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The Elephant in the Living Room - Page 5

post #121 of 229
Thank you nlblno, and thank you for making us all think. Your challenges are amazing.
post #122 of 229
If there was an instructors' union -- and maybe it could be a union established strictly for instructors and not Teamsters or UGW, what have you --

Would there be a need for AASI/PSIA?
Last summer we discussed this issue. Much to my dismay, PSIA insists that it's an educational organization not a workforce advocacy group, or even a group who works towards promoting skiing to the public.

In my opinion, PSIA should act more like the PGA


"What is the Role of The PGA of America?"

The PGA of America is the largest working sports organization in the world, comprised of more than 27,000 dedicated men and women promoting the game of golf to everyone, everywhere.

PGA Professionals, who are expert instructors, skilled business persons and community leaders, are the backbone of the PGA of America, working among the nation's more than 25 million golfers to help make golf a better game.
post #123 of 229
Thread Starter 
WV Skier,

The PGA lies!!!!

There are 28,500 AASI/PSIA members, making it A BIGGER WORKING SPORTS ORGANIZATION than the PGA.

Other than that, there are many differences between the workstyle of PGA and AASI/PSIA members. These would need to be carefully considered.

I like the idea of all members being enthusiastic front-line marketers for the sport. Certainly it would positively affect our brand's image if every one of those 28,500 snow sports instructors would do the same.
post #124 of 229
Originally posted by Roto:
Seems to me that LEARNING and IMPROVEMENT pretty much sound like WORK to most people. People go skiing on VACATION where they want to RELAX and HAVE FUN. Look to the boom in the service of creating EXPERIENCES (lodges, eco-tourism etc.) for a new model perhaps
Interesting comment Roto. I think the vast majority of people still desire and get great personal satisfaction from LEARNING and IMPROVEMENT and that EXPERIENCING these in their skiing will keep them coming back. However, I totally agree with you that a majority of skiers don't want to WORK when they go to a resort. Thus any successful approach and marketing scheme based on these need to be couched in terms of a FUN and EXCITING EXPERIENCE. That's why I talked about having a variety of INNOVATIVE programs.

I think there are many possible innovations that are only sporadiaclly employed along these lines. For example, having a lodge where skiers in a program stay together (i.e. the Extremely Canadian Lodge which has similarities to the Taos ski week), or a ski instruction model that gives the participants options about how they balance instructional/feedback sessions and free skiing time. I don't mean to imply that any particular program or component can make a huge difference. What I do believe is that a comprehensive model focused on FUN and EXCITEMENT (LEARNING and IMPROVEMENT) could have a great impact on the ski industry.

People here at Epic spend a lot of time talking about technique, teaching methods, and the many shorcomings and difficulties of the ski instruction profession. But there has been little discussion on how to deliver these services. I would like to believe that in the are of "service delivery models" there is some huge innovation possible that would give skiing customers more of what makes them feel good and keep them coming back.
post #125 of 229
Thread Starter 
Well said, Si. I had a coach who used to say, "People have to get a little bit scared to pay attention to what you have to tell them."

He meant that people have to have a highly personal reason to put up with "instruction," or work. In a risk sport like skiing, fear will motivate learning the tactics and technique that make it disappear and that clears the way to the goal (AKA the reward). In my metaphor, I call the distasteful work spinach. The goal or reward is the applesauce.

This is a very simple service delivery concept that works for me.
post #126 of 229
I'm going to leave the psychological discussion to you folks since you are better qualified to motivate my friends, a family of four who saves up to go to Snowmass for a week every two years to spend extra bucks to take a lesson. They are decent skiers, mostly from practicing locally over the years.

The question was/is, and why I brought up unions, is motivate even good ski instructors to come back and apply next year when they know they can't make a living wage.

VP said:>>>Instructors are seasonal employees, and after the season ends, their employment is terminated; the resort doesn't have to rehire any particular instructor next season.<<<

Is that an incentive for instructors? And are they really seasonal EMPLOYEES?

