WHAT IS LEADERSHIP

At the most basic level, a leader is someone who leads other. But what makes someone a leader? What is it about being a leader that some people understand and use to their advantage? What can you do to be a leader? Here's what you need to know and do.

A leader is a person who has a vision, a drive and a commitment to achieve that vision, and the skills to make it happen. Let's look at each of those in detail.

The Leader's Vision

A leader has a vision. Leaders see a problem that needs to be fixed or a goal that needs to be achieved. It may be something that no one else sees or simply something that no one else wants to tackle. Whatever it is, it is the focus of the leader's attention and they attack it with a single-minded determination.

Whether the goal is to double the company's annual sales, develop a product that will solve a certain problem, or start a company that can achieve the leader's dream, the leader always has a clear target in mind. This is a big picture sort of thing, not the process improvement that reduces errors by 2% but the new manufacturing process that completely eliminates the step that caused the errors. It is the new product that makes people say "why didn't I think of that", not just a toaster that lets you select the degree of darkness of the toast. Edison did not set out to build a better candle, he wanted to find a whole new way to illuminate the darkness. That's the kind of vision a leader has.

The Drive To See It Through

It is not enough to just have a vision. Lots of people see things that should be done, things that should be fixed, great step forward that could be taken. What makes leaders different is that they act. They take the steps to achieve their vision.

Is it a passion for the idea, an inner sense of drive, or some sense of commitment? Whatever it is, it is the strength that lets leaders move their vision forward despite all the obstacles, despite all the people saying it can't be done, it's too costly, we tried that before, or a dozen other excuses. The true leader perseveres and moves forward.

Trait And Skills A Leader Must Have

There are things that set leaders apart from other people. Some people are born with these characteristics. Others develop them as they improve as leaders. These are not magic bullets. They are things you can do and be if you want to be a leader.

Traits Of A Leader

There are as many traits of a leader as there ae lists of what makes a leader. Here are the fundamental traits of a leader from my perspective:

Has integrity. People have to believe that you are pursuing your dream because it's the right thing to do, not just because you are ego driven.

Is a people person. Understands the differences that make people unique and is able to use those individual skills to achieve the goal.

Is positive. A leader encourages and rewards people and makes you want to do it and do it right. A leader is not a negative person and doesn't waste time and effort tellng everyone what they're doing wrong.

Leadership Skills

Beyond the personal traits of a leader, there are specific skills someone must master if they want to be a leader.

Effective communication - it's more than just being able to speak and write. A leader's communication must move people to work toward the goal the leader has chosen.

Motivation - a leader has to be able to motivate everyone to contribute. Each of us has different "buttons". A leader knows how to push the right buttons on everyone to make them really want to do their best to achieve the leader's goal.

Planning - the leader has a plan to achieve the goal. He/she doesn't get too bogged down in the details, that's what managers are for, but rather uses a high level plan to keep everyone moving together toward the goal.

Bottom Line

Leaders dream dreams. They refuse to let anyone or anything get in the way of achieving those dreams. They are realistic, but unrelenting. They are polite, but insistent. The constantly and consistently drive forward toward their goal. You can be a leader. You will be - when it matters enough to you.

Job Description of Hotel Department

HUMAN RESOUCE DEVELOPMENT

The Human Resources Director guides and manages the overall provision of Human Resources services, policies, and programs for the entire company. The major areas directed are:

• recruiting and staffing;
• organizational and space planning;
• performance management and improvement systems;
• organization development;
• employment and compliance to regulatory concerns;
• employee orientation, development, and training;
• policy development and documentation;
• employee relations;
• company-wide committee facilitation;
• company employee and community communication;
• compensation and benefits administration;
• employee safety, welfare, wellness and health;
• charitable giving; and
• employee services and counseling.

(Note: Depending on your organization's needs, the Human Resources Director often directs administration, including reception, and may even be responsible for facility security and upkeep in addition to space planning.)

The Human Resources Director originates and leads Human Resources practices and objectives that will provide an employee-oriented, high performance culture that emphasizes empowerment, quality, productivity and standards, goal attainment, and the recruitment and ongoing development of a superior workforce.

The Human Resources Director coordinates implementation of services, policies, and programs through Human Resources staff; reports to the CEO and serves on the executive management team; and assists and advises company managers about Human Resources issues.

