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Winter 2012

Newfoundland and Labrador Tourism Marketing Wins BigTourism industry representatives celebrate the achievements of provincial marketing efforts with two Canadian Tourism Awards presented at the Tourism Industry Association of Canada Congress in Ottawa, ON.

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In building the program of speakers, sessions and events for our upcoming conference in Gander, my colleagues and I at HNL have had many opportunities to study different perspectives on leadership. It was during one of my research sessions that I stumbled across a quote by biomedical engineer and physician, Robert Jarvik. Jarvik is the designer and engineer of the first

artificial heart used as a permanent implant in a human. His modern version, the Jarvik 7, has been implanted in more than 800 people as a bridge to transplantation.

Jarvik said: “Leaders are visionaries with a poorly developed sense of fear and no concept of the odds against them.”

As lighthearted (pardon the pun) as this quote appears at first glance, it highlighted for me a fascinating angle of leadership: What is it about some leaders that drive them to work beyond formidable barriers towards a seemingly impossible and unattainable vision?

Surely, when Jarvik started working towards his invention, there were skeptics around him. After all, his vision was abstract and, for most people, difficult to conceptualize, let alone believe it could be a reality. So what kept him going? How did he know his vision was attainable when others did not believe?

I think back to some of the visionary leaders we are all familiar with who faced impossible goals in a challenging environment...Winston Churchill, the leader of the British nation during its darkest and finest moments, Rosa Parks, pioneer of civil rights, to name a couple, have faced the odds and beat them.

The more I think about Jarvik’s quote, the more I agree that fear and odds are big factors for leaders.

I think the deep message within Jarvik’s quote is that visionary leaders have a very good understanding of the odds against them and do feel an acute sense of fear the same as everyone else. The difference is what these leaders do with the fear and logic that determines their success or failure. Visionary leaders do not let pessimism have a spotlight or stop them on their quest. In their hearts, these leaders cannot accept that ‘impossible’ might actually mean ‘impossible’.

I contend that visionary leaders get fear and logic ‘stuck in their craw’ and use it to fuel their journey with focus, drive and

Carol-Ann GilliardCEO, Hospitality Newfoundland

and Labrador

The Heart of Leadership

ingenuity. (Definition: When you can’t swallow something, when it won’t go down, or you are loath to accept it, it sticks in your craw).

I know what it feels like to have something stuck in my craw and I can attest to how such a thing can fuel a person. Like Jarvik, many of us in the tourism industry have heard skepticism over what some believe is an impossible vision and target for our industry as outlined in Uncommon Potential: A Vision for Newfoundland and Labrador Tourism.

I thoroughly appreciate differing opinions and have been known to participate in my fair share of debates. Debating is healthy and helps encourage a 360 degree perspective in decision making. No one ever said our Vision would be easy – but it is definitely possible!

So, when it comes to bringing our complete Vision for an economically and socially sustainable tourism industry to fruition, what gets stuck in my craw, what I cannot swallow, is that ‘it cannot be done’. Personally, I am loath to accept that it cannot happen because there are too many talented and brilliant minds in this industry that are equipped to do it, know what the mission is and know what their role is in achieving it.

Jarvik was one man with a vision and he still accomplished his goal. We are an industry full of leaders with the same vision... surely, we have better odds.

I can’t say that I, as one of the leaders of Vision 2020, have a poorly developed sense of fear or that I have no concept of the odds against us. I know the journey ahead of us will be difficult and may seem impossible from time to time. I can probably rest easy that I’m in good company with many other leaders throughout our province who sometimes feel the same way.

And when I think about it, isn’t a poorly developed sense of fear or understanding of the odds so much better than the alternative: immobilized by fear and intimidated by the odds?

At the upcoming HNL Conference and Trade Show, we will once again lace our conversations with leadership messages focused on empowering our tourism leaders to strive for bigger and better things for the tourism industry. I hope you, as one of those leaders, will join our network of peers and see what role you can play in achieving our vision. All stakeholders in tourism in our province individually and collectively have a role to play in the journey.

If you have never attended HNL’s Annual Conference and Trade Show before, you are welcome to bring your optimism, but equally, your doubts. It is your engagement in the debate that is the most important factor.

John Dicks discusses Newfoundland and Labrador’s role in the Canadian tourism industry with Maxime Bernier, Minister of State for Small Business and Tourism.

John DicksChair, Hospitality Newfoundland

and Labrador

A Fond Farewell

I have never been one for goodbyes. When I was a child, my mother always encouraged me to say “farewell” because she felt “goodbye” held the connotation that we will never meet again. Over the years as my own children began coming and going from our family home, I took my mother’s advice and said “farewell” because I never wanted them to feel we would never see each other again. So, it is with great

respect that I say to all of you, my friends and partners in the tourism industry, “farewell.”

As my tenure as HNL Chair comes to a close during our upcoming AGM in Gander, I am saddened for a couple of reasons. One, I will miss seeing many of you on a regular basis, and two, where has the time gone! They say as you get older times passes more quickly, so judging from the last two years it occurs to me that I must be ancient!

