Experience, Expression, Personal and Career Development, Thoughts

ការកត់ត្រាសម្រាប់ខ្លួនឯង Notes to self

ខ្ញុំសរសេរកំណត់ត្រាទាំងនេះដើម្បីបន្តរំឭកខ្លួនខ្ញុំនៅគ្រាលំបាកនៅពេលជីវិតសាកល្បងខ្ញុំលើកម្លាំងនិងសេចក្តីសុចរិតរបស់ខ្ញុំ

I write these to continue to remind myself in difficult times, when life tests me on my strength and my integrity

តារាជាទីស្រឡាញ់របស់ខ្ញុំ,

មិនថាអ្នកធ្វើអ្វីក៏ដោយអ្នកត្រូវតែអាចមើលកញ្ចក់ហើយប្រាប់ខ្លួនឯងថាអ្នកសប្បាយចិត្តនឹងអ្វីដែលអ្នកបានធ្វើ។ អ្នកបានធ្វើបានល្អបំផុតដែលអ្នកអាចធ្វើបាន។ អ្នករស់នៅតាមគោលការណ៍និងគុណតម្លៃដែលអ្នកបានកំណត់។ អ្នកត្រូវតែញញឹមទៅមនុស្សដែលអ្នកឃើញនៅក្នុងកញ្ចក់រៀងរាល់យប់ហើយនិយាយថា: អ្នកធ្វើបានល្អ! អ្នកសប្បាយចិត្តនឹងខ្លួនឯង។

My Dear Dara,

No matter what you do, you must be able to look into the mirror and tell yourself that you are happy with what you did. You have done the best that you could. You live by the principles and the standard you have set yourself upon. You must smile at the person you see in the mirror everynight and say: You did well! You are happy with yourself.

ទាំងនេះគឺជាគុណតម្លៃនិងទស្សនៈដែលខ្ញុំរស់នៅជាមួយជារៀងរាល់ថ្ងៃ។​​ These are the values and philosophy I live by everyday.

I will keep this post updated when my notes to myself come in from time to time.

រឿងល្អ រឿងដែលអាក្រក់នឹងមកហើយទៅ និងទៅហើយមក។ គន្លឹះសំខាន់គឺខ្ញុំត្រូវរៀនពីបទពិសោធន៏ទាំងអស់ហើយរៀនរីករាយជាមួយគ្រប់នាទីនៃជីវិតរបស់ខ្ញុំ។

Good things bad things, come and go, go and come. The key is to learn from every experience and to learn to enjoy every single minute of life.

“ខ្ញុំមិនខ្លាចនរណាឡើយ។ ខ្ញុំមិនស្អប់នរណាទាំងអស់។ ខ្ញុំមិនប្រាថ្នាអោយនរណាម្នាក់ទទួលសំណាងទេមិនល្អទេ៕​” “Fear no man. Hate no man. Wish no man misfortune.” Half quote from Napoleon Hill. I choose this half quote because I live by these principles. I don’t care about the other half he said.

ខ្ញុំនៅតែឃ្លាន =  ខ្ញុំតែងតែមានការចង់ដឹងចង់ស្វែងយល់បន្ថែមទៀតនិងសម្រេចបាននូវអ្វីបន្ថែមទៀត

Stay hungry = Always be curious to learn more and achieve more

ខ្ញុំនៅតែក្លាហាន​ = ហ៊ានធ្វើការសម្រេចចិត្តដែលគួរអោយបារម្ភ ប៉ុន្តែដែលខ្ញុំេជឿជាក់ថាជាការសម្រេចចិត្តត្រឹមត្រូវមួយ។

Stay foolish = Dare to make unconventional decisions.

ខ្ញុំនៅតែរក្សាជំហររបស់ខ្ញុំ​=​ រក្សាភាពស្មោះត្រង់ចំពោះខ្លួនឯង

Stay grounded = Stay true to who you are

យកផ្លូវខ្ពស់។ ខ្ញុំត្រូវ លេបអំនួតនិងមោទនភាពរបស់ខ្ញុំ។ មិនសំខាន់ថាខ្ញុំធ្វើឬគិតឃើញថាយ៉ាងដូចម្តេចនុះទេ អ្វីដែលសំខាន់នោះ គឺអ្វីដែលខ្ញុំធ្វើឱ្យអ្នកដ៍ទៃទទួលអារម្មណ៍និងគិតបែបណា។ ខ្ញុំធ្វើជាមនុស្សចាស់ទំុជាងគេនៅក្នុងបន្ទប់។​ ព្យាយាមរក្សាភាពអត់ធ្មត់៕

Take the high road. Swallow your pride. It is not about what I think. It is about what I make people feel and think.  Be the grown man in the room.

Don’t let things sleep, take actions NOW!

Leadership by example

Action speaks louder than words

 

Experience, Expression, Family and Friends, Feel, Personal and Career Development, Thoughts, wisdom

ការគិតរបស់ខ្ញុំនៅថ្ងៃទី១៧ខែមិថុនា ពស ២៥៦២​: ការចងចាំ,អនុស្សាវរីយ៍និងការរៀនសូត្រគ្រប់ពេល Daraism, June 17th, 2018: Memories and life long learning,

ខ្ញុំយល់ស្របជាមួយនឹងសេចក្តីថ្លែងការណ៍ថា “យើងជាការសរុបនៃបទពិសោធន៍របស់យើង”

ខ្ញុំជឿថាមនុស្សម្នាក់ៗនិងបទពិសោធន៍ដែលយើងជួបប្រទះនៅក្នុងជីវិតរបស់យើងបង្រៀនយើងអ្វីមួយ។ អ្វីគ្រប់យ៉ាងហើយគ្រប់គ្នាគឺជាគ្រូបង្រៀនរបស់យើង។ ចាប់យកពួកគេ ចងចាំពួកគេ រៀនពីពួកគេហើយក្លាយជាមនុស្សល្អជាងមុនដោយសារពួកគេ។

I agree with the statement that “We are the sum of our experiences”

I believe that each and every person and experience we encounter in our lives teach us something. Everything and every one is our teacher. Embrace them, remember them, learn from them and become a better person thanks to them.

Today my memories bring me to 2 incredible persons I met in my life.

First, because it’s Father’s Day. I have flashbacks about my late father. The values and the person I am today is thanks to his and my mom’s  wisdom, love and leadership.

Second person is brother RIN Sophat who fought all odds, disability, chronic illness, poverty, bullying, graduated from Phare Ponleu Selpak’s Visual Arts program and went on to be an visual and performing artist on stage with Phare, The Cambodian Circus. 

Sophat left this world in December 2016 and my memories of him live on. Thank you for being in this world, and leave us so much love for life.