As a board member of a successful ballet company for 30 years we have seasonal employees, dancers who have a contract for the season, ten month with two month off. Guess what? Being terminated means they can and do collect unemployment benefits. This is a way for Uncle Sam to help out the performing arts.

Besides VP, Weems and Robin on this board, which instructor can leagally collect a check for unemployment? Which belies the the idea that instructors are employees, they are nothing more than day workers, akin to Manpower folks who stand in line hoping to get a few hours of work.

99% of the instructors in our two areas do not make enough money teaching, what with having to pay $225 for the uniform, buying new equipment, getting educated and paying for the gas to drive to the area, to show a profit on their IRS forms, they take a loss and then the IRS classifies ski instructing as a hobby.

A season pass costs less than an instuctors jacket. So why do they do it, because they LOVE it, and it is their HOBBY.

So consider this as a reality check.

post #127 of 229
Thread Starter 
Thank you, Ott. I feel refreshed by that icy blast from the midwest.

William S. Burroughs wrote a book about being a junkie called Naked Lunch. He explained that the title describes that moment of clarity when you see what's on the end of your fork. (Or spoon, right Bill?)

So, thanks for the Naked Lunch.

You raise another "con" that is the special case of the great incubus of new skiers and home to the Central division of AASI/PSIA. Our solution must encompass both special cases or it will be a special case itself, enclosed by a different generalization.

[ April 17, 2002, 08:27 AM: Message edited by: nolobolono ]
post #128 of 229
nolo, whatever... ....Ott
post #129 of 229
PGA is an example, I was thinking of some of the Institutes over here, e.g. The Institute of Advanced Motorists
They have members who must pass exams, and part of the role of the institute is to promote safe driving among the public, and to lobby government to improve driving standards.

I think this might be the sort of thing that is required to boost the quality and quantity of people on the slopes.

post #130 of 229

At many Colorado resorts, instructors are offered the opportunity to work for the resort for the season teaching skiing. Some are offered full time status, others part time. The wages offered are expressly stated and there is little, if any, room for negotiation. Instructors who accept the offer work as scheduled by the school and are paid at the promised rate for the work done. There is no employment contract, no fixed salary. An instructor gets paid only for lessons taught. When the season ends and there are no more lessons to teach, the school's offer expires. Under Colorado law, seasonal employees (such as ski instructors) CAN NOT qualify for unemployment compensation.

It does sound much like the Manpower situation, doesn't it? The school has a pool of instructors available every day, and chooses which ones to put to work to fill the school's labor demands for the day, knowing that it will need make only a token payment to those who show up but don't get work. An individual instructor increases his chances of working by being a good worker, just as in any other labor pool. He further increases his chances by building a relationship with his students and clients so that they request the instructor for future lessons. It's by building these relationships that the instructor has an opportunity to wrest some degree of control from the school.

Unions are intermediaries for employees, making it possible for employers to deal with a few negotiators rather than a large group of individuals. While instructors in Colorado do recieve some benefits usually associated with being an employee (i.e., insurance, workers compensation) most instructors might benefit from getting out of the "employee" mode. Whose business is it anyway?

The ski areas and resorts have a business. They provide recreational opportunities and sell services ranging from equipment rentals to instruction to food and lodging. They hope to profitable. By being in business and making services available they bring customers to the resort. Some of those customers will want a ski lesson, and will pay the school for it. When the customer is handed off to an instructor, there's a new business opportunity--for the instructor. Look beyond the piece-rate pay the instrucotr will get for teaching this lesson. Instructors should be in business too, the business of creating a demand for their teaching.

Many instructors might benefit from thinking less like employees and more like independent business persons. Consider the investment in facilities and marketing the resorts make to bring people to ski shcool. They're entitled to a reasonable return on that investment. When they're successful, and customers do come, the instructor should regard each customer as the raw material from which to grow his/her business. Does your resort only give you a job as an employee, or does it present you with opportunities to put yourself to work by generating a demand for your brand of ski teaching?

