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Painting with Flexibility. Part 1: If you have this trait, consider yourself blessed!

When my mother tripped recently, she dropped to her knees. Literally. Fracturing the left one.

 

Instantly, she kicked into a different mode. She changed her plans for the rest of the day. She altered her schedule for the unforeseen future. Putting a hold on whatever couldn’t be handled from her loveseat, desk chair, or bed. Then, she set up her “spaces” to tackle other projects. Her modes operandi: one minute-at-a-time. Flexibility-in-action!

 

A hotel/facility painter must be very flexible. Every day. Ready to change course. Ready to identify and use a better method, product, and/or tool. Ready to follow a different order, from a different boss.

 

I lucked out in that trait. Somewhere, in my genetic pool, formed the ability to “turn-on-a-dime.” A remarkable skill that my grandfather taught his driving school students to do. Literally! To turn a car’s tire on a dime, placed on the pavement underneath.

 

Flexibility is one trait that goes much deeper than a skill. At least in some painters’ lives. In a way, it boils down to an acceptance of what is, and whatever will come along next. Or, instead. It’s all sort of philosophical. Aristotle talk.

 

By the way, flexibility cannot be learned that easily.

 

* Yes, if you’re the “impatient” type. You can learn to take a few deep breaths, and slow down your jerky reaction to whatever comes along.

* Yes, if you’re the “stuck-to-it” type. You can be ordered or pushed to use a better method, product or tool. By a boss, foreman, apprenticeship instructor, etc.

* Yes, if you’re the “self-security-deficient” type. You can find an astute, understanding mentor to take you under wing. And, gradually, teach you to feel secure enough that you make a little change, here or there, in your own modes operandi.

 

Changing your inflexibility trait into a flexibility trait can be a hard sell to your genes.

 

It’s worth the effort. During my mother’s “functional brace” phase, I’ve seen how high flexibility can empower a person. And, how powerful flexibility can become.

 

Just think about it!

 

* Able to change plans without notice.

* Able to adapt with little or no prep time.

* Able to rethink, refocus, redirect.

* Able to self-motivate and self-charge.

* Able to try new ways to do old tasks.

* Able to draw on old strengths and channel in new directions.

* Able to work with, and around, temporary setbacks, handicaps, and glitches.

* Able to team up weaknesses and strengths to get necessary tasks done.

* Able to collaborate under stress, and duress.

* Able to seek advice and help with a “will-do” spirit.

 

Two-and-a-half weeks after getting outfitted with the “functional brace”– and getting the doctor’s orders, my mother hit the pavement. Coming up with flexible strategies to (1) protect her healing patella, and (2) get moving more. And, a lot better.

 

See “Painting with Flexibility – Part II: If that didn’t work, try this:”

 

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“It’s called flexibility; if we’re blessed, we learn it easily…” Philip Gulley

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Thank you, Central Florida painters, for the info. I owe you one.

And, thanks to everyone for visiting “Painting with Bob.” You’re all great!

Copyright 2015. Robert D. Hajtovik. All rights reserved.

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Painting with “SYMPHONY SAM”

STRADIVARIUS
My mother told me recently about “Symphony Sam.” That’s the name she gave the homeless man that played virtuoso-quality music with his violin, in Chicago’s Pedway. And, he handed out free copies of the official Vietnam Veterans of America newspaper.

 

She met him one morning, in the Pedway between Randolph Street and Michigan Avenue, and S. LaSalle Street. She took the underground walkway, when Chicago’s temperature dropped to the 30s (wind chill factor 20 degrees or lower), and freezing winds bit into one’s cheeks.

 

“Symphony Sam” was a Vietnam Veteran. He suffered from PTSD, the debilitating effects of Agent Orange, relentless pain from the shrapnel still in his back and legs, and major depression. He always wore “a frayed, dark blue suit” when he played in the Pedway. And, a “subtle smile of absolute acceptance.”

 

Prior to serving three tours of duty with the U. S. Marines, “Symphony Sam” taught music at Julliard. Also he played Second Violin, part-time, with the New York Philharmonic, and violin in the orchestra of an on-Broadway theatre.

 

WHAT DOES “Symphony Sam” HAVE TO DO WITH PAINTING?

 

After “Symphony Sam” was released from the military hospital in Japan, he returned to the United States. The only job he could get was painting sublet apartments for a New York City real estate company. He lived with a fellow Vietnam Veteran and his wife, in a small, three bedroom flat.