សូមអរគុណអ្នកនិពន្ធកំណាព្យ & តន្ត្រី ជាមួយ អារម្មណ៍ ស្រងេះស្រងោចយ៉ាងខ្លាំង​​។

កំណាព្យ និពន្ធ ដោយលោក ឃួន ដេត

តន្ត្រី និពន្ធ ដោយលោក លី វ៉ាន់ថាន់

Remember RIN Sophat who left this world on December 24th, 2016.

Thank you the photographers, composer and musicians. Music copyrighted by Phare Performing Social Enterprise. Poem written by Mr. Khuon Det writer and stage director of Sokha. He was inspired by Max Ehrmann’s Desiderata, 1952.

ឪ សេចក្តីស្លាប់អើយ​!! ហេតុអ្វីបានជាអ្នកដង្ហោយហៅខ្ញុំម្លេះ?​​

សេចក្តីស្លាប់កំពុងរំកិលមករកខ្ញុំយ៉ាង​ស្ងៀមស្ងាត់​?​

សេចក្តីស្លាប់កំពុងរំកិលមករកខ្ញុំយ៉ាងយឺតៗ​។

ខ្ញុំពុំមានភាពភិតភ័យនឹង​សេចក្តីស្លាប់ឡើយ !

សេចក្តីស្លាប់អើយសេចក្តីស្លាប់ !! ជិវិតដែលត្រូវបានផ្តល់មកឲ្យយើង យើង​ឈ្នះវាដោយការលះបង់វា ។​

សូមឲ្យការស្លាប់មានកិត្តិនាមជាអមតះ​ តែ នៅរស់ប្រកបដោយការស្រលាញ់ដែលមិនមានទីបញ្ចប់។ ​

កុំហុសនៃជិវិតដង្ហោយរកសោភណ្ឌ័នៃសេចក្តីមេត្តា ដែលអាចធ្វើអោយការផ្លាស់ប្តូរនៅភាពឯការបស់ខ្លួនឲ្យទៅជាភាពចុះសំរុងជាមួយនឹង​របស់គ្រប់យ៉ាង ។

ជិវិត! ដូចជាក្មេងម្នាក់សើចកំពុងគ្រវីប្រដាប់លេងដែលគ្មាន់ជិវិតរបស់វា នៅពេលដែលវាកំពុងរត់ដូច្នេះដែរ ។ សូមកុំធ្វើអោយឈឺចាប់ខ្លួនឯង​ដោយការស្រមៃក្នុងស្បៃអន្ធកាល​។

សេចក្តីភ័យខ្លាចជាច្រើនកើតឡើងពីភាពឯកា ភាពស៊ីជម្រៅនៃការអនុវត្តន៍ដ៏ត្រឹមត្រូវមួយគឺកំអោយមានភាពតឹងតែងចំពោះខ្លួនឯង ។

សូមរក្សានូវសន្តិភាពក្នុងព្រលឹងអ្នកទោះបីជាវាមិនល្អ មិនបរិសុទ្ធ នឹងមិនដូចបំណងក៏ដោយ​ តែវានៅតែជាពិភពលោកដ៏ស្រស់ស្អាតមួយ។​ ខ្ញុំសង្ឃឹមថាមនុស្សទាំងអស់នៅក្នុងពិភពលោក ជា​ពិសេសកុមារ និង​ រស់នៅប្រកបដោយសន្តិភាព ទាំង ផ្លូវចិត្ត​ ផ្លូវកាយ និង​ សង្គម ៕

 

Why are you whispering at me, death?

Death, crawling toward me and secretly looking at me

Death, slowly coming toward me I will not be afraid of death

Death, Death,

Life is given to us, we earn it by giving it

Let death have the immortality of fame

But the living immortality of love

Life’s errors cry for merciful beauty

That can modulate their isolation Into a harmony with a whole.

Life, like a child, laughs; shaking its rattle of death as it runs.

Do not distress yourself with dark imaginings.

Many fears are born of fatigue and loneliness.

Beyond a wholesome discipline, be gentle with yourself. Keep peace in your soul.

With all in a sham, drugery and broken dreams, it is still beautiful I wish all people, especially children Would have peace: physically, mentally and socially .

 

 

Experience, Personal and Career Development, Resources, Things of interests, Thoughts, wisdom

អ្វីដែលខ្ញុំចូលចិត្តមើល, ស្តាប់​, អ្វីដែលខ្ញុំគិតថាមានប្រយោជន៍។What I like to watch, listen. What I think are useful.

នេះគឺជាបញ្ជីនៃអ្វីដែលខ្ញុំចូលចិត្តស្តាប់ឬមើល។ ទាំងនេះគឺជាអ្វីដែលខ្ញុំគិតថាមានប្រយោជន៍។ ពួកគេមានការកម្សាន្តនិងការគិត។ ខ្ញុំនឹងរក្សាបញ្ជីនេះអោយមានបច្ចុប្បន្នភាពនៅពេលខ្ញុំជួបអ្វីថ្មី។

This is the list of what I like to listen to or watch. These are the things that I think are useful. They have entertainment and thinking values. I will keep this list updated as I stumble accross useful stuff.

Books and E-books

Writers:

Jim Collins 

Seth Godin 

Books in Khmer Courtesy of teacher Ravin Pan 

Podcasts:

Standford University Entreprenerial Thought Leaders Series Seminars

https://www.youtube.com/user/ecorner

 

BBC Business Daily 

Standford University and Y Combinator: How to Start a Start-up Podcast series 

TV Drama Series:

The Practice

Boston Legal 

Ally MecBeal

TV Shows/Content Creators

Suze Orman Show 

Visual Poliks 

Caspian Reports 

Movies

August Rush 

More to come. Can you share to me your list?

 

 

Experience, Expression, Feel, Personal and Career Development, This and that here and there, Thoughts

ជីវិតគ្រួសារ និងសេរីភាព​​។​​ Family life vs. freedom

បកប្រែពី http://chivit.org/family-life-vs-freedom

ដោយ ធិក កល្យាណ

ជីវិតគ្រួសារ និង​សេរីភាព

នៅពេលដែលខ្ញុំចាកចេញពីក្រុមហ៊ុនដែលខ្ញុំធ្លាប់ធ្វើការ​សហការីមួយចំនួនដែលបំពេញការងារក្នុងក្រុមបាន​មកជួប​ខ្ញុំដើម្បីលាគ្នា នៅពេលនោះខ្ញុំសង្កេតឃើញថា កែវភ្នែករបស់ពួកគេ​បង្ហាញ​ប្រាប់​ខ្ញុំ​យ៉ាងច្បាស់​​​នូវអារម្មណ៏របស់ពួកគេ គឺពួកគេពិតជាសោកស្តាយណាស់ដែលឃើញខ្ញុំចាកចេញ ហើយច្រណែនដោយសារពួកគេក៏ចង់ធ្វើបែបហ្នឹងដូចគ្នា​តែពួកគេនៅមិនទាន់ដាច់ចិត្តដាក់ពាក្យឈប់​នៅកន្លែងការងារចាស់ដែលផ្តល់ប្រាក់ខែសមរម្យស្របពេលដែលពួកគេមិនទាន់ទទួលបានឪកាស​ការងារនៅកន្លែងថ្មីនៅឡើយ។​