A union won't let an instructor work their own business. Work rules (i.e., seniority and status) will get in the way; there will be another level of (union) management between the instructor and the school and and between the instructor and lesson takers.

See each new guest you meet as a resource for your business, strive to make them loyal to you, not the school, the area or resort. Take control for yourself rather that passing it off to union negotiators.

Self-actualization, wasn't it Nolo?
post #131 of 229
Originally posted by Roto:
Seems to me that LEARNING and IMPROVEMENT pretty much sound like WORK to most people. People go skiing on VACATION where they want to RELAX and HAVE FUN. Look to the boom in the service of creating EXPERIENCES (lodges, eco-tourism etc.) for a new model perhaps
Roto, no doubt there's tremendous growth in getting-away-from-it-all vacations. You've got a good idea in looking to "creating experiences" as a service model.

There's also tremendous growth in learning vacations that are sport, hobby and even career oriented. One web site (www.shawguides.com) lists 4,500 such vacations for golfers, tennis players, sailors, writers, photographers, cooks, gardeners, what have you. Does this self-improvement (if not self-actualization) boom present a service model ski schools and instructors might put to use?

Shaw Guides didn't have a "skiing" category, however. Why not?
post #132 of 229
How can snow pros unleash their potential to be catalysts of a renaissance in snow sports instruction?

Raise the standard. Make PSIA cert the best in the world. Make it so attractive that the world wants to be PSIA certified. Hire and retain pros and pay them to train, travel and gain experience, learn languages, make SS visible mountain ambassadors again, have them run the mountain tours, be greeters, work the lift lines with big smiles and bags of goodies, send them into schools for talks etc, get down to the PEOPLE, the grass roots of the customer base.

How does our present business model hinder this objective?

There does not appear to be any value in being a visible ski pro. No in uniform free skiing, (the ski standard is pretty crappy which takes us back to the first answer) No pub talks in the resorts, No real visible in ya face "ski with a pro marketing", No promotions including instructors, No utilisation of instructors "internationality". Its like there is this huge pool of talent being kept in mediocrity by a weird sense of corporate FEAR. It’s like in playing to the masses and trying to have a huge customer base the whole essence of SS has been lost. I do not eat at McDonalds so why would I ski at a Ronald SS ... but I will pay for good Sashimi in an intimate setting!

How do our systems contradict and even sabotage this objective?

The system calls it self PROFESSIONAL yet it is run by people who have worked hard to get out of the pile but seem to be very, very fearful of actually being adventurous. It is like bunches of IT nerds running a people orientated, holiday sport. Lift tickets and lesson prices are so expensive that the CUSTOMER base is discouraged to take time to learn YET the very mediocre SS marketing programs say "hey look everyone can take a lesson" ... if you can afford it. The CUSTOMER just wants to just get out and get their moneys worth on the hill

Is dissatisfaction with the current state sufficient to inspire a vision for the future? What would that vision be? What are the decisive first steps that would be most likely to lead us toward our Vision?

Inspiration will only come when the focus is not on GROWTH but on quality and retention (which creates growth). The future .... More of the same across the board because VISION is not what got most SS management where they are, rather the corporate need for GROWTH and CONTROL. Best example is the growing private Elite SS camps, clinics, Ski Weeks etc that are going gangbusters. Dare I cite the HH enterprise, Mike Dempsey etc?

This thread has some of the PSIA most senior members as well as long time SS management participating BUT all we have really read so far is questions !!!! SS will remain the same because many in resort, SS and PSIA (in Oz too) management do not want to stick their respective heads out of nice safe positions that they paid vast sacrificial dues for. (And I do not blame them one bit)

SS could become a profession but it would take an act of GOD ie. A huge Rocky Mountain Range rising up in the Southern Hemisphere in a country with a stable political system and an affluent population to rival North American …. In short without the ability to practise our SS craft year round SS will always be a part time job undertaken by a vast majority of happy hacks and a few real and very professional full timers.