Alas, I will take my age in stride because with age comes life lessons that allow you to change and grow as a person. My time as Chair of HNL has provided me immeasurable ways to experience personal growth and for that, I will be forever grateful and thankful. But, I cannot take credit as my growth is in no short order due to all of you, tourism industry stakeholders, that have worked with me over the last two years. I have been around the tourism industry a long time and from previous encounters I knew you were a determined and tenacious bunch but I have a new appreciation of your drive now that I’ve had a chance to work and meet with many of you. Such passion is hard to come by but no one will ever doubt that it is alive and well in the tourism industry in Newfoundland and Labrador!

As Chair of HNL I have worked on many issues that I know will affect the tourism industry in a big way and I will always be proud of that, but, one of the biggest things that I will always be most proud of, is the change in the mindset of the industry. Our renewed willingness to share ideas, collaborate on projects and work for a common goal is no small feat. Now, in viewing the business down the street, we immediately think about how they can help us as opposed to have they can compete with us. This willingness to work together is also evident through the work of the Newfoundland and Labrador Tourism Board, the enhancement of the Destination Management Organizations, and the increased willingness of operators to get involved. Positivity oozes from us and so encouraged am I that it’s hard for me to leave! We’re just getting started!

I want to send a special thanks to the NL Tourism Board of

which I have had the privilege of being a part of since its inception in 2009. The very existence of this Board is groundbreaking for the tourism industry in this province. The coming together of public and private stakeholders is proving to be productive in determining a strategy for moving forward. While we are met with challenges, every individual is working towards the same goal. I feel privileged to have been part of this group and I hope that I can continue to contribute in some way. I wish this Board continued success as they carve our path to 2020.

Now, not to take anything away from the next Chair, but they have a pretty good team around them! I cannot possibly express my gratitude to the rest of HNL’s Board who are a tremendously dedicated group. I’d be willing to bet that many of our members don’t realize just how much work goes on behind the scenes to research and assess concerns, whether they involve training, or policy, or membership. I can testify to the amount of care given to the advancement of the industry by this group and how important they feel the opinions of our members are. So, continue to let them hear what you think. I assure you, they are listening.

I cannot end this message without thanking HNL’s staff. They are the cogs that keep the machine running. The staff do an incredible job of keeping the Board on task and following through with all the due diligence required for success. The staff do an incredible job of keeping the Board on task and on following through with all the due diligence required for success. For those of you that don’t know the HNL staff, I encourage you to get out to a networking event or drop by the office sometime. They are a wealth of knowledge that can definitely help you!

So, good luck my friends. As I step down I assure you we will meet again. I have every of remaining an active member and contributor whenever they let me! I extend to you all an invitation to contact me at any time if you would like to discuss anything tourism related and I will help wherever I can. Farewell!

Front Cover: The Tourism Industry of Canada presents the Canadian Tourism Awards at the Tourism Congress in Ottawa, ON. Newfoundland and Labrador Tourism were honoured by winning The Fairmont Hotels & Resorts Marketing Campaign of the Year Award for the “Find Yourself Here” Campaign and The WestJet Social Media Initiative of the Year Award for the “48 Half Hours Contest.” Pictured in the photo: Back (l-r): Roger Jamieson, The Honourable Peter Penashue, Mary Ann Penashue, Stan Cook Jr., Judy Sparkes-Giannou, Mary Taylor-Ash, Juanita Keel-Ryan, Carol-Ann Gilliard, Doug Loukes, Lisa McDonald, Scott Simms. Front (l-r): Nancy Greene Raine, John Dicks, Al Raine.

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Establishing Partnerships

With the development of Uncommon Potential: A Vision for Newfoundland and Labrador Tourism and the work being done to achieve that Vision by government and industry stakeholders, we all have a reason to be optimistic. But our biggest reason to be optimistic comes from an unlikely source. It isn’t award winning marketing, our customer focused services or our natural beauty. It is the new way the industry is doing business together that provides the most reason for optimism.

Flashback to a mere ten years ago…It may be fair to say that the industry was fragmented (and to some degree it still is). Amongst industry, it was unheard of for businesses to work together for fear that they would end up losing their competitive edge. Very few among us shared ideas or looked for ways to promote anyone or anything but ourselves. HNL and government often worked from very adversarial positions, with the lion’s share of communication centered on things that went wrong.

Someone once said that Newfoundlanders and Labradorians are like lobsters in a pot. As soon as someone gets ahead, someone is there to pull them back down. While there may have been some truth to that, in the tourism industry at least, we seem to have somewhat overcome that old way of doing things.

Today, tourism operators, government, and industry associations are working together towards common goals like never before. There are different perspectives and opinions, but in general, we all want the same thing – a sustainable tourism industry for Newfoundland and Labrador. Long gone is an attitude that “I” am the most important player in the industry and ever present is the attitude of collaboration.