 

One Christmas, he ended up on a Greyhound Bus, as it pulled into the main terminal, in downtown Chicago. He told my mother that he never remembered buying a ticket, and getting on that bus.

 

He said that he checked into a cheap, but clean hotel on Randolph Street. He carried a few clothes in a small suitcase, and his Stradivarius violin. No painting tools.

 

The hotel’s manager helped “Symphony Sam” get little painting jobs at other small hotels, located in the Loop.

 

One night, he suffered a severe PTSD episode. He said that he’d been fortunate. All of his previous attacks, in New York and Chicago, had been mild ones. He ended up in Michael Reese Hospital on the South Side.

 

Since then, he’d been unable to work regularly. When he had enough money to get by, he stayed at that cheap hotel, managed by the friendly Sicilian. Usually, though, he “lived underneath the city…with a few friends…also Vietnam Vets.”

 

My mother saw “Symphony Sam” for the last time in 1989. The week before Christmas. “He wore a newer, used suit, and a pair of polished black boots,” she told me.

 

He told her that he had been living back at the hotel. He worked part-time doing repairs and painting for “a list of steady customers.” He called them “small hotel people.”

 

“Symphony Sam” seemed content,” Mom told me. But, her eyes told me a different story. A major concern of hers, over twenty-five years later.

 

Did “Symphony Sam” make it? For how long? In 1989, when she saw him last, he was over 55. PTSD and Agent Orange’s lung effects had become less manageable. Several common medical conditions had set in. “His newer suit hung on his frame, always very bony,” my mother recalled. “His eyes an eerie tornado green. . .”

 

“Florida has ‘Symphony Sams,’ too,” said my mother recently. On “FLASHPOINT,” two Central Florida homeless coalition officials were describing the modern housing facility to be built for the homeless in the area. A plea was made for major capital support from corporations.

 

What about the “foreclosure-bound” hotel that a church congregation and volunteers converted into studio efficiencies for the local homeless? (“Painting It: A Multi-Family ‘Home for the Homeless,” posted December 11-12, 2014.)

 

What about the abandoned mansion, turned into a transitional residence for the homeless? (Watch for: “Painting It: Existing Home for the Homeless,” to be posted December 23-24.)

 

What about “Symphony Sam?”

 

“I would offer these people a much quicker solution.” I told relatives during Thanksgiving.

 

“Constructing a new structure – a large transitional housing facility, for millions of dollars – could take a couple of years,” I explained. “The groups involved in the Central Florida project – facility – haven’t even selected the land yet.”

 

Here’s one proposal to help people like “Symphony Sam” have a safe, clean home – and a chance at a better life.

 

  1. Rescue a few smaller hotels and motels along U. S. Highway 192. The ones plagued by low occupancy rates, disrepair and damage, and the threat of foreclosure.
  2. Repair them. Reconfigure their rooms and public areas. Set up a central dining area for the homeless residents.
  3. Recruit homeless persons, who once worked as skilled construction workers. Put them to work. They can help in making certain repairs and reconfiguring the rooms and common (public) areas. Give them a chance to regain some of their dignity. Their basic skills, like riding a bike or typing, will come back to them.
  4. Offer these workers future housing there, when the property opens for occupancy.
  5. Give the homeless residents a good reason to take care of their respective room, and the overall property.
  6. Keep the housing as simple and practical as possible. Recycle whatever furniture, desks, fixtures, appliances, window treatments, kitchen ware, dishes, etc. that are in good condition. Repaint, re-stain and refinish all surfaces.

 

By the way, expensive wallcoverings, flooring, furniture, and state-of-the-art systems are unnecessary. Research and reports about homeless shelter accommodations show that “pricier” amenities tend to make persons just off the streets nervous, self-conscious, apprehensive, distrustful, and even ill.

 

Every community has a “Symphony Sam.” A person who still possesses the skills and abilities, the passion, and the interest to give back! To get off the street! To once again become a more productive part of the universe.

 

Every community has do-able options to meet the dire housing needs of the homeless. Every community has at least one existing multi-unit property, that can be converted in a time-cost-manpower efficient manner.

 

Our local hotel GMs and their staffs can do only so much. They can help only so much. Their resources are very limited. Their ability to use their properties – which they do not own – is very, very limited.

 

What needs to happen to provide safe and clean housing for the “Symphony Sams” in our respective communities? To get this job done sooner than two to three years after they become statistics?