FOOD AND BEVERAGE 

The food and beverage division is responsible for all of the dining rooms, restaurant - bars, bars, the galleys (kitchens), clean up and provisions. The Food and Beverage Director runs this department. The dining room manager, or maitre d', takes care of seating arrangements, service, and oversees the wait staff for the main restaurant (dining room). 

Under the maitre d' are the head waiters, and each of them is responsible for several waiters and busboys. Even though waiters and busboys are considered entry level positions, many cruise ships prefer those with previous experience from a restaurant or hotel dining room on their resume / CV.

Depending on the size of the cruise ship, there may be several bars, and the service of drinks is a popular job on board. Bartenders, wine stewards and cocktail waitresses/waiters must usually have prior experience.

The Food and Beverage Department on a cruise ship offers the following restaurant jobs: Maitre D' / Restaurant Manager, Dining Room Head Waiter / Waitress, Dining Room Waiter / Waitress, Dining Room Assistant Waiter / Waitress, Dining Room Junior Waiter / Waitress , Cocktail Waitress / Waiter, Bartender, Buffet Steward / Stewardess.

Buffet Steward / Stewardess (serving meals, drinks, cleaning tables) - No experience required, some experience preferred. Basic English Language knowledge required. Strong possibilities for promotion to Bar Steward, Junior Waiter, Assistant Waiter and Waiter.

Bar Accountant (responsible for accounting procedures of the bar department) - accounting background and / or education required.

Bartender (responsible for serving alcoholic beverages to passengers inlounges and on decks) - Some experience required. Good English Language skills required.

Bar Stewards/ Stewardess (responsible for serving alcoholic beverages to passengers in lounges and on decks) - Some experience required. Good English Language skills required. Possibilities for promotion to Bartender.

Bar Boy / Bar Utility (responsible for cleanliness of lounges and re-stocking bar supplies) - no experience required, entry level position. Very basic English Language skills required. Possibilities for promotion to Bar Steward.

Dining Room Junior Waiter / Waitress (assisting dining room assistant waiters, serving meals and drinks) - Some experience required. Fare English Language skills required. Possibilities for promotion to Dining Room Assistant Waiter.

Dining Room Assistant Waiter / Waitress (assisting dining room waiters in the food and beverage service, serve passengers as directed by the waiter) - Experience required. Good English Language skills required. Possibilities for promotion to Dining Room Waiter.

Dining Room Waiter (serving passengers, explain the dishes, make recommendations, supervise assistant waiters assigned to their tables) - lots of experience and fluent English Language skills required. Possibilities for promotion to Dining Room Head Waiter.

Dining Room Head Waiter (responsible for a certain serving station in the dining room, supervises all waiters) - lots of restaurant and prior cruise ship experience in related position required. Fluent English Language skills required.

Maitre D'/Restaurant Manager - takes care of seating arrangements, service, and oversees the wait staff for the dining room. Under the maitre d' are the head waiters, and each of them is responsible for several waiters and busboys. Fluent English Language skills required.

ACCOUNTING

Prepare, examine, and analyze accounting records, financial statements, and other financial reports to assess accuracy, completeness, and conformance to reporting and procedural standards.

Compute taxes owed and prepare tax returns, ensuring compliance with payment, reporting and other tax requirements.

Analyze business operations, trends, costs, revenues, financial commitments, and obligations, to project future revenues and expenses or to provide advice.

Report to management regarding the finances of establishment.

Establish tables of accounts, and assign entries to proper accounts.

Develop, maintain, and analyze budgets, preparing periodic reports that compare budgeted costs to actual costs.

Develop, implement, modify, and document recordkeeping and accounting systems, making use of current computer technology.

Prepare forms and manuals for accounting and bookkeeping personnel, and direct their work activities.

Survey operations to ascertain accounting needs and to recommend, develop, and maintain solutions to business and financial problems.

Work as Internal Revenue Service agents.

Advise management about issues such as resource utilization, tax strategies, and the assumptions underlying budget forecasts.

Provide internal and external auditing services for businesses and individuals.

Advise clients in areas such as compensation, employee health care benefits, the design of accounting and data processing systems, and long-range tax and estate plans.

