Disney benefits available exclusively for you! Let us show you why we are your award-winning meetings and events destination in Orlando. Contact us today to get started. 1500 Epcot Resorts Blvd., Lake Buena Vista, FL 32830 | 407.934.4290 | swandolphin.com/meetings Complex total number of guest rooms 2,619 Complex total sq. ft. of meeting space 348,711 sq. . Complex total number of meeting rooms 99 Complex total number of meeting suites 149 Complex total number of restaurants & lounges 23 The view from the top of the Walt Disney World Swan Reserve Not valid with any other oer or promotion. Triple Bonvoy Points on qualified meeting spend. Meetings or events must be booked by December 31, 2024 and consumed by December 31, 2025. The oer is for newly contracted business only. VIP EPCOT® Fireworks Yacht Cruise is based on availability and food and beverage is at the hotel’s discretion. Board Meeting is based on availability and food and beverage is at the hotel’s discretion. Cruise and Board Meeting oer eligible for groups in excess of 500 total room nights. Other restrictions may apply. Contact us for complete oer details. Triple Marriott Bonvoy™ Points Complimentary Board Meeting for up to 12 guests for 2 nights ( includes accommodations, round-trip airport transfers, and food & beverage) VIP EPCOT® Fireworks Yacht Cruise for up to 12 gueststhemeetingmagazines.com 6 JUNE 2024 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT INDIANAPOLIS, IN — A significant milestone in the progress of con- struction of the Signia by Hilton Indianapolis hotel and sixth expan- sion of the Indiana Convention Center (ICC) took place: the largest continuous building concrete pour in Indianapolis history. Trucks delivered 7,347 cubic yards of concrete, enough to fill two-and-a-half Olympic-sized swimming pools. Held in place by nearly 1,000 tons of reinforcing bars, the concrete will reach full strength in 56 days. The entire footprint of the construction site will eventually be covered with concrete. The project completion is estimated for the fall of 2026. Once completed, the building will house one of the top 10 convention center ballrooms by size in the U.S., allowing Indianapolis to host two citywide conventions at one time. The 38-story hotel will be the tallest in the city and bring the number of rooms connected by climate- controlled skywalks to more than 5,500, more than any other city nationwide. By adding the 800-room Signia by Hilton, Indianapolis will increase convention business and availability. KINGSTON, JAMAICA — Jamaica has welcomed a record 2 million visitors thus far in 2024, more than ever reported during the period of January to May. Further solidifying its position as one of the world’s leading island travel destinations, Jamaica’s final tourism data for 2023 also notes a record-breaking 4.1 million visitors and 25.5 per- cent year-over-year increase in total visitation compared to 2022. Following a significant bounce back in arrivals post-pandemic, travelers continued having their hearts set on the “One Love” island in 2023, especially those from the U.S. All four major U.S. regions reported a large uptick in travelers headed to Jamaica. A majority of U.S. travel- ers hailed from New York, with more than 350,000 New Yorkers paying the island a visit. GREATER PALM SPRINGS, CA — Visit Greater Palm Springs to welcome new, nonstop flights this winter between Palm Springs International Airport (PSP) in Palm Springs, CA, and Wash- ington Dulles International Airport in Washington D.C. United will oper- ate one daily flight starting Dec. 19, running through April 30, 2025. The service will be the first connection ever between Washington, D.C. and Palm Springs and create unparalleled access to Palm Springs from the East Coast and Europe through one of United’s fastest growing hubs. Tickets are on sale now. The route expands PSP’s nonstop air service offerings to 31 destinations in-season, with one-stop connections to more than 300 global cities. This additional con- nectivity will provide our passengers with greater access and more travel options than ever before. SAN FRANCISCO, CA — According to a study by Workforce Lab from Slack, nearly every executive feels the need to incorpo- rate artifical intelligence into their business. In fact, the amount of leaders and employ- ees aiming to incorporate AI into their business in the next 18 months has grown sevenfold since last fall, and those who use it are already reaping the benefits. Eighty- one percent of users report that AI tools are making their productivity better in many ways. But many employees are still not uti- lizing AI at work. For more information on the report, visit slack.com/blog/news/the- workforce-index-june-2024. JAMAICA SEES RECORD 2 MILLION VISITORS TO-DATE IN 2024 VISIT GREATER PALM SPRINGS WELCOMES NEW NON-STOP FLIGHTS FROM D.C. DESPITE ENTHUSIASM, STUDY SHOWS MANY WORKERS STILL NOT USING AI CITY OFFICIALS COMMEMORATE EXPANSION OF CONVENTION CENTER & NEW SIGNIA BY HILTON INDIANAPOLIS HOTEL | INDUSTRY NEWS | COURTESY RENDERING DEPOSITPHOTOS.COM VISIT GREATER PALM SPRINGS Ocho Rios, JamaicaTORONTO, CANADA — Ty Warner Hotels and Resorts, along with affili- ated entities, and Four Seasons have completed agreements with plans to reopen Four Seasons Hotel New York in September of 2024 and Four Sea- sons Resort The Biltmore Santa Bar- bara in the spring of 2025. The Coral Casino Beach and Cabana Club has reopened under the management of a Ty Warner company. For more than three decades, both iconic properties have hosted travellers and locals alike, and Ty Warner’s team and Four Seasons look forward to welcoming guests back. The internationally renowned Four Seasons Hotel New York and Four Seasons Resort The Biltmore Santa Barbara are currently undergo- ing enhancements. Details