The best hope for the industry is in Conglomerates running Ski Mountains. The bigger a company is the more vulnerable it is to the labour market and regulation. The best hope for SS is visible small niche marketing programs. How to marry the two conflicting arrangements is the BIG question?

I just worked a week for an office fitout mob in Sydney and for just the skill of commonsense and the ability to keep working I made $150 a day more than my best day at SS (not inc the ever elusive tip) Now that is how I pay the mortgage, child support, school fees and save for retirement. SS is much more fun and personally fulfilling but ….. hey its not reality and never will be without the previously mentioned act of god.

Can the SS product be improved … you bet ya it can.

Oz [img]smile.gif[/img]

Thats my bit from downunder ... but ya all probably know better !

[ April 17, 2002, 10:27 AM: Message edited by: man from oz ]
post #133 of 229
Vail Pilgrims example of self-actualisation is a very true model and one can be quite successful as a ski instructor this way.

What do we learn from this model?

The main point is an instructor requires the full package to be a successful "self-actualizor". There is a HUGE shortage of the correct personality with the whole bag of ski\teaching\hosting skills to become this individual "small business" hence we see the ski skills slip and the people skills become most important.

Why is there a shortage?

Well if you have all the goods to be a successful small businessperson you will probably be doing just that and treating SS as a part time fun thing to do. So the circle goes around until the remuneration attracts the right personalities to become successful self-actualising Ski Instructors.

Oz [img]smile.gif[/img]

Vail contracts state the number of days that must be worked, remuneration scales, benefits, conflict resolution procedures, employment responsibilities, dismissal policies, housing details etc A most professional company indeed. VR workers compo system & Health Care policy is also first class
post #134 of 229
Here's an example of what the PGA does to support it's members:


Sixty-Two Graduates Form Latest GPTP Class to Advance Through PGA Education Center

The PGA of America honored 62 graduates of its Golf Professional Training Program (GPTP) April 6, in a ceremony at PGA Golf Club in Port St. Lucie, Fla.

The GPTP is designed to transform apprentices into multi-skilled PGA Professionals, training them with the knowledge needed to succeed in the golf industry. Comprised of skill-based programs, the GPTP can take from two to seven years to complete.

The program was enhanced in 2001 in response to the move to the PGA Education Center in Port St. Lucie, which now houses all GPTP classes. The $4.5 million PGA Education Center features nine classrooms that can accommodate nearly 400 students, a 1,600-square-foot computer testing and club-repair laboratory, lounges, an office and administrative-support facilities for full-time and adjunct instructors. The Center also hosts workshops and seminars for PGA Professionals throughout the year. Since moving to the PGA Education Center, the GPTP has graduated 250 men and women from 43 states and Germany.
post #135 of 229
Originally posted by nolobolono:
WV Skier,

The PGA lies!!!!

There are 28,500 AASI/PSIA members, making it A BIGGER WORKING SPORTS ORGANIZATION than the PGA.

Let's distinguish the difference it takes to become a PSIA member and a PGA member.

To become a PSIA member, most likely you will be hired at a ski resort then file an application to join PSIA. Then you can begin to take clinics and go through the certification process. It dosen't matter if you work part or full time.

To join the PGA your first step is to pass what is known as a Playing Ability Test (PAT). This is a 36 hole event conducted on one day in which you must shoot no more than 15 over the course rating. The target score for 36 holes is usually about 152 to 154. At any given PAT maybe 20% will pass. I know, I've been through 4 and take my 5th next week. The only judge is your scorecard. In skiing skill terms you have to pass your level 3 (and maybe Trainer's Accredidation) before you can enter the door.