ទោះជាយ៉ាងនេះក្តីខ្ញុំពិតជាមានអារម្មណ៏ភ្ញាក់ផ្អើលនៅពេលដែលដឹងថាមានប្រជាជនខ្មែរមួយចំនួនបាន

សម្រេចចិត្តថាឈប់ធ្វើការ បើទោះជាមិនទាន់រកបានការងារថ្មីធ្វើក៏ដោយ។

នៅបណ្តាបស្ចិមប្រទេស អ្នកនឹងមិនអាចឈប់ធ្វើការបាន​នោះទេ បើអ្នកមិនទាន់ទទួលបានការងារ​ថ្មីមួយទៀត។​ ព្រោះការសម្រេចចិត្តថាឈប់ពីការងារភ្លាមៗនេះ អាចធ្វើអោយអ្នកមានអារម្មណ៏ថា ខ្មាស់អៀនដោយសារគ្មានការងារធ្វើ និងដោយសារតែមិនអាចពឹងផ្អែកទៅលើឪពុកម្តាយទាំងស្រុង ឫអោយឪពុកម្តាយចិញ្ចឹមនោះឡើយ ព្រោះអ្នកធំពេញវ័យហើយ។

បន្ទាប់មករង្វង់ដ៏កាចសាហាវបានចាប់ផ្តើម: គ្មានផ្ទះ, គ្មានអាសយដ្ឋាន, គ្មានលទ្ធភាពដើម្បីទទួលបានការងារធ្វើ,​​ ដូចនេះ គ្មានការងារមានន័យថាគ្មានផ្ទះរស់នៅ …

ពេលនេះ ខ្ញុំគ្រាន់តែចង់ធ្វើការចែករំលែកថា​ ប្រជាជនខ្មែរពិតជាមានសំណាងខ្លាំងណាស់ ដែលបានរស់នៅក្នុងប្រទេសកម្ពុជា​ ជាសង្គមមួយដែល ចំណងក្នុងគ្រួសារ ត្រូវបាន​ចាត់ទុកជារឿងសំខាន់។ ការរស់នៅជួបជុំគ្រួសារ អាចធ្វើអោយអ្នកមានអារម្មណ៏ថាមានសម្ពាធ ឫ បន្ទុកឧទាហរណ៏នៅពេលដែលលោកអ្នកមានគំនិតខុសគ្នាពីឪពុកម្តាយរបស់អ្នក ឫក៏​នៅពេល​ប្រពន្ធរបស់​អ្នក​​​​​នៅមិនសូវចុះសម្រុងជាមួយសាច់ថ្លៃ​ ប៉ុន្តែទោះជាយ៉ាងនេះក្តី ខ្ញុំសង្កេតឃើញថា​នៅក្នុងប្រទេសកម្ពុជាមានជនអនាថាឫជនគ្មានផ្ទះសម្បែងរស់នៅ តិចជាងនៅបរទេស។

ជួនកាល នៅក្នុងគ្រួសារទាំងមូលដែលមានសមាជិកជាច្រើនដូចជា យាយតា ពូមីង បងប្អូនជីដូនមួយ គឺមានសមាជិកតែម្នាក់ប៉ុណ្ណោះដែលមានការងារធ្វើ រកប្រាក់ផ្គត់ផ្គង់តំរូវការគ្រួសារទាំងមូល។

និយាយអោយខ្លីទៅការរស់នៅក្នុងគ្រួសាររបស់ប្រជាជនខ្មែរ ហាក់ដូចជាមានការចុះសម្រុងជាង​គ្រួសារ​​មួយចំនួនដែលរស់នៅក្រៅប្រទេស វាមិនមែនមានន័យថា ពួកគេរស់នៅចុះសម្រុងគ្នា

គ្រប់ពេល​  នោះទេពួកគេក៏អាចឈ្លោះទាស់ទែងគ្នាដែរ ប៉ុន្តែពួកគេគ្រាន់តែដឹងថាទោះជា

មានរឿងអ្វីក៏ដោយក៏គេនៅតែជាគ្រួសារតែមួយ ហើយពួកគេដឹងថាត្រូវរស់នៅជាមួយគ្នាយ៉ាងម៉េច ទទួលយកកំហុសរបស់សមាជិកម្នាក់ៗតាមរបៀបណា……

´«វាមានលក្ខណៈងាយស្រួលខាងសេដ្ឋកិច្ចជាងនៅក្នុងវប្បធម៌លោកខាងលិចរបស់យើង ព្រោះ

មនុស្សភាគច្រើនដែលរស់នៅបរទេស តែងតែព្យាយាមស្វែងរកសេរីភាព និងឯករាជ្យភាពរបស់ពួកគេ ដែលបណ្តាលអោយពួកគេក្លាយជាមនុស្សអត្មានិយម និង តែងតែមានហេតុផលរៀងៗខ្លួន ហើយអ្វីទាំងអស់នេះសុទ្ធតែជាកត្តាបន្ថែមនូវសម្ពាធសម្រាប់ខ្លួនពួកគេផ្ទាល់។ ប៉ុន្តែទោះជាបែបនេះក្តី មនុស្សយើងម្នាក់ៗមិនអាចរំពឹងតែទៅលើឪពុកម្តាយរបស់អ្នកទាំងស្រុងនោះទេ អ្នកត្រូវស្វែងរកផ្លូវជីវិតសម្រាប់ខ្លួនឯង និយាយរួមទៅ ត្រូវព្យាយាមរស់ដោយខ្លួនឯង ឫខ្លួនត្រូវទីពឹងខ្លួន»៕

Experience, Expression, Personal and Career Development, Thoughts, wisdom

ពិបាកធ្វើការជាមួយនិងអ្នកគ្រប់គ្រង។ It is difficult to work with my manager. What should I do?

Credit: http://chivit.org/its-difficult-to-work-with-my-manager-what-should-i-do

Translation to Khmer by Thik Kalyann.

បកប្រែពី : http://chivit.org/its-difficult-to-work-with-my-manager-what-should-i-do

ដោយ ធិក កល្យាណ

តើខ្ញុំត្រូវធ្វើដូចម្តេច នៅពេលដែលខ្ញុំពិបាកធ្វើការជាមួយអ្នកគ្រប់គ្រងរបស់ខ្ញុំ?