Investigate bankruptcies and other complex financial transactions and prepare reports summarizing the findings.

Represent clients before taxing authorities and provide support during litigation involving financial issues.

Appraise, evaluate, and inventory real property and equipment, recording information such as the property's description, value, and location.

Maintain and examine the records of government agencies.

Serve as bankruptcy trustees and business valuators.

     HOUSEKEEPING

The Housekeeping Department is responsible for:

• Neatness and Cleanliness of all guest rooms and most public areas
• Maintenance of recycled and non-recycled cleaning inventories

Some of the above mentioned functions might however be leased to a concessionaire. In this case, hotel shall still have a housekeeping department but to a minimum number of staff!

The Housekeeping Department is headed by an Executive Housekeeper (sometimes referred to as Housekeeping Manager)

The procedure of cleaning guest rooms by the housekeeping department can be summarized in the following way:

1. Checkout clerk (or cashier) contacts the Housekeeping Department that a room became vacant and needs cleaning!
2. Housekeeping Department updates the room status from occupied to on-change and sends a room maid to clean the room
3. Room maid cleans the room and contacts the housekeeping department back about the latest status and condition of the room (especially for out-of-order and out-of-service!)
4. If the room is Out Of Order for any reason (i.e. Room is extensively dirty, or needs repair!), then the Housekeeping Department deducts that room from those available for sale, until either scheduled to be extensively cleaned or post to the confirmation from the Maintenance Department that the deficiency was repaired!
5. Housekeeping Department sends their inspectors to check whether the stated room has been cleaned to the hotel standards or not!
6. If the room is cleaned to hotel’s standards, the Housekeeping Department shall update the room status from On-Change to Clean and Available for Sale and communicate this to the Front Office Department!
7. If the room is not cleaned to hotel standards, inspectors communicate to the Housekeeping Department that the room shall be cleaned again!

FRONT OFFICE

The job of a front desk executive is to attend calls, attend to the clients, answer their queries, and perform some general office work duties.

Front office executives also termed as Receptionists. They play a very vital role in the office as they provide the first impression to clients and customers who come to the organization.

They act as a middleware between the organization and clients or visitors. The job roles and responsibilities vary from company to company to some extent but on the whole all front office executives share similar kind of duties and responsibilities.

One of the prime duties of a receptionist is to attend to all the telephone calls. They have to answer to all the information requested by the customers, clients or vendors. They have to provide accurate information to the customers.

A front office executive not only has to answer the queries on the phone but also must attend to the clients who walk into the organization. Listen to them very attentively and respond to their requests.

They have to have good communication skills. They should have a good command over English along with local languages and must be able to convey the information clearly to the customers.

The front desk executive must be very stress tolerant and must have the ability to handle any kind of complex situation or clients when confronted with in the front office. He or she has the responsibility to report any kind of incidents to the higher level authorities of the company.

ADVANTAGES BENEFITS OF PLANNING

1.       Provide a sense of direction.

Without planning manager would fail to make proper decisions , and hance there would be chaos ,not activity in the organisation. Planing desired decision making and efforts on guided path leading to the desired destination.

2.      Offsets (balance ) future uncertainty and change.

Uncertainty and risk are inevitably associated with business and its operations. Through planing cannot eliminate these two element plans of nature and risk because they provide a better understanding of likely future events.

3.      Focuses attention on objective and results.

Organisation exists because people have common objective. Managers are charge of organisation for the purpose of attaining results .if attention are not focused on objective and results.

4.      Causes efficient operations.

Planing make things occur ,improves the competitive strength of the organisation, guides proper utilisation channels for resources and facilities integrates resources and efforts, aligns internal and external environment

5.      Provides the basis for decentralization

Decentralisation of authority signifies dispersal of decision making power to the lowest level in the organisation .Well-designed plans serve as guides to subordinates and reduce the risk involved in delegation of authority.

6.       Guides Rational decision making

Decisions are primarily future oriented .plans cover to the future activities without plans there is no sound basis for making future oriented decision.

WHAT IS PLANNING?

Planning is one of the most important project management and time management techniques. Planning is preparing a sequence of action steps to achieve some specific goal. If you do it effectively, you can reduce much the necessary time and effort of achieving the goal.