 

Local entities such as the Central Florida Coalition on Homeless and Central Florida Foundation (http://www.cffound.org) are proactive, and motivated.

 

Special projects such as the “Reconstruction of Housing for the Homeless in America Project” focus on providing safe housing promptly.

 

Professional and trade projects like the AIA’s new redesign/rebuild internship project tap young talent. Among other things, they offer fresh, new approaches to “reconfiguring and retrofitting” solid existing structures into great multi-occupancy housing.

 

What is your community doing to get your homeless adults and children, into safe and clean housing?

 

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“Best wishes for a healthy, safe and peaceful holiday season – and Year 2015.”

 

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Thank you for visiting “Painting with Bob.”

 

 

RE: Endorsing “Painting” Skills. A Painter’s Survey

Painting and decorating, in combination, has been respected as a trade or profession in construction for over forty years. Painting, its predecessor and around for centuries, not as much.

For many years, in many socio-economic-political circles, painting was looked upon as a lower-skilled, lower-level job. Supposedly, anyone able to hold a paint brush could do it to earn some money. Example: College students that needed to pay for their education.

Men that worked as painters were the subject of crude jokes, raw cartoons, class-conscious ridicule, and business-employment de-classing. Many were labeled or type cast, even within their own trade. They were regarded as non-professional, unlicensed, uncertified, and uneducated.

In the construction industry, painters had to work much harder than other tradespersons to prove their worth, and to earn a decent wage. Regardless of the high level of professionalism that a growing number of painters were bringing to their jobs. The skill and workmanship they demonstrated. The fine craftsmanship with which they completed every project.

Too often, this tends to be true today. Recognition of painters for their expertise can be slow in coming. Even with the unlimited speed of and access to outstanding electronic media.

To test this point, I surveyed thirty-one journey-level painters with profiles posted on a professional/career website. All listed “Painting” as one of their top “skills” in the ‘Skills and Endorsements” section.

Six questions were asked. Below are the questions – and corresponding numerical responses.

1. How many months after posting “Painting” as a skill did you receive an endorsement of it?

A. 1-3 months            3  B. 4-6 months         C. 7-9 months         D. 10-12 months

E. After 12 months    F. No response

2. Who endorsed your “Painting” skill within the first twelve months? Check all that apply.

4  A. Co-worker          B. Supervisor/Manager       C. Customer/Client

5  D. Paint supplier/Manufacturer’s rep                      3  E. Painter/non-coworker

4  F. Former co-worker/Manager                               G. Property owner

H. Friend/Relative                                                   1  I. No response

3. How many persons endorsed your “Painting” skill without being asked?

A. 1-3          B. 4-6          C. 7-9          D. 10-12      E. 13-15

F. 16 or more                    G. No response

4. Who asked the person to endorse your “Painting” skill? Check all that apply.

A. You        B. Supervisor/Manager       C. Co-worker          D. Customer/Client

E. Paint supplier/Manufacturer’s rep          F. Former co-worker/Manager

G. Painter/non-coworker                           H. No response

5. Who did you anticipate would endorse your “Painting” skill, that did not? Check all that apply.

A. Supervisor/Manager                   B. Co-worker                     C. Customer/Client

D. Former co-worker/Manager       E. Paint supplier/Manufacturer’s rep

F. Another tradesperson                G. Relative/Friend              H. No response

6. How many persons that endorsed your “Painting” skill endorsed additional painting trade skills?

A. 1-3          B. 4-6          C. 7-9          D. 10-12      E. 13-15

1  F. 16 or more                     G. No response

More than two-thirds of the painters that responded – even with a “No response” – added a comment.  The following one got right to the point.

From Steve, Chicago area:

“Why are co-workers, supervisors and managers slow and reluctant to praise their painters publicly? Example: Endorsing, Liking, or recommending their painting and decorating skills on electronic career and social networks. I’ve been lead painter for a 1100+ room hotel and convention center for over twelve years. The two engineering techs that handle basic re-paints and minor touch-ups, and help with big projects, have each been there over six years. We know that everyone there, including management, considers us professionals at our jobs, and appreciates our abilities. What gives?”

My response:

“Often, supervisors and co-workers are wrapped up in their own agendas. They may be great at promoting themselves, close colleagues and friends. They may forget or overlook opportunities to publicly support and promote co-workers and staff members. They may not want to ‘go public’ with their praise. Or, they may not want to go on record with YOU about their position regarding your skills and contributions…”

Bottom line: If it’s important to you, ask someone that should know, or will find out.