អ្នកប្រហែលជាគិតទៅដល់ការលាឈប់ពីការងារ នៅពេលដែលអ្នកមានអារម្មណ៏ថាធ្វើការមិនចុះសម្រុងជាមួយនិងអ្នកគ្រប់គ្រងរបស់អ្នក ប៉ុន្តែគ្រាន់តែដឹងថាអ្នកអាចនឹងជួបអ្នកគ្រប់គ្រងថ្មីដែលមានអត្តចរិតស្រដៀងគ្នានិងអ្នកគ្រប់គ្រងចាស់នៅកន្លែងបន្ទាប់របស់អ្នក ហើយអ្នកក៏មិនអាចចេះតែដាក់ពាក្យលាឈប់ គ្រប់ពេលនោះទេ ព្រោះវាធ្វើអោយអ្នកCV របស់អ្នក មើលទៅមិនសូវជាល្អ ដោយសារតែផ្លាស់ប្តូវការងារច្រើនកន្លែងពេក ហើយជាពិសេសនោះ អ្នកនឹងមិនអាចមានឪកាសបានរៀននូវបទពិសោធន៏ថ្មីៗទាល់តែសោះ។ ដូចនេះ បើគំនិតលាឈប់ពីការកំពុងតែហោះហើរចុះឡើងក្នុងខួរក្បាលរបស់អ្នក អ្នកគួរតែផ្តល់ពេលវេលាខ្លះសម្រាប់ខ្លួនឯង រកដំណោះស្រាយកែប្រែស្ថានភាព ឫបង្កើតនូវគម្រោងចាកចេញ។

គម្រោងចាកចេញ មិនមែនមានន័យថា អ្នកត្រូវតែលាឈប់ដើម្បីអោយស្រួលចិត្តនោះឡើយ តែអ្នកអាចនឹងបញ្ចប់បញ្ហាដោយអ្នកនៅតែបន្តការងាររបស់អ្នកដដែល។ វាស្រដៀងទៅនិង ការចុះកិច្ចសន្យាអាពាហ៏ពិពាហ៍អ៊ីចឹងដែរ គឺអ្នកទាំងពីរនឹងសម្រេចចិត្តថាលែងលះគ្នា នៅពេល ជីវិតអាពាហ៏ពិពាហ៏របស់អ្នក មិនស្រស់បំព្រងដូចថ្ងៃដំបូង។

«អ្នកអាចព្យាយាមសាកល្បងធ្វើចំណុចទាំងនេះជាមួយនិងអ្នកគ្រប់គ្រងអ្នក ដើម្បីកែប្រែស្ថានភាព៖ ត្រូវយល់ពីតំណែងរបស់គាត់, យល់ពីអារម្មណ៏របស់គាត់, តើអ្វីដែលជាគោលបំណងរបស់គាត់, និយាយប្រាប់គាត់ពីបំណងរបស់អ្នក និង លើកឡើងពីដំណោះស្រាយ»

ឧទាហរណ៏៖បញ្ហាទៅលើការគ្រប់ពេលវេលា ឫ មកពីបញ្ហាទំនាក់ទំនងគ្នា?

មិត្តរួមការងាររបស់ខ្ញុំ បាននិយាយមកកាន់ខ្ញុំថា អ្នកគ្រប់គ្រងរបស់នាងបានធ្វើអោយនាងមានអារម្មណ៏ថាតានតឹង។ អ្នកគ្រប់គ្រងរបស់នាងបានផ្តល់ការងារយ៉ាងច្រើនអោយនាង ហើយតែងតែស្តីបន្ទោស នៅពេលដែលនាងធ្វើការទាំងនោះមិនហើយតាមពេលកំណត់។

ដំណោះស្រាយ៖ អ្នកគួរតែប្រាប់អ្នកគ្រប់គ្រងអ្នកថា អ្នកមានការងារ ក, ខ, និង គ ដែលត្រូវធ្វើ ហើយឥឡូវនេះអ្នកបានបន្ថែមការងារ មកអោយអ្នកទៀត។ ហើយអ្នកគួរតែសួរទៅកាន់គាត់វិញថា តើគាត់អាចប្រាប់អ្នកបានទេថា តើការងារមួយណាដែលចាត់ទុកជាការងារអាទិភាពដែលអ្នកគួរតែធ្វើមុន ដើម្បីធ្វើអោយហើយទាន់ពេលវេលា ព្រោះអ្នកមានអារម្មណ៏ថា អ្នកនឹងមិនអាចធ្វើការងារទាំងនោះហើយនៅក្នុងពេលកំណត់ដែលគាត់បានដាក់កាលពីពេលមុន។ បើគាត់ជាអ្នកគ្រប់គ្រងល្អ នោះគាត់នឹងណែនាំអោយអ្នកធ្វើការងារណាមុន ឧទាហរណ៏ គាត់នឹងប្រាប់អ្នកថា«សម្រាប់ការងារ ក, ខ, និង គ ខ្ញុំត្រូវការអោយអ្នកចំណាយពេល១ម៉ោង សម្រាប់ធ្វើការងារនីមួយៗ ហើយអ្វីដែលខ្ញុំចង់បានពេលនេះគឺ លទ្ធផលនៃការងារ ។ ខ្ញុំដឹងថាអ្នកអាចនឹងត្រូវការពេលវេលាបន្ថែម ដើម្បីធ្វើវា ប៉ុន្តែអ្នកអាចធ្វើវាតាមវិធីនេះ ឫរបៀបនោះ។ បន្ទាប់មក អ្នកអាចផ្តល់នូវមតិត្រលប់មកវិញ មុនចេញពីធ្វើការនៅថ្ងៃនេះ ដើម្បីអោយខ្ញុំដឹងថា តើការងារ នេះមានតម្លៃអោយខ្ញុំបន្តតាមទិសដៅហ្នឹងឫយ៉ាងណា។

ឧទាហរណ៏៖បញ្ហាទៅលើការគ្រប់ពេលវេលា ឫ មកពីបញ្ហាទំនាក់ទំនងគ្នា?