A plan is like a map. When following a plan, you can always see how much you have progressed towards your project goal and how far you are from your destination. Knowing where you are is essential for making good decisions on where to go or what to do next.

One more reason why you need planning is again the 80/20 Rule. It is well established that for unstructured activities 80 percent of the effort give less than 20 percent of the valuable outcome. You either spend much time on deciding what to do next, or you are taking many unnecessary, unfocused, and inefficient steps.

Planning is also crucial for meeting your needs during each action step with your time, money, or other resources. With careful planning you often can see if at some point you are likely to face a problem. It is much easier to adjust your plan to avoid or smoothen a coming crisis, rather than to deal with the crisis when it comes unexpected.

Strategic management is a field that deals with the major intended and emergent initiatives taken by general managers on behalf of owners, involving utilization of resources, to enhance the performance of firms in their external environments. It entails specifying the organization's mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.

Strategic management is a level of managerial activity under setting goals and over Tactics. Strategic management provides overall direction to the enterprise and is closely related to the field ofOrganization Studies.

Operations management is an area of management concerned with overseeing, designing, and redesigning business operations in the production of goods and/or services. It involves the responsibility of ensuring that business operations are efficient in terms of using as little resources as needed, and effective in terms of meeting customer requirements. It is concerned with managing the process that converts inputs (in the forms of materials, labor, and energy) into outputs (in the form of goods and/or services). The relationship of operations management to senior management in commercial contexts can be compared to the relationship of line officers to the highest-level senior officers in military science. The highest-level officers shape the strategy and revise it over time, while the line officers make tactical decisions in support of carrying out the strategy. In business as in military affairs, the boundaries between levels are not always distinct; tactical information dynamically informs strategy, and individual people often move between roles over time.

Example of operational planning (from middle to top) Operational planning guides the Department in setting priorities and accomplishing what needs to be done to fulfill our mission. It assists DPR management in implementing, monitoring, and budgeting program activities within and across reporting units. (A reporting unit is a branch within a division or an office within the Executive Office.) In this way, operational planning ensures that program activities are best positioned to achieve strategic results.

We use operational planning to identify the responsibilities and resources needed to accomplish Department priorities this fiscal year, and as a measure of our accomplishments. Since our responsibilities and resources are not static, we must periodically update our plans to address changing program needs. Branch Chiefs and Assistant Directors meet at least twice a year with the Director and Chief Deputy Director to discuss progress on performance goals, and possible adjustments of priorities and workload.

HOW TO MOTIVATE OUR STAFF

It is a costly mistake to get lost in the false theory that more money equals happy employees.

Believing this is costing you valuable time, revenue, employees...and even threatening your own job. Cash will always be a major factor in motivating people and a solid compensation plan is critical to attracting and keeping key personnel. But the key is that additional cash is not always the only answer and in many cases not even the best answer.

Too many bonus or commission checks get cashed, spent and forgotten just that quickly. Grocery stores and gasoline stations are among the necessary stops that
seem to get in the way of using your extra cash on something special for you.

One alternative to giving commissions or bonus dollars is to give gifts through a catalog point system.

The company you choose will provide you with catalogs, price sheets and point checks at no charge. The structure for your bonus plan can remain the same but instead of awarding cash to your employees you award equivalent points. Those points may then be used to purchase an enormous variety of gifts or travel plans from the catalog.

The stimulation involved is long-lasting. It begins with the employee being able to browse the catalog choosing what they will strive to earn. The catalog acts as a tangible reminder of their goal. The gift itself will last as evidence of their achievements.

Whenever I have implemented this program, the employees are overwhelmingly in favor of the point system as opposed to cash. This type of program is very popular with employees because they purchase things they would never normally have the "money" to afford.

·         Recognition/Attention. When your employees accomplish something they have achieved something. Your recognition is appreciation for that achievement. I believe that most managers don't give enough recognition because they don't get enough. Therefore, it doesn't come natural to do it. If this applies to you, you need to drop this excuse like a bad habit! Become a giver! Look at the price. Recognition is free!

·         Applause. A form of recognition yes, but a very specific form. Physically applaud your people by giving them a round of applause for specific achievements. Where? When? The answer is wherever and whenever. At meetings or company-sponsored social gatherings, a luncheon, or in the office. At the end of a shift, before a shift, and whenever possible in the middle of a shift.