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Which one of your skills deserve more endorsements that it has received?

What skills-endorsing strategy works best for you?

Every Hotel’s/Facility’s Team Member Can Teach Something to Its Painter: Part 1

1. How to set and disperse a budget fairly and effectively. How to build a strong, loyal and happy team.

GO-TO” Team mentors: General Manager; Manager.

2. How to “niche” market your best services and creatively market your weak spots. How to upgrade the property’s paint palette to attract guests that match your mission. How individual staff members can promote and market their hospitality business.

 “GO-TO” Team mentors: Director/Sales and Marketing; Sales Rep.

3. How to find the best on-line travel deals  –  to visit anywhere, any time. How to identify best-for-your-budget websites on which to advertise.

“GO-TO” Team mentors: Director/On-line Sales; On-line sales rep.

4. How to negotiate the best deal for a big group – eg. wedding reception, alumni club. How to choose between buffet, family style, or ala carte menu. How to choose between pre-purchased, open-bar, or cash-bar beverage set-up.

“GO-TO” Team mentors: Director/Food and Beverage; F & B planner.

5. How to plan a memorable, affordable event on very short notice. How to plan an unforgettable group event.

“GO-TO” Team mentors: Director/Conferences and Events; Event planner.

6. How to interface land, on-line and mobile communication devices. How to use latest software programs, secure files, and select secure passwords. How to prevent breaches to accounting files.

 “GO-TO” Team mentors: Director/I.T.; Internet manager.

7. How to identify lower quality repair supplies to prevent waste. What the engineering staff needs on a regular basis, when it comes to supplies.

“GO-TO” Team mentors: Chief of Engineering; Engineering tech.

8. How to negotiate the best deal on a small order. What types of items require more inventory to prevent running out.

“GO-TO” Team mentors: Director/Purchasing; Purchasing agent.

9. How to select, prepare and serve top-quality budget meat like prime cuts. How to prepare popular dishes; or prepare new dishes using popular food products.

“GO-TO” Team mentors: Head Chef; Specialty chef/cook.

10. How to remove toughest stains and destroy stubborn odors from very vulnerable surfaces. What products to control room odors last the longest.

“GO-TO” Team mentors: Director of Housekeeper; any Supervisor/Housekeeping.

11. How to repair and clean an A/C motor. How to tell when A/C Freon charge is insufficient.

“GO-TO” Team mentor: Manager/HVAC Systems.

12. How to keep accurate financial records, and file taxes on-line. How a business settles delinquent, frozen supplier accounts.

“GO-TO” Team mentors: Manager/Accounting; Supplier account manager.

13. How to make anyone feel welcome. How to interpret guest complaints, reactions, body language, eye movements, voice, etc.

“GO-TO” Team mentors: Manager/Front Desk; Front Reception.

14. How to grid, plant and maintain eye-catching front entrance appearance. How to prioritize areas for landscaping.

 “GO-TO” Team mentors: Director of Groundskeeping; Landscaper/groundskeeper.

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What ‘GO-TO” departmental tip do you want more facility painters to use regularly?

Which ‘GO-TO” departmental tip do you want other team mentors to use?

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READ PART 2: “More Hotel/Facility Team Members and GO-TO’ Team mentors.”

What’s Your Teammate Customer Service Success Score?

The quality of any facility’s external customer service – including at hotels, resorts and convention centers – often parallels that of its internal customer service. How teammates care about and serve each other!

Being part of a team – a teammate – offers many exciting opportunities, and reaps many benefits. With me, it has always filled my work day with immeasurable meaning. It has added value much greater than awards, lists of accomplishments, or a big paycheck.

Being a teammate has added a higher purpose to working and to serving others.  It has instilled a sense of responsibility for the ability of my teammates to enjoy their work experience, too.

What quality teammate customer service tips here can help you and your team thrive? By the way, I gleaned some of these quality tips from quality comments made on other blogs. (Many thanks to everyone.)