អ្នកគ្រប់គ្រងរបស់ខ្ញុំបានស្នើអោយខ្ញុំតាមដាននូវបញ្ជីវត្តមាន ប៉ុន្តែក្រុមការងាររបស់ខ្ញុំតែងតែមកធ្វើការយឺតពេល  ហើយពេលខ្លះ ពួកគេមិនមកធ្វើការដោយមិនបានប្រាប់ខ្ញុំជាមុនទៀតផង ដូចនេះខ្ញុំតែងតែរាយការណ៏យឺតយ៉ាវអំពីបញ្ហាអវត្តមាន ហើយខ្ញុំទទួលបានការស្តីបន្ទោសពីខាង​ផ្នែកធនធានមនុស្ស និងអ្នកគ្រប់គ្រងរបស់ខ្ញុំថែមទៀតផង។​ ខ្ញុំបានព្យាយាមគ្រប់យ៉ាង ដោយអង្វរក្រុមការងាររបស់ខ្ញុំ គំរាមពួកគេដោយបង់ប្រាក់ពិន័យ៥ដុល្លា ជារៀងរាល់ពេលដែលពួកគេមកយឺត ប៉ុន្តែពួកគេនៅតែមិនផ្លាស់ប្តូរទម្លាប់របស់គេសោះឡើយ។

ការស្នើរបស់ខ្ញុំ៖ តើអ្នកមានធ្លាប់បាននិយាយអំពីបញ្ហានេះប្រាប់ទៅកាន់អ្នកគ្រប់គ្រងរបស់អ្នកហើយឫនៅ?

បើសិនជាធ្លាប់ ហើយគាត់នៅតែមិនមានដំណោះស្រាយសម្រាប់អ្នក នោះអ្នកគួរតែកំណត់នូវទំហំទំនួលខុសត្រូវរបស់អ្នកអោយបានច្បាស់លាស់ជាមួយគាត់ ដោយប្រាប់គាត់ថា អ្នកយល់ព្រមត្រួតពិនិត្យបញ្ជីអវត្តមាន ប៉ុន្តែមិនមែនមានន័យថា អ្នកត្រូវទទួលខុសត្រូវក្នុងការធ្វើអោយពួកគេមកធ្វើការទាន់ពេលនោះទេ ព្រោះអ្នកមិនមែនជាអ្នកគ្រប់គ្រង ដូចនេះអ្វីដែលអ្នកគួរធ្វើគឺព្យាយាមធ្វើការអ្នកអោយអស់ពីសមត្ថភាពរបស់អ្នកទៅបានហើយ ជាពិសេសអ្នកមិនគួរបន្ទោសខ្លួនឯងដោយសាររឿងទាំងអស់នោះឡើយ៕

Personal and Career Development

University of Cambodia & ADB Public Lecture on Serving the Public – A Singapore Experience


A pleasure to meet some old friends again in UC for the occassion of UC/ADB public lecture on Serving the Public – A Singapore Experience by Mr. David Ma, MBA, Independent Consultant, Civil Service College of Singapore.
Mr. Ma is visiting Cambodia to conduct a training, administered by ADB and funded by the Government of Japan, titled “Public Policy Management for Leadership” for senior Cambodian government officials. It is an open discussion, which participants are free to share experiences and raise questions.
Mr. Ma has shared the Singapore Experiences on how the city state has developed itself as a service minded government body offering excellent services to the Singapore public.
A great exeperience for Cambodia to learn from. Thanks to Chantha for arranging this opportunity for young Cambodians to hear the Singapore perspectives.
Personal and Career Development

Consistency – the key to success

Consistency – the key to success
Aug 21, 08 1:59 am

By Rob Rush, President and CEO, LRA Worldwide, Inc.

OK, let’s get down to the bottom of this. Please stand up and raise your hand if you’ve been “WOW-ed” lately. At the supermarket, dry cleaner, health club or hotel. Where have you had your socks knocked off…and then cleaned, pressed, folded and put away?

How about a truly awful experience? Give me a shout out if you’ve been mistreated, ignored or taken for granted. Where have you had an experience that brought you from a simmer, to a slow boil… and then to a frothing, steaming, spewing cauldron of frustration?What’s that you say? You have both types of experience on a regular basis, often from the same company? Well, which one makes a greater impact and sticks with you longer, the gauzy sunshine or the raging volcano?I think we all know the answer to that one. The sour taste of a poor experience is far more likely to overpower the sweetness of a “WOW”…and linger. Yet many companies still try to haphazardly swing for the fences, both in message and delivery, ignoring the negative impact of the whiff in exchange for the rare but intoxicating rush of the home run.In keeping with the baseball analogy, it might help to illustrate my point by introducing you to the baseball statistic of Slugging Percentage, which measures how far a player makes it around the bases each at-bat. Let’s say Player A bats four times in a game, and hits a home run to go with three strikeouts; Player B bats four times in the same game and notches four singles. Both players have an identical slugging percentage of 1.000, indicating that on average they totaled one base per at bat. In reality? Player A brought his team closer to the end of an inning three times in the game, while Player B kept the inning going, each time.And in baseball-like in business-you can stay at bat forever if you keep hitting singles. However, you will quickly find yourself playing defense if you focus all of your attention on one big hit at the expense of three feeble outs. And the hospitality industry is no exception.

You aren’t going to keep your doors open by WOW-ing every fourth guest and whiffing with the other three. The recipient of the WOW may become a loyal guest, but certainly won’t occupy every room in the joint. Delivering consistently to all four guests? That keeps your RevPAR climbing and the metaphorical inning alive.So what are the keys to consistency? How do you best set up your organization to keep the customer in his/her comfort zone with metronomic regularity?I could lay out some consultant-speak, some frameworks and models for operational consistency and scalability, perhaps some Six Sigma Black Belt-derived words of wisdom. And they would be helpful.(Dreadfully dry and boring for the purposes of this article. But helpful.)But all you really need to do is remember your last diet or exercise regimen or New Year’s resolution. There’s probably a common thread throughout the successful efforts and the opposite commonality within those that went down in flames. That thread is best illustrated by the conversation I had with a trainer the last time I embarked on a training regimen.”What exercises,” I asked innocently, “are the best for me?”He replied after some deep thought. “The best exercises for you are whichever ones you are actually going to do.”Hmph.So apparently I’m not going to transform myself into a rough, buff triathlon-running machine by training like Jack LaLanne one day and Jack Daniels the next. The key is figuring out what training like Rob Rush looks and feels like and doing that day in, day out.(Or at least five times a week. Sometimes less if I’m traveling. But you know what I mean…)

The same lessons apply to you and your customer or guest experience. Ask yourself the same question that I asked my trainer – “what is the best experience for me to deliver.” Make sure the answer is something that you are going to deliver, day in and day out.Depending on your service sector, your clientele, average room rate or any number of other factors, your answer may very well be that the every day “WOW” is expected and what you are poised to deliver. Or it may just be a warm bed and a clean bathroom. Either way, you need to be prepared to create the operational and cultural infrastructure to connect on either promise consistently.By no means is this article meant to downplay the impact of the WOW. In terms of creating a truly loyal, engaged guest, there is no substitute for the unexpected experience or gesture that saves the day or makes the moment. But the long-term strategy of providing a WOW experience is only effective if the investment, commitment and culture is in place to do it consistently. Though it sounds oxymoronic (or maybe just moronic!), in these instances, the WOW must become routine. Not for the guest receiving that special moment, but for the employees who are making it happen. If not, you’re right back to being the Dave Kingman of hospitality.