regarding reopening plans will be announced in the coming months. INSURANCE & FINANCIAL MEETINGS MANAGEMENT | JUNE 2024themeetingmagazines.com 7 FOUR SEASONS PROPERTIES ANNOUNCE REOPENING PLANS IRVINE, CA — Hyatt Regency Irvine announced that the final phase of its property-wide renovation will debut soon. A new pool experience and signature restaurant, Warehouse 72 Restaurant & Bar, will com- plete the hotel’s comprehensive transformation following its fall 2023 re-opening. The extensive enhancements span the lobby, 516 guest rooms and suites, and elevated public areas, featuring a new artisanal market for all-day casual dining and the Regency Club, a spacious indoor-outdoor lounge with firepits and a curated beverage program. The hotel also boasts more than 50,000 sf of flexible meetings and events space, including an expansive outdoor lawn and impressive 14,600-sf Regency Ballroom, the largest of its kind in South Orange County. Hyatt Regency Irvine’s new upscale pool experience is designed by renowned firm GREC Architects with amenities cater- ing to groups and others. For more information about Hyatt Regency Irvine, visit hyatt.com/hyatt-regency/snari-hyatt-regency-irvine. HYATT REGENCY IRVINE TO DEBUT FINAL PHASE OF $55M RENOVATION COURTESY OF HYATT COURTESY PHOTOS HAPEVILLE, GA — As demand for pre- mium travel experiences continues to grow, Delta will offer Delta Premium Select on select JFK-LAX flights begin- ning in September. Fast, free Wi-Fi pre- sented by T-Mobile will be available on all flights between JFK and LAX by the end of September. Beginning this fall, Delta cus- tomers traveling between New York (JFK) and Los Angeles (LAX) can look forward to elevated dining and additional room to stretch out in Delta Premium Select as the airline delivers this popular product on domestic U.S. transcontinental flights for the first time. Delta Premium Select will launch on September 10 on four of Delta’s 11 peak-day flights between LAX and JFK on a Boeing 767 widebody aircraft newly equipped with four product experiences: Delta One, Delta Premium Select, Delta Comfort+ and Main Cabin. Delta expects to expand to additional daily JFK-LAX fre- quencies later this year. DELTA PREMIUM SELECT TO DEBUT ON FLIGHTS BETWEEN NEW YORK- JFK & LOS ANGELES COURTESY OF DELTA Four Seasons Resort The Biltmore Santa Barbara Four Seasons New Yorkthemeetingmagazines.com 8 JUNE 2024 | INSURANCE & FINANCIAL MEETINGS MANAGEMENT T he employee-employer relationship is one that almost every human being has engaged in at some point in their life. Today, approxi- mately 161 million Americans are employed and actively engaged in this relationship. For many decades, there was, generally speaking, mutual respect in the relationship. Employers valued employees by compensating them with fair pay, affordable healthcare benefits, stable employment and opportunities for ‘moving up the corporate ladder.’ Employees reciprocated this generosity from their employer with being consistently hard working and providing many years of loyal service to their company. However, in the aftermath of the devastating effects that the COVID-19 pandemic had on the economy, shifts have occurred in the narrative of the employee- employer relationship. Employ- ers have faced a myriad of obsta- cles and turbulent economic conditions which have caused some businesses to drown them- selves — ultimately leading the company to go out of business. Other businesses are manag- ing to ‘hold on to the side of the ship’ and are trying to figure out how to strike a healthy balance of employee satisfaction and company profits. To add even more complexity to the mix, some employers are urgently working to fill gaps of uniquely skilled employees, while other employers are ‘right sizing’ their staffing needs as business has cooled off post-Covid. The U.S. Bureau of Labor and Statistics projects highest demand within the healthcare industry, as well as in the tech- nology space. With the incredible demand for labor in these industries, many businesses find themselves short-staffed and pulling every lever they can to drive more potential employ- ees to their company. For other employers, stubbornly high rates of inflation, rising wages, along with elevated fuel and raw materials supply costs, have left businesses trying to fig- ure out how to maximize production and minimize wasteful spending more than ever before. In either case, businesses today are being squeezed from all angles when it comes to maintaining profitability and continued expansion. Unfortunately, this has led to a tre- mendous amount of pressure on employees to over-perform in their roles, or take on multiple roles that go beyond that which was explained to them during the initial hiring pro- cess, prompting the conversation relative to the employee- employer around “acting your wage.” In simple terms, “act- ing your wage” means that an employee is providing a level of service to their employer that is commensurate with their pay and mutually agreed upon work duties and responsibilities. Of course, there are cases where an employee may not be “acting their wage,” in the sense of underperforming in their job. This has likely been the case for hundreds, if not thousands, of years and it is reasonable to assume this will, in some way, stay the case for many years to come. However, in the current economic conditions, the scales are tipping far more toward the employees being pushed to per- form “above their wage” and to do far more than what they are paid to do. This can lead to employee burnout, resulting in decreased levels of performance, employee disengage- ment and overall job dissatisfaction. Employee burnout leads to the adoption of unhealthy coping mechanisms, which can be deleterious to the mental, emotional and physical