Partnerships have become one of the most important factors to success in our industry and there have never been more opportunities for tourism stakeholders to work with each other. The concept of packaging with other businesses that offer complementary services provides travellers with an opportunity to have an enhanced travel experience. There is a simple recognition these days that tourism operators MUST work together because alone they do not have the capacity to deliver on the customer’s expectations.

So, what does all this mean? It means that tourism stakeholders are embracing their roles as leaders.

At HNL, we are also working on our leadership skills and it is our goal to be the most effective leader that we can be for our members and the tourism industry in general. We recognize our ability to be a leader in our specific roles: Advocacy & Communications; Skills & Knowledge Development; and Membership & Networking.

We have sought partnership opportunities with other associations that enable us to provide a more comprehensive benefits package for our members. You may have seen details outlining our involvement and consultation with representatives from, for example, the Newfoundland and Labrador Employer’s Council (NLEC). HNL recognized that we cannot be a leader in everything and there are other groups that can offer information on a myriad of other topics. This is why we forged a mutually-beneficial relationship with the NLEC, because we have a common goal of advancing the business community but both organizations play unique and valuable roles in this advancement. HNL has applied this same formula to all three of its key roles and have established partnerships of this kind with a host of different organizations and we are all more effective because of it.

The spirit of fostering strong partner relationships is ingrained in HNL’s Strategy moving forward. We encourage you to look around, look next door, look in unlikely places. Your next great partner is waiting for you!

Choose

AIR MILES® † Reward Program

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Leading Change

MARINEATLANTIC.CA | 1-800-341-7981book your journey today:

There’s big changes happening at Marine Atlantic.Increased reliability. Increased capacity. Increased on-time service.All to provide a better journey for the passengers we both serve.

One of the most difficult management tasks is change management. To achieve a strategic vision, tough decisions are required from leaders that will impact all stakeholders. Newfoundland and Labrador’s tourism industry is undergoing significant changes in our goal to double tourism revenues by 2020 and all supporters of the tourism industry are making changes to focus efforts.

In leading such change, it is helpful that industry have an understanding of strategic change management models that enable successful transformational change. Such models are continuous and can be achieved by a strategy team made up of key stakeholders inside and outside the organization. Central to the process is the ongoing stakeholder dialogue and decision making with respect to the information and knowledge received from the organization’s internal and external environments. This strategic influence forms the basis for sustainable change and transformation in non-profit organizations.

The Strategic Transformation Process* focuses on a series of phases in strategic change. This particular model defines its phases as: 1. The Visioning Phase: The focus is exploring the possibilities

for change in the process to establish foundations including the identification of, common stakeholder interests, strategic

intent, limitations, scope of organizational systems change, and appreciation for what the organization can be.

2. The Strategy Phase: The focus is on establishing stakeholder engagement by establishing open communication for creating the vision, developing the change management strategy and also contributing to the organization’s long term sustainability. The strategy team will also be responsible for evaluating strategic change performance and adapting as such in the future.

3. The Implementation Phase: Involves the strategic management of the chosen options, including setting specific goals and objectives; developing and committing to specific action plans, aligning processes and resources; and the measuring performance and reinforcement of the transformation initiative.

Change is rarely easy and seldom embraced by all stakeholders in any given situation. To navigate through the unchartered waters of change, leaders can learn from the experience of others who have led successful change. Knowledge really is power in the change management process.

*Davis, Elizabeth B.; Kee, James; Newcomer, Kathryn.(2010) Strategic transformation process: Toward purpose, people, process and power. Organization Management Journal, Spring2010, Vol. 7 Issue 1, 66-80

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NORA DUKE

Nora Duke has had many opportunities to refine her leadership qualities. As President and Chief Executive Officer of Fortis Properties, Nora Duke is responsible for the Company’s three operating divisions – commercial real estate, hotels and non‐regulated hydroelectric generation. Previous to her current role, Ms. Duke was Vice‐President of the Hospitality Division, overseeing the Company’s hotel operations and played an active role in the Division’s growth and development strategy.

GET TO KNOW

Nora Duke, President and CEO, Fortis Properties

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HNL discussed leadership with Ms. Duke.

1. What did your experience in the hospitality industry teach you about how to be a leader in your role as President and CEO?

The importance of strong relationships, both internal and external, tops the list. Whether focusing on customers or engaging employees, I am truly in a “people” business and maintaining and strengthening relationships is at the heart of it all. The hospitality business also reinforced for me the value of having strong leadership “on the ground” at our various locations. Most often, that is where the action is and we seek operational and customer service leaders who deliver results and align well with our core values.

Interview with Nora Duke, President and CEO of Fortis Properties

2. In 2010, you were named one of the top 100 Most Powerful Women in Canada. What do you think is the main difference between the leadership styles of men and women?

While gender does play a role, I believe it is more about one’s personal style with respect to leadership. Each person has a different way of leading. I feel that one’s leadership style is impacted by your personal and business experiences, and throughout my career I have been very fortunate to be exposed to both female and male leaders who have exhibited some very powerful and admirable styles. From these and other experiences, I developed my own style. I think that is so very important – to ensure your style fits you and represents your own values.