(Google him. Go ahead. Lots of homers. Waaaaaaaaay more strikeouts.)So what’s the best experience for your guests? The one that you can deliver with consistency.And if you misfire a few times, it isn’t the end of the world. Just make sure you’re a bit more consistent than your favorite baseball player. Even the best in the game make an out seven times out of 10. And that might be the standard-bearer for consistency in their ballpark.Just not in yours.Reprinted with permission from www.hotelexecutive.com

About the Author Rob Rush co-founded LRA Worldwide, Inc. and is the Company’s President and CEO. Rob has led LRA to its current position as the leading business services consultancy and researcher in the rapidly-growing field of Customer Experience Management. Rob has been a driving force in transferring LRA’s Customer Experience Management expertise honed in the hospitality and leisure sectors to other industries where customer experience is a central element of an effective corporate branding and growth strategy. He brings valuable insight into the management of business services organizations and entrepreneurial companies.

Rob has primary responsibility for the direction and coordination of the company’s overall business strategy, marketing initiatives, business alliances and new business development activities. Rob also continues to work closely with a number of long-term clients, helping them execute their internal branding and customer experience management strategies and tactics. Rob has been a pioneer in the Customer Experience Management arena, helping shape strategy, opinion, awareness and process, and implementing innovative CEM solutions for clients in diverse industries. Rob has helped many of the world’s best brands design, implement and sustain a more customer-centric organization.

Rob’s is a regular contributor to a variety of marketing, branding, and trade publications, including Brandweek, Casino Journal, Hotel Business, CRM Weekly, Golf Business, Dealer Marketing Magazine and Resort & Recreation. Rob also serves on the National Hotel Executive Hospitality Forum Editorial Board and is active in the National Institute of Golf Management (NIGM). Rob is a member of the American Marketing Association. Rob received his B.S. degree from Cornell University and is a member of the Cornell Real Estate Council.About LRA WorldwideLRA Worldwide, Inc. is a leading research and consulting company that specializes in Customer Experience Management (CEM). LRA helps companies and brands design and deliver the optimal customer experience across all key touch points using an integrated suite of services that measure and improve service quality, customer satisfaction, employee performance, loyalty, customer advocacy and profitability. LRA specializes in “operationalizing the brand” – turning brand promise and customer strategy into operational reality. LRA’s CEM practice areas include CEM Strategy Consulting, Standards Development & Content Management, Organizational Development & Training, Research and Quality Assurance & Mystery Shopping; these are either deployed together in a strategic manner to continually monitor and improve the customer experience or deployed individually to address a specific tactical client need.
LRA’s clients include some of the world’s leading companies and brands, including Starwood Hotels & Resorts, Hard Rock Hotels and Casinos, the PGA TOUR, Albertsons Supermarkets, the NBA and First Niagara Financial Group. For more information, visit the company’s Web site at www.LRAworldwide.com.

Courtesey of http://ehotelier.com/hospitality-news/item.php?id=14350

Personal and Career Development

How many stars are too many? The "star tsar" knows

How many stars are too many? The “star tsar” knows
Feb 23, 09 2:00 am

By Rob Rush, President and CEO, LRA Worldwide, Inc.

Do you remember the arguments you had when you were six years old about anything involving numbers? It could have been about a batting average, who could count the highest or who was going to collect the most Halloween candy – it didn’t really matter. The one-upsmanship would volley back and forth until someone dropped the ultimate argument-stopper:
Little Rob Rush: “I can count to a million!
Little Friend: “Well, I can count to a billion!”
Little Rob Rush: “Oh yeah…well I can count to INFINITY!”
Once the I-Bomb had been dropped, there was little the recipient could do, other than stammer and sputter something about “Infinity plus one”…which was very lame, as everyone knows that infinity is the highest.
Which leads me to wonder…are we headed in this direction in the hospitality industry? With the proliferation of self-proclaimed six- and seven-star resort properties, are we hurtling forward in the race to infinity? Will Steve Wynn’s grandson step onto a construction site in Dubai in 2032 and proclaim it the world’s first Infinity Star property, leaving the fuming grand-niece of Donald Trump to lamely announce her property in Macau is Infinity…plus one?
A system that was originally created to set some standardized expectations for the hospitality industry and inform and educate the consumer has now mutated into one that does exactly the opposite. While Mobil will proffer its Star system and AAA will offer the comfort of the Diamonds, the truth of the matter is that it’s the wild, wild west out there. Any property with an overeager public relations firm and an on-call poolside perspiration valet can stake a claim to star-driven fabulousness.
Compounding the issue is the influx of travel review sites, where the unwashed masses can proffer their opinions on the merits of a particular property and – perish the thought – assign it their own star rating. Naturally, these ratings are based on no set of standardized criteria whatsoever, other than the personal preferences of the traveler in question. While guest Johnny Drinksabunch may rate any hotel with a well-stocked minibar in the room as a four-star property, Susie Teetotaler may use the very same criteria – the presence of a minibar – to automatically default to a two-star rating.
Add emerging international markets such as Russia and China to the mix, where there isn’t even a AAA or Mobil to bring some order to the chaos, and you’re left with the fundamental question asked by former Marriott executive Bernadette Dennis at an industry roundtable in Asia: “Who decides what is Five Star?” 1
Or six. Or seven. You get the picture.
And into this mess steps the potential guest, trying to decipher which stars are which. Did the property earn them via excellent performance against an underlying set of standards and criteria? Are they part of a slick marketing plan? Or are they the result of Johnny and Susie waking up on the right side of the bed…literally?
Regardless, this confusion in the marketplace defeats the purpose of having standards to begin with, much less a meaningful, universal ranking system. With this void, the hospitality industry is ripe for a hyperinflation of sorts, where the stars are doled out so haphazardly, that their very concept becomes meaningless.
What to do?
When considering the possibility of convening some sort of industry task force to help shape and enforce a universal ranking system, the phrase “herding cats” comes to mind. Historically, self-interest, tradition, logistics and inertia would have ruled out an effort of this type. But as the distinctions between the traditional rating systems, traveler-reviewed ratings and hyperinflated, self-proclaimed ratings blur, the timing has never been better to make another attempt. In short, to answer “who decides what is Five Star?”