health of the employee. None of the aforemen- tioned effects are healthy for the employer’s bottom line. In fact, the Centers for Disease Control and Prevention (CDC) reports that productivity losses linked to absentee- ism cost employers $225.8 billion annually in the United States. Suffice it to say, it is important to re-examine the | INDUSTRY INSIDER | BY RYAN JOSEPH KOPYAR ARE YOU ‘ACTING YOUR WAGE’? Examining the Employee-Employer Relationship DEPOSITPHOTOS.COM Individuals often report feeling they were “overpromised and under-delivered” in terms of their interview process. employee-employer relationship and bring into focus what it means to “act your wage.” As with any relationship, healthy and effective communi- cation is the key to the longevity and fruitfulness of the rela- tionship. Therefore, it is imperative for employers and employ- ees to maintain open lines of communication. This conversation within the employee-employer relation- ship starts from the very first interview. It is imperative for both the employee and the employer to have a mutually clear understanding regarding job duties, company expectations and culture, employee compensation and other employee benefits. The employee and employer having upfront and straight- forward dialogue during the interview process and prior to the employee officially being hired, mitigates confusion and being ‘over sold’ a job and also sets clear boundaries on what is and is not to be expected during the employment relationship. If at any point during the employee’s employment, the employer requires an employee to fulfill more than one role, this dialogue should be re-opened. At that time, employee and employer should discuss both the pros and cons for the company AND the employee. Additionally, this open dia- logue should address what increased compensation might look like for the employee, for taking on these new roles and responsibilities. As stated previously, the issue of employees underperform- ing and not “acting within their wage” has been around for some time. However, in today’s economic environment, it is far more common to see employees going above and beyond “acting their wage” without receiving appropriate pay or recognition. This can contribute significantly to individuals feeling undervalued and deciding to leave the employer, leading to poor reports related to job dissatisfaction and making it more difficult for employers to fulfill vital vacant positions, which can stifle company growth. Moreover, the Society for Human Resource Management (SHRM) reports that the average cost to onboard a new employee is $4,129. Therefore, employers should make every attempt to improve the interview and onboarding process, not only for improving employee satisfaction while on the job, but for mitigating the downside financial liabilities related to failed onboarding attempts. IMPROVING THE INTERVIEW PROCESS AND MITIGATING SHIFT SHOCK It can be argued that overly enthusiastic human resources departments and the competitive nature of today’s economy contribute to what is commonly known as “shift shock.” “Shift shock” can be defined as the notable and uncom- fortable difference between what an employee was explained that the job was going to be during the interview process and what the job actually entails once officially hired and in the role. This is certainly not universally true, or the sole cause of “shift shock.” However, based on my experience as a profes- sional counselor associate, who works closely with individuals struggling with anxiety, overwhelm and depression, job dis- satisfaction is almost always on the top of the list for mental health related concerns. Individuals often report feeling they were “overpromised and under-delivered” in terms of their interview process. This can include not clearly being explained the compensation package or other job-related benefits, inaccurate job descrip- tions, and overall difference in original job requirements from the initial interview to when the individual actually begins working in the field or at their desk. In the fierce competition for qualified employees, HR and hiring managers may overstate the benefits or glamourize certain aspects of the job, or even downplay the more difficult aspects to attract potential hires. Unfortunately, newly hired employees may discover that the actual job responsibilities differ significantly from what was discussed during the hiring process. This discrepancy can leave employees feeling jaded, deceived, and as if their time has been wasted. It can also contribute to high levels of turnover for the employer. I believe it is crucial for both potential employees and employers to engage in open, honest and straightforward dialogues about their expectations regarding various aspects of the job, including performance, compensation, company culture and work-life balance. This transparency can help build trust and foster a better understanding between both parties and drastically cut down on “shift shock.” I & FMM INSURANCE & FINANCIAL MEETINGS MANAGEMENT | JUNE 2024themeetingmagazines.com 9 In today’s economic environment, it is far more common to see employees going above and beyond “acting their wage” without receiving appropriate pay or recognition. Professional Counselor Associate Ryan Joseph Kopyar, LMHCA, RCC, CPT & CSN is an acclaimed Emotional Intelligence and Mental Health Expert and International Keynote Speaker. A transformational figure in the fields of psychology and personal development, Kopyar is also author of “Unlock The Power of Your Mind: How to Change Your Life by Changing Your Thoughts” and “Big Boys Do Cry: A Man’s Guide to Navigating Emotions and Showing Up More Vulnerable in Relationships.” Connect with Kopyar online at ryankopyarholistichealing.com. | THE AUTHOR |Next >