3. What do you feel are the most important characteristics of a leader?

Leadership is about the ability to engage and motivate people to move in the direction that is desired. It’s about trusting your team and giving them the autonomy to do their jobs. And it’s about doing the right things, not the easy things.

4. What do you feel are the biggest challenges facing leaders in the tourism industry?

Leading in an ever-changing environment…consumer demands and expectations are changing, the workforce is changing, travel patterns are changing and so on. The challenge for each of us is to be flexible, innovative and creative in our response to these changes.

5. What role does the team play in a leader’s success? The leader’s success is a reflection of the team behind him/her. I am very fortunate to have a very strong team that works hard to support our business priorities and me, as the leader of our organization. The leader’s team is an integral part of his/her success.

6. What is the one piece of advice you would give any CEO, Executive, or anyone responsible for leading a team?

Trust and engage your team. Let them lead. Be open, be consultative but also be decisive.

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Speakers at HNL’s 2012 Conference

Keynote Speaker: David CarrollSponsored by Marine Atlantic, HNL is delighted to bring

Dave Carroll’s United Breaks Guitars story to Newfoundland and Labrador! This experience is uniquely reflective of the Leadership in Customer Experiences theme for HNL’s 2012 Conference. With messages about customer service, social media, branding and self empowerment, David’s keynote presentation will epitomize the important components of leading in customer experiences. Unique is his incorporation of live performance to keep the audience engaged and to demonstrate the power of encapsulating a message in a song. David will share his experience, starting with the navigation of a frustrating customer service maze to the launch of his United Breaks Guitars video. His story has been called “a unique expression of a universal truth” because it resonates with the members of virtually any business or organization and Dave’s relaxed, authentic and often funny delivery make for a compelling and entertaining lesson.

Panel Discussion: There’s Something in the AirWhat better way to feed off the energy of David’s

presentation about his experience with an airline than to discuss transportation with two leaders in the airline industry? There’s Something in the Air will discuss the expansion and enhancement of air transportation services in Newfoundland and Labrador. In this session, delegates will hear from two leaders in the air

transportation industry, Duncan Bureau of WestJet Airlines/WestJet Vacations and Keith Collins, St. John’s International Airport Authority, who will provide details on the ways they are contributing to leadership in air access and capacity in our province as well as new initiatives planned for 2012 and beyond. They will each share their perspective on how we can continue to build air service as a critical element of Newfoundland and Labrador’s transportation system.

Session: The Pathway to PurchaseThe Pathway to Purchase session will discuss how leadership

in customer experiences starts even before the customer is officially a customer. The path to purchase is a key strategic concept that the tourism industry needs to know in order to leverage positive results from their marketing and sales efforts. Knowing how travellers make their purchasing decisions in this new world of technology and changing expectations is the first step in fully seizing the opportunities to convert more customers from travel planning to travel purchasing. Greg Klassen, Senior Vice-President, Marketing Strategy and Communications with the Canadian Tourism Commission will lead delegates through the latest model of the path to purchase specific for the tourism industry. This learning session will guide tourism organizations to think about ways that they can improve their path to purchase strategies.

Dave Carroll Greg Klassen, Canadian Tourism Commission

Duncan Bureau, WestJet Airlines/WestJet VacationsKeith Collins and his management team at the St. John’s

International Airport Authority

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2012 CONFERENCE AND TRADE SHOW

February 23-25, 2012, Gander

HNL’s 2012 Conference and Trade Show returns to Gander this year from February 23-25, 2012! HNL’s Conference represents the largest gathering of tourism stakeholder in the province. With over 400 delegates and 50 trade show exhibitors, the Conference is the premier location to get the most accurate industry information and tools you need to grow you business.

Tourism managers, owners and leaders in Newfoundland and Labrador’s tourism industry have a big role to play in working towards the goal of doubling annual tourism revenues by 2020.

With a key priority being the development and/or enhancement of quality tourism products and services, what do we need to know in order to successfully maximize the benefits received from tourism customer experiences?

The networking continues at the Trade Show

Are you a leader that can make a difference in customer experiences?

If you are a manager, owner or leader of a tourism or tourism-related organization in Newfoundland and Labrador, you are a leader that can make a difference.

Whether your organization is profit, non-profit, community or government-based, HNL’s Conference and Trade Show is packed with opportunities for every organization to firmly establish or tangibly enhance their connection to HNL’s tourism network of leaders.

Be a leader that makes a difference.

Candidates receive certification at Saturday’s Luncheon

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Last year during HNL’s 2011 Conference and Trade Show, the focus was on empowering delegates with the skills and knowledge to be leaders in the industry, regardless of the tasks, challenges and environment. This year, our focus will be to empower delegates with the skills and knowledge to be Leaders of Customer Experiences. As was the case last year, delegates will leave the Conference and Trade Show with more linkages to the HNL tourism network of leaders but will also be equipped to both participate in and profit from the collaborative effort being exerted by the tourism industry in Newfoundland and Labrador.