Once you pass a PAT you become eligible to enroll in the PGA's Golf Professional Training Program (GPTP). The GPTP is a three level program consisting of seminars, work experience activities, self study and testing. This program generally takes over three years of active work to complete and covers all facets of golf course management and operations (not just teaching). You will take courses ranging from swing analysis to business management to tournament operations.

After completion of the above mentioned requisites you can be considered for election to the PGA. You have two years to be elected to PGA membership after graduation from the GPTP. One of the requirements for election is primary active employment in the industry, in other words, there aren't a lot of weekend warriors.

The differences between the ski instruction industry and the working PGA are monumental.
post #136 of 229
>>>The ski areas and resorts have a business. They provide recreational opportunities and sell services ranging from equipment rentals to instruction to food and lodging.<<<

VP, does the person at the food counter only get paid if there are customers? Or the rental department? How about the lifties, no one rides the chair, do they get paid? At least they have a booth to duck into when it is sleeting outside while the instructor stands outside in it waiting to maybe get a lesson. If there is a minimal standby renumeration for the instructors, shouldn't that go for other employees?

BTW, only very big resorts pay anyhting at all for standby.

Why I'm even arguing about this is that the whole phylosophical discussion about building repeat customers is just that. So someone from Texas comes to Vail and likes the lesson he gets from XYZ, next year he goes to Heavenly, the following year to Taos and three years hence he comes back to Vail and asks and gets XYZ. Is that, even if there are 20-30 cases like that a year, enough to make an independent go-getter instructor happy?

Or are you counting on skiers from Denver and Eagle?

I was just trying to bring some reality into this thread, as seen by instructors who don't work for Vail or Aspen. Not everyone has it that good.

post #137 of 229
British Nurses have a proffession that is well respected around the world, they have unions too - they still get bad conditions and bad pay. I would rather deal with people in a Leisure activity than the ill and dying.

Many musicians never get the chance to take up what they love as a profession, many more people get the chance with Ski Instruction.

Isn't the bottom line that management run the mountain and there are plenty of people willing to teach skiing? It's an employers market and they are extracting the value out of it. Even if you bring more value into the ski market, will the ski instructors see much of it? To set up a ski resort is a large financial risk why should a company take that risk and then not extract the maximum value?

America is different to Europe on Ski Instruction. The American culture is to maximise profits all the time and it does a very good job of extracting value from many markets (e.g. the oil market). I can't think of another profession where Americans are paid less than other people around the world. Aren't American Ski Instructors just victims of the American culture?

post #138 of 229
Ott, that exactly the point: everyone's reality is different, every area or resort presents differing opportunities. That's why ski instruction will be such a difficult challenge for organized labor.

You're also right that we're very fortunate here. Many instructors have 50 to 100+ days booked with guests who come back year after year, building their vacations around when their instructor is available. And many class students return day after day. That's partially the nature of the business at a destination resort, and partly the result of instructors being successful at their own businesses. But no one starts out that way. Most instructors here began their careers at smaller ski areas, and were blessed with the mobility to exchange one reality for another when opportunity knocked. When they first came here they spent years developing a clientele. The situation here may be very different from your area, but it is no less real.
(Lest you think all is rosy here, be advised the cost of living where the wealthy play is brutally high.)

Of course the burger-flipper and the chair-loader work a schedule of fixed hours for a fixed wage. Such semi-skilled workers provide services an area or resort can't be without. You could have the security of trading a fixed amount of time for a little certain money like they do if you wanted to; most of them can't do what you do. Neither can they (without education and licensing) be doctors or lawyers. Who pays professionals like your doctor when there are no patients? For that matter, who pays the area/resort owner when nobody comes skiing?

It's very unfortunate if there's not enough difference in your pay to compensate you for taking the risk to be a professional rather than an hourly wage earner--but a union probably won't be able to help you.

We all benefit from the experiences of others to supplement our own limited "reality". Thanks for sharing yours.
post #139 of 229
Thread Starter 
Bravo, VP! Maslow himself could not have offered a better analysis. You be the brand!