  1. Be a teammate that is confident, trustworthy, and trusting.
  2. Commit to the team, and commit as a team member.
  3. Put others first: the team and everyone on the team.
  4. Volunteer your support, one person-to-another. Follow your instinct. You’ll know when a teammate needs a little boost, reassurance, a good word.
  5. Help out without being asked. Lend a hand, some braun, brainpower, etc.
  6. Encourage! Share! Motivate! Mentor! Teach! Coach!
  7. Make “How can I help?” a regular and open-ended offer to teammates.
  8. Cover each other’s backs. Let them know you’re there for them.
  9. Be someone that others can count on, especially to meet team goals.
  10. Help the team look good in the eyes of the leadership.
  11. Help each other to fit in and to join in. (The sales-type and shy-type have much to share.)
  12. Look for good in every teammate. Promote their strengths. Accept their imperfections.
  13. Give teammates the feeling they can be “themselves,” and don’t need to wear a “mask” to be accepted by them.
  14. Help teammates accept you for who you are, and function interdependently.
  15. Be genuine, authentic, natural.
  16. Admit when you need help, don’t know something, can’t do it on your own. (“We’re here for each other!”)
  17. Understand more; judge less.
  18. Do things to make their jobs easier. Be optimistic. Help others be the same.
  19. Compliment teammates to their faces.
  20. See a situation or problem from a teammate’s perspective. (That includes a leader.)
  21. Respect others’ positions, needs, limits, dedication, commitments, hard work, etc.
  22. Take ownership for at least your share of a team problem – departmental, organizational.
  23. Do your part to clear up any team problems.
  24. Open and invite dialogue in times of conflict, disagreement, misunderstanding, mistakes.
  25. Consider others when making a decision and performing tasks.

INCLUDE TEAMMATES in work-related ideas, plans, changes, projects, etc. – even if they would not be involved directly in them. (A great tip for leaders, too.)

  1. Include others in the process.
  2. Learn from, and alongside, your teammates. Benefit from what they know more about than you do. A strong team draws on each member’s uniqueness.
  3. Share what you know; help them succeed.
  4. Ask for others’ opinions, input, suggestions, feedback.
  5. Listen to what your teammates have to say. Make it easy for them to tell what’s on their minds. Look at them when they are speaking, and vice versa.
  6. Do what you say you will do, especially for other teammates. (This includes leaders.)

Long list? Yes! So, choose what relates to you, and your team. And, run with it. That’s what teammate-ing, teamwork, team membership is all about. In any organization, whether the membership totals two, twenty-two, or two hundred and two.

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Stay supportive. When you don’t know exactly how? ASK! Thanks for visiting “Painting with Bob.”

Hotel Painting and Decorating: 10 Questions and 10 Answers

1. How do you prep an exterior concrete surface or area for painting?

First, the area should be sprayed with an etching/neutralizing solution, recommended muristic acid. Then, scrub the surface with a stiff brush, and rinse thoroughly. Also, a concentrated solution of TSP (Trisodium phosphate) can be used to remove the calcium or lime deposits. Be sure to patch the area with a concrete resurfacer, or its equivalent.

2. What types of exterior concrete paint adhere better, and hold up longer in high traffic areas – also extreme environmental conditions?

Concrete is very porous. So any recommended coating will work. It is always better to prime the surface with a high viscosity primer, then topcoat with an exterior acrylic latex. To keep the surface cleaner and more washable, you can apply a clear coat, if desired.

3. What paint products work best in offices or work areas of staff with chronic medical conditions, such as asthma and allergies?

There are products available with low odor and reduced residual solvent evaporation, that will absorb into the carpet, or other porous or absorbent surfaces. In general, latex paint offers the least negative effects for those with breathing difficulties.

4. Which wallcoverings, if any, are childproof – eg. crayolas, markers, paint?

To my knowledge, there are no wallcoverings that a person can buy, that are resistant to all stains or writing objects. That said, I’d check out some of the newer products made especially for children’s areas.

5. In meeting rooms, how can wallcovering be used to both recharge and soothe attendees?

Where people gather, walls that have textured, patterned, or bright or earthtone colors – or a combination – are the most uplifting. Wallcovering installation options vary, and depend on budget, layout, time, etc.

A. Install wallcovering on every wall in the room, to create uniform and monochromatic effect.

B. Install wallcovering on only one wall/area in each room, to create accent wall.

C. Install wallcovering on the top or bottom half of one-to-all walls, to create wainscoting effect.

D. Cut wallcovering into narrower vertical panels. Hang in alternating vertical covering-to-paint-to wall-covering-to-paint and so on one wall only, or on all walls. Effect: subtle stripes.