Uncommon Potential: A Vision for Newfoundland and Labrador Tourism provides the roadmap that all tourism leaders, operators, employees, partners and governments have to follow in order to build a Newfoundland and Labrador tourism destination that is profitable and sustainable for the future.

The 2012 Conference and Trade Show program, while focusing on customer experiences as a specific aspect of leadership in the industry, will continue to work to inspire all of our leaders to play an active role in shaping the future of tourism in our province.

There are seven critical priorities identified in Vision 2020 that the Newfoundland and Labrador tourism industry will have to address in order to achieve the Vision. This year’s conference program will provide action, insight, and skills to delegates for all seven of these critical priorities but looking at the priorities from the customer experience perspective.

The Conference program will feature strategic information and knowledge to be shared with delegates as it relates to the role in building Newfoundland and Labrador’s competitiveness in: leadership, product/tourism experiences, transportation, marketing, technology, workforce and research.

We all know that the most important priority of all in our industry is to have good leadership steering the industry through this important phase in our development. It is for this reason that Conference speakers, guests and panelists will be leaders and experts in their fields tasked with one simple job: to empower all Conference and Trade Show delegates to be leaders of customer experiences to reap long term rewards. The networking continues at the Trade Show

Delegates participate in HNL’s Conference and Trade Show

Friday Fun Night begins at The Rooms!

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Megan Laite

HNL’s 2011 Silver Anniversary Scholarship Awarded

There is a great debate as to whether leaders are born or created. Unfortunately, the answer will not be determined here! However, a good argument can be made to prove that good leaders show signs early as is the case with HNL’s two Silver Anniversary Scholarship recipients.

In September, HNL announced the 2011 HNL Silver Anniversary Scholarship recipients - Megan Laite of Adeytown and Shardi Janes of Cape Ray. While both have connections to leaders in the tourism industry, they also demonstrate leadership qualities that will be transferable as they complete their education and move into the workforce.

Leadership is ingrained in every aspect of the Silver Anniversary Scholarship as the award is generously supported by the Boone family and the Sparkes family, two families with a long tradition of innovation and leadership in the tourism community. In establishing the Scholarship in 2008, HNL wanted to stay true to the values of the contributors and reward two outstanding individuals each year for their dedication to their academic studies as well as their contribution to their communities. The financial assistance provides a means of helping future leaders build their careers while reducing the financial burden of post secondary education. The scholarships are awarded based on educational goals and direction, academic performance, extra-curricular activities and community involvement. Each recipient received a $1500 scholarship.

Recipient Biographies

Megan Laite is a resident of Adeytown, Newfoundland and is currently entering her fifth year of study at Memorial University, where she is completing a Bachelor of Music and a Bachelor of Education with a minor in math. Upon completion, Megan plans on pursuing a Master’s program in Performing Arts. Megan’s strong desire to entertain people was fulfilled during her work at St. Jude Hotel in Clarenville where she took on many tasks including traditional Newfoundland folk singer for local bus tours. In her free time, Megan works with her local church, high school, and several fundraising groups, as well as finds time to pursue personal interests such as dance and alpine skiing. Megan also displays her entrepreneurial spirit through the operation of a music studio, which she operates out of her home. Megan views this as a way to give back to everything music has given her and believes teaching is something she will continue regardless of where her future takes her. Megan was an employee at St. Jude Hotel in Clarenville which, is managed by HNL member, Shelia Kelly Blackmore.

Shardi Janes is entering her third year of study at Memorial University’s Grenfell Campus where she is completing a Bachelor of Fine Arts: Visual Arts with a minor in Art History. Originally from Cape Ray, Newfoundland, Shardi is delighted to be studying under “some of the most amazing professors and artists in the province.” Shardi’s work as a tour guide at the Cape Ray Lighthouse has given her a great appreciation of the importance of tourism in the province. This recognition prompted Shardi to partner with a close friend in opening a kiosk in Scott’s Cove selling artwork, photos, drawings and crafts highlighting the unique aspects of Newfoundland and Labrador. Unbelievably, Shardi still finds time to volunteer with the local SPCA and the Canadian Cancer Society. Shardi is the daughter of Janice Janes, who is an employee at St. Christopher’s Hotel in Port Aux Basques.

Shardi Janes

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www.labatt.com

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Developing Leadership Skills in the Workplace

It’s never too early to start developing leadership skills. While some people believe leaders are born and not made, it is possible to develop leadership skills if you accept the fact leaders behave in a certain manner and learn from such behaviors. People follow leaders because they have gained their trust and earned their respect, which takes time and patience. What are the areas you need to work on when developing leadership skills?

1. Integrity - Leaders have high ethics. They are honest. Taking responsibility for your own actions is a great way to show your integrity. Do not play the blame game when things go wrong. Leaders take personal responsibility for their team’s actions and results.

2. Passionate - Leaders are passionate. They are enthusiastic about their work and they have the ability to transfer energy to their teammates. Enthusiasm is contagious, so be sure to bring it in extra doses.