An industry colleague of mine, John Hendrie, has long shouted from the rooftops the need for such an effort. As he notes, “The US has led the way with a plethora of Rating Companies, because we have no universal Standards of Quality and Service, a major flaw and presumption from our Industry Leaders and Associations.”2 In Europe the infrastructure exists, but the “star system” often has no correlation to the quality of the guest experience. Instead, it can mean “…just about anything, but probably not what you’re thinking…most of the ratings…will be a quantitative measure used to determine the price range (and sometimes the tax obligation) of a hotel.”3
These issues apply doubly to other regions of the globe, many of them lacking even the “plethora of rating companies” or methodologies cited. Forget inconsistency and confusion. Just imagine a big, gaping void.
Too often, the associations that play leadership roles in this industry are paralyzed into inaction based on a fear of the hue and cry that would be raised by rank and file membership-i.e., hotel companies, brands and locations. Our focus is placed on not upsetting that apple cart, rather than where it belongs – on the engine that drives the hospitality industry. Guests. Invités. Huéspedes. Гости. 客人
It may seem overly simplistic, but the hospitality industry needs to govern itself always with the guest in mind, regardless of region, culture or language. Ultimately, they’re the ones that pay the tariff, and any system that allows us all to better set and deliver on guest expectations is an improvement on the current state. On the flip side, any system that requires a user to pull together research from more primary sources than they would normally use to select a heart surgeon could probably use some streamlining and a dose of common sense.
The various national and regional hotel advocacy and marketing organizations need to collectively appoint a guest standards and rankings ombudsman to shepherd the process, and then assign delegates to serve on this person’s task force. This “Star Tsar” could then solicit the needed operational and cultural subject matter expertise to begin committing some universal standards and ranking criteria to paper and commence the (admittedly tortuous) process of vetting them through all of the interested stakeholder groups. To borrow from several clichés at once, Rome wasn’t built in a day and you have to start somewhere. This undertaking may be the hospitality industry equivalent of the snake swallowing the antelope – it looks physically impossible at the outset, but with a little time and dedication, you can force it all down.
(Me for the position? Really, I’m flattered. But I’m tied up for the next year researching accommodations for my next family vacation. Thus far I’ve downloaded 704 traveler reviews, Mobil and AAA rankings, chatted online with experts at Expedia and Travelocity and read a magazine feature on the area. I think I’ve narrowed it down to a gorgeous, self-proclaimed seven-star property that travelers unanimously laud for its fantastic “beachfront views.” In Scottsdale.)
Ladies and Gentleman, start your delegates. Someone with a respected voice in the industry make the first move and organize a global meeting of the minds to determine how best to proceed…but be sure to proceed. And if you’re looking for a venue, I’ve heard about a super-secret nine-star resort in Turks & Caicos where Justin Timberlake goes to relax. Just don’t ask them what they did to earn that coveted ninth star…
1 http://www.hotel-online.com/News/PR2007_3rd/July07_AsiaRatings.html2 Remarkable Hospitality, February 20083 http://goeurope.about.com/cs/hotels/a/hotel_stars.htm?p=1.Feedback? Email Rob Rush at rob.rush@lraworldwide.com.
Click here to Read Rob Rush’s Biography.
Reprinted with permission from www.hotelexecutive.comAbout the Author
Rob Rush co-founded LRA Worldwide, Inc. and is the Company’s President and CEO. Rob has led LRA to its current position as the leading business services consultancy and researcher in the rapidly-growing field of Customer Experience Management. Rob has been a driving force in transferring LRA’s Customer Experience Management expertise honed in the hospitality and leisure sectors to other industries where customer experience is a central element of an effective corporate branding and growth strategy. He brings valuable insight into the management of business services organizations and entrepreneurial companies.
Rob has primary responsibility for the direction and coordination of the company’s overall business strategy, marketing initiatives, business alliances and new business development activities. Rob also continues to work closely with a number of long-term clients, helping them execute their internal branding and customer experience management strategies and tactics. Rob has been a pioneer in the Customer Experience Management arena, helping shape strategy, opinion, awareness and process, and implementing innovative CEM solutions for clients in diverse industries. Rob has helped many of the world’s best brands design, implement and sustain a more customer-centric organization.
Rob’s is a regular contributor to a variety of marketing, branding, and trade publications, including Brandweek, Casino Journal, Hotel Business, CRM Weekly, Golf Business, Dealer Marketing Magazine and Resort & Recreation. Rob also serves on the National Hotel Executive Hospitality Forum Editorial Board and is active in the National Institute of Golf Management (NIGM). Rob is a member of the American Marketing Association. Rob received his B.S. degree from Cornell University and is a member of the Cornell Real Estate Council.About LRA WorldwideLRA Worldwide, Inc. is a leading research and consulting company that specializes in Customer Experience Management (CEM). LRA helps companies and brands design and deliver the optimal customer experience across all key touch points using an integrated suite of services that measure and improve service quality, customer satisfaction, employee performance, loyalty, customer advocacy and profitability. LRA specializes in “operationalizing the brand” – turning brand promise and customer strategy into operational reality. LRA’s CEM practice areas include CEM Strategy Consulting, Standards Development & Content Management, Organizational Development & Training, Research and Quality Assurance & Mystery Shopping; these are either deployed together in a strategic manner to continually monitor and improve the customer experience or deployed individually to address a specific tactical client need.
LRA’s clients include some of the world’s leading companies and brands, including Starwood Hotels & Resorts, Hard Rock Hotels and Casinos, the PGA TOUR, Albertsons Supermarkets, the NBA and First Niagara Financial Group. For more information, visit the company’s Web site at www.LRAworldwide.com.

Courtesey of http://ehotelier.com/hospitality-news/item.php?id=P15642

Personal and Career Development

How to make more sales calls

How to make more sales calls
Feb 24, 09 1:59 am

By Dr. John Hogan CHE CHA MHS
“Everyone lives by selling something.”
Robert Louis Stevenson (1850 – 1894), Scottish novelist, poet, essayist and travel writer

Four steps
How to make more sales calls than any other way or Trade Shows can be invaluable if……..
A growing number of people have contacted me by email recently expressing frustration with declining occupancies and revenues. The need is very real for hoteliers in every market segment across the globe to grasp how to apply a moving set of best practices in addressing these very real concerns. Those practices continue to include executing the fundamentals of sales and accurate communication.
From the standpoint of productivity, more sales calls can be made at a meeting, conference or trade show in two days than in the same amount of time on the street knocking on doors. Selecting the show or conference to attend is easy to do once you have targeted the markets you wish to reach and have completed a marketing plan.
Success at trade shows and conferences depends on the marketing strategy you develop to sell your property and the tactics you use to turn those leads into sales calls and, eventually, bookings.
The astute salesperson will not only increase the number of sales calls at shows and conferences but also expand his prospects and personal growth over the long term.

STEP 1 – WHY YOU ARE THERE
Which groups do you want to reach?
There are gatherings for association executives, meeting planners, corporate travel managers, government individual & group travel, travel agents, wholesalers, incentive travel buyers and planners, training directors, religious conference managers, insurance conference planners and group travel producers.
If you belong to a membership, referral or franchise group, the chances are that your national and/or global sales teams are very familiar with the large shows. They may already be attending with a booth you can either buy into as a co-sponsor or join with others of your brand to make that brand stand out more than the competition. There are usually smaller chapters of all of the above groups that have trade shows regionally that can yield outstanding results because they are not as well attended by the national hotel chains.
Besides being able to attend a trade show (where contact may be made by several hundred potential buyers), there is also the chance to develop yourself, to experience new ways to conduct business and to start long-term client relationships.