Ott, It occurs to me that our two special cases of the NW and Central U.S. have something in common: concession schools. Has entrepreneurism worked to benefit the instructors working for them? Another paradox for the pile, or is commoditization to blame? (When a market has too many sellers for the number of buyers, the sellers must compete on price.)

Oz, I am impressed that you went to the effort of answering all the questions that Oboe wanted. Bravo and thanks. Would I be correct in reading a change of mind in your second post?

I think VP is on to something. Remove the impediments to human blooming, and as the joke goes, Stand back, there's no telling how big it gets.
post #140 of 229
Thread Starter 
Ski & Golf,

I was kidding, right? The PGA doesn't LIE. (And BROWN don't give you pie.)

Thanks for the inside skinny on the PGA. Care to share more? Like what does Joe Average golf pro make in a year or a season? What does it cost to join? What are annual dues? Are there continuing educational requirements?

I'm sure you have been asked these questions before (maybe even by me) but the answers are buried. Please indulge us again.

Are all the 27,000 PGA members employed? Is there a retired status, as in our profession? What's the full-time/part-time ratio? What's the ratio of touring to teaching pros?

Or, as Ott say, whatever...I'm interested in knowing more about the Real Story.
post #141 of 229
Thread Starter 
WV skier said something that caught my eye, and in fact made me salivate a bit:

"The $4.5 million PGA Education Center..."

[ April 17, 2002, 06:27 PM: Message edited by: nolobolono ]
post #142 of 229
You know, I think all this discussion on change really tracks to the "Movement".

I think it does.

As far as I can tell, I think everyone was pretty darn happy that nothing had changed, for a long time. After all, it's fun to get dressed up and go to awards dinners and fund raisers.

You all are asking for a new model?
"Psst. It's already happened"!

And, I have to now inform you all that in this little party, Mrs. Malaprop was played by the gang!


[ April 17, 2002, 06:26 PM: Message edited by: SCSA ]
post #143 of 229
There are lots of models, always have been, always will be.
post #144 of 229
GEEEZZ!! This just clarified something. There is a fitness certification specialty that cost about $1,000 . Golf Conditioning Specialist.

No such certification exists for Ski Conditioning. But if PGA has that kind of budget, that would explain alot!
post #145 of 229
Thread Starter 
Are you saying that we have been polishing the brass whilst the cruise liner was o'ertaken by a band of scurvy knaves whose name for themselves makes such a terrible acronym that they surely must receive many strange phone calls from angry women?

Let's do the drill, SCSA: How many members? How many candidates for exams? How many member schools? When the situation gets competitive, let us know.
post #146 of 229
VP, since you are new here, let me give you a little background on myself. I retired from active ski instructing fifteen years ago after 25 years of teaching. Since my friends at our areas are mostly ski instructors, I kind of keep up with things around there.

So really I'm playing the devil's advocate in this thread, I have no stake in any kind of outcome. And since I was a very early full certified instructor, badge number 325, I was also booked quite heavily but I also saw, and still see a lot of instructors who are never going to make the big time, they get the school groups and kids and never evers. Yet the area needs them far more than the top guns.

So we can go back and forth with this, unions or not, day workers or not, but in thirty years the pay has gone from $13/hr to $15/hr and there are few tippers in this region.

And throughout the central region, most of the eastern region and a lot of the rest of the country it is not much better.

So please don't think that I care so much about the instructors lot, yet I do care.

post #147 of 229

I am not sure what you mean when you say a change of heart?

The "small business" based instructor RETAINS clients but they do not attract them in any real "focus marketed" way. SS do not have "in your face" SS marketing programs … they have "owe yeh come to this resort and we have really good instructors as well".

Working as an individual business under the umbrella of a large SS is one of the best ways to have a holistically rewarding on the hill ski instructing “career". This however is most probably only true in large international destination resorts with high income cliental. For a career instructor to be financially successful they must be located within the correct environment.