3. Commitment - If people are to follow, you need to be courageous. Can you truly say you are willing to work hard at the job assigned? Leaders work hard and have a strong discipline in following through with their work.

4. Courageous - If people are to follow you as a leader you need to be courageous. Leaders are brave when they confront risks and the unknown. The ultimate test of a leader’s courage is also the courage to be open. Always speak up on things that matter.

5. Goal Oriented - Leaders are focused on the objectives that need to be obtains and develop a plan and strategy to achieve them. In addition, they build commitment from the team and rally them to achieve the organization’s goal. Carefully examine how goal oriented you are now and try improving upon that behavior.

6. Developing People - Developing people is a key trait of a good leader. No one can achieve organizational goals alone. Leaders develop the people to build a stronger team so the organization is effective. Start by developing your own knowledge and then determine how you can mentor others.

7. Prioritize - Leaders do the most urgent and important things first regardless of their interest in them. For leaders, whatever needs to be done is completed with the best possible effort. Try recognizing the most important and immediate tasks and made every effort to tackle those first.

8. No Public Glory - Leaders understand that at best they will receive private credit for their work. Public glory is not expected. They know that all achievements are the result of a joint effort and they know they are only as good as their team. Ask yourself – are you generous enough to share the fruits of your team’s achievements?

While leadership traits are innate in some, developing leadership skills is a long process. Even those that have a knack for it require training and careful personal reflection to hone their behavior. Therefore, it is possible to learn leadership skills!

HNL has many resources to assist with leadership development in your organization. Such resources include Employer of Choice program, emerit Supervisor training and certification, emerit HR Tool Kit and emerit Business Builders CD Rom.

For more information on how you can begin developing leadership skills in your organizations, contact Juanita Ford at jford@hnl.ca or 1-800-563-0700.

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Defining Leadership…

Leadership is the process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task.

Leadership words to live by…If I have seen farther than others, it is because I was standing on the shoulder of giants. ~ Isaac NewtonThe price of greatness is responsibility. ~ Winston ChurchillLeadership and learning are indispensable to each other. ~ John F. KennedyAlways drink upstream from the herd. ~ Will Rogers

Determine your Leadership Style...Leadership style is the manner and approach of providing direction, implementing plans, and motivating people. Although good leaders use all three styles, with one of them normally dominant, bad leaders tend to stick with one style. 1. The Authoritarian style is used when leaders tell their

employees what they want done and how they want it accomplished, without getting the advice of their followers. Use it on rare occasions when you have all the information to solve the problem, you are short on time, and your employees are well motivated.

2. The Participative style involves the leader including one or more

employees in the decision making process. However, the leader maintains the final decision making authority. Use it when you have part of the information, and your employees have other parts allowing them to become part of the team and allowing the leader to make better decisions.

3. The Delegative style allows the employees to make the decisions. However, the leader is still responsible for the decisions that are made. Use it when employees are able to analyze the situation and determine what needs to be done and how to do it. The leader cannot do everything and part of being a good leader is setting priorities and delegating certain tasks.

Leadership facts the experts don’t tell you…1. The ‘F’ word isn’t easy. Firing is not an easy thing to do but to be

true to yourself and to the organization, sometimes, there is no choice.

2. Leadership is lonely, decision making is hard, and keeping everyone happy is next to impossible!

3. “Freaking out” isn’t an option. No matter how bad it gets, leaders to hold it together.

4. You don’t need to be an expert in everything. Work on a solid belief system and hire the best people for everything else.

5. To lead, you must first win minds. The higher a leader goes, the more people there will be who think they can do a better job and get paid less money to do it! Win the minds of the people and leaders will be more successful in achieving goals and objectives.

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Bed & Breakfast Association

The Bed and Breakfast Association of Newfoundland and Labrador held their Annual General Meeting and Information Session on Friday, October 28th, 2011 in St. John’s, Newfoundland. The main purpose of the day was to elect a new Board of Directors for the Bed and Breakfast Association; however, the gathering also presented an opportunity for attendees to participate in an information session.

The information session covered topics affecting B&B operators and provided an opportunity for discussion and feedback. Representatives from the HNL and the Department of Tourism, Culture and Recreation, as well as several industry peers were on hand to discuss topics such as Signage, the revision of Tourism Establishment Act, and the Visitor Satisfaction Program.

The Bed and Breakfast Association also honoured several Bed and Breakfast operators at the luncheon that took place The Waterford Manor on Waterford Bridge Road. Certificates of Service were presented to Bed and Breakfast operators who had been in business for 20 years or more.

“It was important for B&B operators to get information on topics they have concerns about,” says Mary Hayes, B&B Association President. “We also felt it was important to recognize operators who have a longstanding dedication to the industry in the hopes that they will serve as a testament to the important role Bed and Breakfasts play in the tourism industry.”

The election of the Bed and Breakfast Association Board of Directors concluded the formal portion of the day. Mary Hayes was elected to continue as President of the Association and as such, will continue to sit on the HNL Board of Directors representing the Bed and Breakfast sector in Newfoundland and Labrador.