STEP 2 SET QUALITY AND QUANTITY GOALS
Your performance at a trade show or conference is measured by how much business you are able to identify and/or book at the event. You can count the number of qualified prospects and actual bookings.
It turns into a numbers game: the more contacts that are made, the more leads that can be qualified. Establish goals for yourself, such as :
Plan to make 30 new prospect contacts the first day.
Plan to leave the show with a specified number of qualified leads upon which to follow up.
Plan to give out at least X of your incentive promotions or other give-aways
Making productive use of your time may mean that you will have to stay out of the “comfort zone.” You may not be able to mix only with people you know because the strategy will likely not be productive. The object is to make new contacts that can provide business for your property. Too often, salespeople spend far too much time mixing with other salespeople from other properties, which is not the reason for attending the trade show.
When you select a table for group meals, look for tables occupied by potential customers. During coffee breaks, keep moving to maximize the time for new contacts.

STEP 3 – PRIORITZE
Don’t Waste Time
Spend time with prospects that can buy or are in a position to recommend or influence the buying decision. Too much time is wasted on sales presentations to persons who are not in a position to buy or have no need for a particular hotel or motel. All it takes is five to ten minutes and a few key questions to determine if you are talking to the right individual, such as:
Ask a contact to explain how meeting sites are selected
Find out how the prospective client recommends hotels to corporate accounts.
Ask openly (and politely), “How do you propose I go about getting business for my hotel from your association?”
By working diligently, using probably less than 10 minutes per contact, a good salesperson could generate six to eight “cold calls” per hour or 40 new contacts in a day. Even if only 25 qualify as good leads, you are still doing well and probably far ahead of traditional cold calls to unknown clients
Using attendance listings, target those people who really need to be contacted, and, if they are not seen readily during the day, find out where they are staying and contact them there. In order to follow up on a prospect, be sure to obtain the individuals name, title, company or association, address (postal and email) and phone number. For best results, get a business card or use the computerized lead systems offered by many trade shows today. Either of these approaches saves time and provides correct spellings.
Besides these vital statistics, you should also find out:
Who else is involved in decision-making?
What does the contact need?
What feature of the property particularly appealed to the prospect that is what the best benefit to them was?
What dates are being considered? Is there any date flexibility, which might allow you to offer a better value to the client?
Is this going to be a competitive bid situation, or will it be a “best for the business” decision approach?
Is it an RFP process and how quickly is the turn around response time?
Are there any factors that would assist or hinder your hotel’s chances, such as requirements of location proximity to a convention center, interior corridors, GREEN initiatives or other guidelines?

STEP 4 – FOLLOW UP
The more information you get, the easier it will be to follow up. Then, most importantly, do not forget to follow up quickly while the contacts are fresh in everyone’s mind.
Many sales representatives do not follow up quickly, but defer to “later”, which may or may not ever occur. Even if you do not get immediate business, your prompt follow up will impress many qualified buyers and establish you as a quality resource for the future.
Feel free to share an idea for a column at johnjhogan@yahoo.com anytime or contact customized workshops, speaking engagements or me regarding consulting.
Autographed copies of LESSONS FROM THE FIELD – a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES can be obtained from THE ROOMS CHRONICLE www.roomschronicle.com and other industry sources.
All rights reserved by John Hogan and this column may be included in an upcoming book on hotel management. The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication

About the Author
John Hogan, a career hotelier and educator, is frequently invited to participate at franchise meetings, management company and hospitality association industry events. He is a successful senior executive with a record of accomplishment in leading hospitality industry organizations at multiple levels, with demonstrated competencies as a strong leader, relationship builder, problem solver and mentor. He conducts mystery-shopping reviews of quality in operations and marketing, including repositioning of hotels.
He writes weekly columns for a number of global online services (hotel online.com, eHotelier, 4 Hotels, Hotel Resource, etc) and has published more than 400 articles & columns on the hotel industry. He co-authored (with Howard Feiertag, CHA CMP) LESSONS FROM THE FIELD – a COMMON SENSE APPROACH TO EFFECTIVE HOTEL SALES, which is available from info@smartbizzonline.com, ROOMS CHRONICLE www.roomschronicle.com and other industry sources. He resides in Phoenix, Arizona and expects to publish in 2009 his 2nd book based on his dissertation – The Top 100 People of All Time Who Most Dramatically Affected the Hotel Industry.

Hogan’s professional experience includes over 35 years in hotel operations, food & beverage, sales & marketing, training, management development and asset management on both a single and multi-property basis, including service as Senior Vice President of Operations in a specialty hotel brand for six years.
He holds a number of industry certifications (CHA, CHE, MHS, ACI) and is a past recipient of the American Hotel & Lodging Association’s Pearson Award for Excellence in Lodging Journalism, as well as operational and marketing awards from international brands. He has served as President of both city and state hotel associations.

John’s background includes teaching college level courses as an adjunct professor at three different colleges and universities over a 20-year period, while managing with Sheraton, Hilton, Omni and independent hotels. He was the principal in an independent training & consulting group for more than 12 years serving associations, management groups, convention & visitors’ bureaus, academic institutions and as an expert witness. He joined Best Western International in spring of 2000, where over the next 8 years he created and developed a blended learning system as the Director of Education & Cultural Diversity for the world’s largest hotel chain.
He has served on several industry boards that deal with education and/or cultural diversity and as brand liaison to the NAACP and the Asian American Hotel Owners’ Association with his long-term involvement in the Certified Hotel Owner program. He has conducted an estimated 3,200 workshops and classes in his career.
Expertise and Research Interest
Sales Management and training
Turn-around and revenue management
Professional Development & Customer Service
Hospitality Leadership and Executive Education
Making Cultural Diversity Real
Accreditation & Developing Academic Hospitality programs
Service to the Industry and Hospitality Education includes working with the Educational Institute Certification Commission of the AH&LA, the Hospitality Industry Diversity Institute, the AH&LA Multicultural Advisory Council, the Accreditation Commission for Programs in Hospitality Administration, the Commission for Accreditation on Hospitality Management Programs, the AH&LA and AAHOA Education and Training Committees, the Council of Hotel, Restaurant and Institutional Educators (CHRIE), the International Hotel Show and the Certified Hotel Owner program for the Asian American Hotel Owners’ Association.

Courtesey of: http://ehotelier.com/hospitality-news/item.php?id=15653_0_11_0_C