E. Install wallcovering border near the top of all walls. Effect: Stylish and eclectic. Option: Stencil border.

F. Install wallcovering on one, opposite or all soffit areas in each room. Effect: Futuristic, relaxing.

6. How can hotel fences be repainted/resurfaced without breaking the budget?

Look at the available paint in your paint shop/department. Especially, look for paint which has set for a while. Next buy the best, most inexpensive paint that you can find.

7. To maximize fence paint adherence and durability, how should the metal surface be prepped?

On unpainted fence, if it’s galvanized, an acid wash primer or galvanized primer is the best choice. On previously painted fence, all of the surfaces should be pressure cleaned. Then, apply an acrylic or oil-based primer.

8. The wallcovering in large public areas – eg. meeting room – looks shabby and faded, and there’s no time to redo the room right. What can be done at reasonable expense?

Wash the entire surface(s) with soap and water. Let each area dry. Repair any damage to the wallcovering. Then, paint over the wallcovering using an appropriate paint. Added tip: Acrylic latex can be applied directly to wallpapers. Vinyl wallcovering should be primed first with oil or latex based primer.

9. Say that a few panels of wallcovering in a lot of guest rooms need to be repaired and/or replaced – and you can’t find any extra rolls in storage? What do you do?

The damaged areas should be patched. Then you have two options. One: You can paint the entire room to create uniformity. Or, two: Paint over the wallcovering only. I recommend using an accent color, complementary to the room’s or suite’s overall color scheme.

10. What paint products, if any, can be used in guest rooms, when turn around time is very tight and environmental contaminants – eg. fumes – must be strictly limited?

A low odor interior flat or low sheen latex paint is recommended. Select a product that will create, or leave behind, the desired finish.

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READ ON: “Hotel Painting and Decorating: 10 More Questions and Answers”

Hotel Guests Besides Millennials Prefer Authentic Experiences. Up to a point!

Four plus times a year, my sister stays in different British hotels, all part of an international hotel chain’s brand name group. The reservations are made by corporate people in Cleveland. Accommodations focus on comfort, convenience, technology connectivity, services, and value.

“Corporate” knows that, during each stay, at each location, my sister’s lead team of management trainers work very long hours and keep tight schedules every day. They know that all of the teams must follow pre-set guidelines, based on specific objectives for that round of visits. And, the long-term goals set for that division, and the corporation as a whole.

Also, they know that the teams must be ready to troubleshoot – solve problems – promptly, efficiently, effectively, and creativity, with cost-containment always a major factor. Their grueling, demanding itinerary takes a lot out of everyone on each team. To perform with such high/optimal physical and mental energy on the job, team members – all over millennial age – need access to things that help them make the most of their off-time, too. Some examples:

  • Hotel rooms and common areas that provide reliable international Wi-FI and phone connectivity.
  • Local restaurants that serve both native and universal dishes and beverages.
  • Close proximity to some popular tourist and historic attractions.
  • Alternative forms of reliable transportation to travel about with ease and minimal delays.
  • Nearby shopping that offers necessary, also unique, products – at affordable prices.
  • Networking and socializing opportunities with other travelers and visitors, as well as locals.
  • Off-hour study/reading/work areas that offer privacy and comfort, also opportunities to socialize, simultaneously, on an “as needed/as wanted” basis.
  • Basic “western” traveler necessities such as toilet paper, top sheets and two pillows on beds, extra bath linens, toiletries, bath/beauty/grooming/aids, and laundry/ironing services.

Of course, these Western guests have needed to shorten their “needs lists,” and adjust their expectations, too. They’ve had to accept things like the following:

  • Lmited food service, and food/meal delivery by nearby eateries.
  • No 24-hour universal smart/cell phone connectivity and service, without pre-purchase of (pricey) peripherals; and no on-premises skype.
  • Only off-premises restaurants and food courts, game rooms, theatres, etc.
  • Only off-premises snack and beverage vending machines.
  • No in-room coffee makers and microwaves.
  • Top sheets and second pillows on beds available only by special arrangement.
  • Limited paper and toiletry products.

With each return visit, however, the corporate team has become savvy, and prepared. They’ve become very adaptable and “acclimated. ”Britain-ized” and “Europe-ized.” To the extent that they thoroughly enjoy their “authentic experience” as business hotel guests. After all, they’re in a country and region of the world deeply rooted to its traditions.

Furthermore, these corporate trainers are there to strengthen connections with their – and the corporation’s – British and European associates/team members. And, they want to return home to the United States, able to tell everyone, including themselves: “Job well done!” “Mission accomplished!”

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