For more information on the Bed and Breakfast Association or how to get involved, please contact Susie Greene at 1-800-563-0700, ext: 224.

Marion Davis Davis’ Bed & Breakfast 21 yearsRita Hagan Hagan’s Hospitality Home 26 yearsPatricia Devine Island View Hospitality Home 23 yearsEvelyn Warr Lake Crescent Inn 23 yearsBeulah Oake Seven Oakes Island Inn 26 years

Debbie Petite Olde Oven Inn 22 yearsBella Hodge Valhalla Lodge 25 yearsDavid and Barbara Adams Tickle Inn at Cape Onion 21 yearsLoyola and Judy Pomroy Woody Island Resort 23 years

HNL Chair,John Dicks presents a Certificate of Service to David and Barbara Adams, Tickle Inn at Cape Onion

HNL staff, Michelle Burke (l) and Lexie McKenzie (r) present at the B&B Information Session

Participants gather at The Waterford Manor

2012 Bed and Breakfast Association Board of DirectorsPresident, Mary Hayes Cantwell House Vice‐President Dion Finlay, Leaside Manor Heritage Inn & Compton House Secretary/Treasurer Deborah Baker, Beachy Cove B&BAvalon Representatives Harold Pennell, Northwest Lodge B & B Dora Finlay, Leaside Manor Heritage Inn & Compton HouseWestern Representatives Sarah Wentzell, Evergreen B&B Central Representative Gail Crocker, The Harding House B&B Gus Young, Harbour Lights InnEastern Representatives Patricia Devine, Island View Hospitality Home Bernice Baker, Listening Hill B&BLabrador Representative OpenAt‐Large Director David Adams, Tickle Inn at Cape Onion

Recipients of Certificates of Service

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Steers Insurance: Leadership in the Insurance Industry

“The quality of leadership, more than any other single factor, determines the success or failure of an organization.” -Fred Fiedler and Martin Chemers in Improving Leadership Effectiveness.

This quote is a notion that we take to heart at Steers Insurance. We firmly believe that one major key to our success is our quality of leadership. This is a family business and we believe that everyone has a right to the peace of mind that comes with being properly insured. We want that for our own families and our own business, and we want that for our clients. As a 100% locally owned and operated company, we take great pride in our understanding of the challenges which are unique to our province and we’ve built our business on providing rock solid protection for our clients. It’s our commitment to some simple core values that have kept us competitive over the years and positioned us as industry leaders.

We trust our peopleOwner, Wayne Sharpe’s leadership style can be summed

up in a quote from George Patton, “Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity.” He hires qualified, smart people who he trusts to best know how to do their jobs.

Everyone deserves the right protection and should be able to afford it

We believe, as an industry leader, we should strive to achieve a balance between increasing benefits to our customers and implementing measures to remain competitive. We want the lowest possible cost to our customers, but not at the cost of cutting coverage to get there. We are constantly seeking out new insurers and new offers to provide optimal coverage for our

Owner of Steers Insurance Wayne Sharpe and his sons Jeff and Jason.

customers at the best possible price.

We are committed to securing the best in commercial, personal and group coverage

Steers Insurance is a leader in Group Insurance. Clients like USWA, Health Care, many Professional Organizations from the Board of Trade to Hospitality NL and many others trust our judgement and benefit from the most comprehensive coverage available. As an employee of any member organization, you qualify for preferred rates and Air Miles reward miles with Steers Insurance.

We are also the largest Contracting and Surety Insurance Broker in Newfoundland and Labrador and, in fact, the largest part of our business is commercial insurance. We represent over 50 insurance markets and provide all types of specialty insurance coverage.

We’re immersed in the industry Steers is committed to being fully involved in every aspect

of the industry. Wayne and all senior management have held the position of President of the Insurance Brokers Association of Newfoundland (IBAN) and have all served on the Board of the Insurance Brokers Association of Canada (IBAC). They have served on the Board of the CSIO – Centre for the Study of Insurance Operations a national standards setting board for the industry. Our Management and Staff are constantly evolving and growing by taking an active role in the industry to keep abreast of industry trends and product offerings.

We are committed to educationWe feel it is our responsibility, as a fair and balanced

Insurance Broker, to remain true to our core value of education. This takes several forms at Steers - educating our clients and educating ourselves. One of our main goals is arming our clients and potential clients with the knowledge they need to make an informed decision when it comes to insurance.

One of the tools we use to achieve this is our website, which has recently been redesigned. During the redesign process, we had to consider the amount of educational content we had been including. We not only decided to keep all of it, we added to it. Our commitment to staff continuing education pays dividends, as those staff are then able to educate our clients, in what is a very complicated industry and product offering, ensuring those clients have the coverage they need at the best possible price.

Internally, Wayne is always giving his employees the tools and opportunities to grow and evolve, and as a company, Steers is a huge supporter of professional education through Insurance Brokers Association of Canada and the Insurance Institute of Canada.