Why are there so many Visa instructors in these major destination resorts ... ?

a) they are holistically career instructors
b) It would appear that US instructors are reluctant to relocate for their professed career. Destination resorts have US instructors flying in from all over to work part time BUT that is the problem ... PART TIME, for fun and some ski holiday dollars. The major destination resorts cannot attract\retain career US instructors yet promote the “self-actualising” instructor model. This model is based on being the complete PROFESSIONAL yet there is no real PROFESSIONAL support for the true PROFESSIONAL but hey we love you very vocal part timers. The US industry needs to address that on a local level urgently.

I still firmly believe that the standard must be set higher and the best incentive for that is personal\financial. A full cert must gain experience in other countries, must be the best skiers on the hill, must be schooled in the "personality of the customer" and must be rewarded for commitment. The seniority prestige & remuneration differentiation from LvI to LvII to LvIII is just not big enough. You can come to a resort as a lifty and within a week be teaching kids on the hill in SS uniform. That is WRONG. It is a very big disincentive for instructors to strive to be the best; except of course to get out of teaching kids, which again works against the whole PROFESSIONAL tag.

Does anyone have any comments on my point that large ski companies need to run niche ski schools a whole lot better? We must increase the "must do" factor of ski excellence for all and so get some “pizzazz” back into the RETAINED customer base so that they self promote SKIING excellence as a worthwhile life goal and help us GROW the business of excellence instead of McDonalds skiing.

Have a look at Snowboard Outreach Program; maybe start a jobs scholarship program in under privileged areas. PAID TRAINING !!! Get out and market instead of waiting at the gate for the semi retired, happy paid holiday crowd to come along and ask for a PART TIME job teaching skiing.

PROFESSIONALS need to be CREATED and there are some excellent local role models out their in SS its just that the SYSTEM squashes them down so that they only look out for themselves. (For very good reasons)

SCSA again alludes to a very good point. That of maintaining the status quo to protect hard won management, "prestige" jobs. In short this thread is about "the good of all" yet the actual PSIA & SS management (broadly speaking) is about "personal prestige”. TRUE Believers are needed NOW!

Have a look at who is very successful in Ski Instructing Marketing at the moment and ask WHY!

Rev it UP do not STUFF it down.

Oz [img]smile.gif[/img]
post #148 of 229
>>the actual PSIA & SS management (broadly speaking) is about "personal prestige”. TRUE Believers are needed NOW!<<

Do you honestly feel that all PSIA and SS managment are involved for purely ego motivated reasons? Certainly that is true in some cases, as with MANY professions. However, I can tell you for sure - that many are involved because they simply LOVE the lifestyle, and are passionate about their jobs. Many actually really hope their sweat and blood pays off in improving the lives of instructors, and students.

True believers? I think this is about facts, deeds, actions, and measurable results. Not beLIEfs.
post #149 of 229

Let's do the drill, SCSA: How many members? How many candidates for exams? How many member schools? When the situation gets competitive, let us know.
Do you not see this attitude is part of the problem. The customers are being stolen right out from under the "status quo" nose. Any company\organisation that rests so firmly on its laurels dies a slow painful death. This is a USA business staple. This attitude is where the SS program opportunities are coming from as we speak. (type)

Organisational smugness is easily just strolled around by a little astuteness and some sharp marketing.

Do not be fooled. Big resorts will show no loyalty to the establishment if market share is threatened and little ones will do whatever they have to survive.

Oz [img]smile.gif[/img]


[ April 17, 2002, 08:04 PM: Message edited by: man from oz ]
post #150 of 229

I agree with all of your last post.

The heart of many is in this business BUT to grow the business the heart is required to be more pragmatic in the face of change. Somewhere certain business toughness needs to come in so as to produce more tangible benefits for instructors across the board.

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