We care about our communities In each of our eleven offices, from St. John’s to Port aux

Basques to Labrador City, we are truly proud to be a 100% locally owned and operated company that’s province wide. When we say we’re right here, we mean it. We believe because each of our locations has representatives that live and work in the community that helps us remain a very community minded company.

new members

Tourism Times is a quarterly publication of Hospitality Newfoundland and Labrador (HNL). Opinions expressed by contributers and advertisers do not necessarily represent those of HNL.

HNL Board of Directors

John DicksRod Pike

Rex Avery Todd Wight

Annette ParsonsDarlene Thomas

Jill CurranRick Stanley

Cathy LomondGreg Fleming

Mary Hayes

ChairVice‐ChairSecretary/TreasurerDirectorDirectorDirectorDirectorDirectorRestaurant AssociationHotel/Motel AssociationBed & Breakfast Association

Staff Listing

Head Office71 Goldstone Street (Suite 102)

St. John’s, NL A1B 5C3Tel: (709) 722-2000

Toll Free: 1-800-563-0700

Tourism Times is printed four times per year

(Full board contact information available at www.hnl.ca)

www.hnl.caUpdated daily!

For all the latest up-to-date information and news, please visit

Desktop LayoutImage 4 Digital Printing & Design Inc.

1170 Topsail Road, Mount Pearl, NL A1N 5E8T: 709-747-3850 E: brenda@image4.ca

W: www.image4.ca

Carol-Ann Gilliard Chief Executive Officer

Juanita Ford Manager, Workforce and Industry Development

Lynn Taylor Manager of Policy and Communications

Karen So Accountant

Craig Foley Technology

Lexie Mckenzie Membership Services Coordinator

Jordan Dicks Learning Support

Susan Greene Membership Administrative Coordinator

Michelle Burke Events and Marketing Coordinator

Krista Sweetland Workforce Development Coordinator

Melissa Ennis Workforce Development Coordinator

Scott Penney Training Coordinator

Lisa McDonald Tourism Board Manager

Hospitality Newfoundland and Labrador is supported by the tourism industry and

Hospitality Newfoundland and Labrador (HNL), the provincial Tourism Industry Association, is focused on advocacy, education, the adaptation of innovative technology and the promotion of a strong member network. Through forward thinking and fostering the growth of its members, HNL continues to be the leader of the tourism industry in the province. For information on membership, please contact hnl@hnl.ca

Pincorp Home Solutions 6 Hardy AvenueGrand Falls-Windsor, NLA2A 2P9 Contact: Corey Pinsent (709)489-3606 frgrandfalls1@aerusonline.comhttp://aerusonline.com

ROAM the Rock P.O. Box 245 RR#18 Thistle Drive Steady Brook, NLA2H 2N2 Contact: Greg Pike (709) 640-1885 greg@roamtherock.cawww.roamtherock.ca

Inn at Humber ValleyP.O. Box 2Pasadena, NLAOA 1K0 Contact: Maria Matthews(709) 686-2500 info@innathumbervalley.comwww.innathumbervalley.com

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Goose Cove Retreat is Trinity’s newest luxury ac-commodations in Trinity, NL. Offering travellers an opportunity to reconnect, recharge, and refresh with modern amenities and simple luxury, Goose Cove Re-treat has become a leader in offering a unique traveller experience.

As owner and operator of Goose Cove Retreat, I knew that to establish a strong position in the tourism industry I needed to have strong leadership to execute my vision. Embarking on a project focused on provid-ing high end experiences is a gamble in Newfoundland and Labrador. You cannot always be certain that if you build it, they will indeed come! However, tourism is an industry that is continually evolving with shifting tastes and trends of the modern traveller, so much so, that it’s

often hard to stay on top of it! But, I felt that there was a segment of the travelling public that wanted high end experiences and were willing to pay for it, so, I put all of my “Goose Eggs” in that basket.

Newfoundland and Labrador’s tourism industry is leading the way in the country with respect to offering unique travellers experiences and it is in no small way due to the outside-the-box thinking of the products and services that are now available. I have learned a great deal from those that have gone before me, and I have taken those les-sons, built upon them, and hope they will help guide those coming behind me. It is all a cycle and being a good leader means sharing what you have learned in your own journey so that others may raise the bar even higher.

In creating my vision of Goose Cove Retreat as an industry leader, I travelled exten-sively myself and collected information by assessing my own expectations of travel desti-nations. I found that the fine details and amenities I wanted from my trip were likely very similar to what my guests would want from Goose Cove. In that vein, I collect as much information as possible from my guests and use the feedback, both good and bad, in determining how to move forward. This is the key to continually improving on the Goose Cove experience. Details big and small offered at the highest Canadian standards is what we want for ourselves as a business, as a service provider, and as a destination.

Check out Goose Cove Retreat online at www.goosecoveretreat.com, on Facebook at www.facebook.com/GooseCoveRetreat, and on Twitter at https://twitter.com/#!/Goose-CoveNL.

June Perry, Owner and Operator of Goose Cove Retreat

Goose Cover Retreat