·         Using plaques or trophies is another effective way of applauding your people. Although "wooden applause" is often successfully used in the form of Employee of the Month plaques, more creative ideas are sorely underutilized. Take the time to be creative, matching special accomplishments with unique awards.

·         One-on-One Coaching. Coaching is employee development. Your only cost is time. Time means you care. And remember your people don't care how much you know... until they know how much you care.

·         Whenever the emphasis is on positive feedback, I make sure to do this coaching in "public." Whenever you recognize and encourage people in "public," it acts as a natural stimulant for others who are close enough to see or hear what's taking place.

·         Training. Is training ever finished? Can you possibly overtrain? NO and NO. For whatever reasons, too many people feel "My people have already been trained" or "I've got good people...they only need a little training." But training never ends. Schedule "tune- up" training sessions. These should be led by you or by a supervisor with help from specific employees who show a particular strength in the skills taught. I know this takes time, but these types of training sessions will continually enhance the performance of your people and the productivity of your business.

·         Career Path. Your employees need to know what is potentially ahead for them, what opportunities there are for growth. This issue is a sometimes forgotten ingredient as to the importance it plays in the overall motivation of people.

·         Set career paths within your organization. Do you promote from within? I hope you can answer yes to that. Although specific circumstances require you to look for talent outside your company you should always first consider internal personnel. If you do this you are sending a very positive message to every one that there are indeed further career opportunities within your organization.

·         Job Titles. When you talk about job titles you are tapping the self-esteem of people. How someone feels about the way they are perceived in the workforce is a critical component to overall attitude and morale. Picture a social gathering that includes some of your staff. The subject of work inevitably comes up. Will your people be proud, or embarrassed, to share their title and workplace? The importance of feeling proud of who you are and what you do is monumental.

·         Be creative as you think of possibilities for titles. Have your staff come up with ideas giving them input into the titles. Bottom line, you are dealing with pride...and pride enhances a positive attitude...and a positive attitude is the foundation for continuing success.

·         Good Work Environment. A recent industry study shows just how inaccurate your results can be. Employers were asked to rank what they thought motivated their people
and then employees were asked to rank what really did motivate them.

·         Employers felt "working conditions" was a nine (or next to last) in terms of importance. What did the employees say? Number two! Working conditions are very important to the way employees feel about where they work.

·         Cosmetically, does your office look nice? Are there pictures on the walls, plants and fresh paint among other features that generally make people feel good about their environment? Does their work space have enough room or are they cramped in a "sardine can?" What about furniture? Is the desk the right size, chair comfortable? Is there file space and do they have the miscellaneous office supplies needed for maximum performance? Is the temperature regulated properly so they don't feel they're in the Amazon jungle one minute and the North Pole the next?

·         On-the-Spot Praise. This too is associated with recognition but the key here is timing. When there is a reason for praising someone don't put it off for any reason! Promptness equals effectiveness. Praise people when the achievement is fresh on everyone's mind.

·         What is effective is for us to get off our keisters and go out and tell whoever it is what a great presentation it was or applaud them for the sale...praise them promptly for what they accomplished or achieved! Don't allow time to creep in and snatch away any ounce of the positive impact that praise can have when it is delivered promptly.

·         Leadership Roles. Give your people leadership roles to reward their performance and also to help you identify future promotable people. Most people are stimulated by leadership roles even in spot appearances. For example, when visitors come to your workplace use this opportunity to allow an employee to take the role of visitors guide.

·         A great place to hand out leadership roles is to allow your people to lead brief meetings. Utilize your employees' strengths and skills by setting up "tune up" training sessions and let one of your employees lead the training. The best time to do this is when new people start.

·         Or, assign a meeting leader after someone has attended an outside seminar or workshop. Have them lead a post show, briefing the other employees regarding seminar content and highlights.

·         Have your employees help you lead a project team to improve internal processes.

·         Team Spirit. Have a picture taken on your entire staff (including you!), have it enlarged and hang it in a visible spot. Most people like to physically see themselves as part of a group or team.

·         When running contests in your area, try to create contests and affiliated activity that are team driven. People driving to reach goals together definitely enhance team spirit solely because they must lean upon others and be prepared to be leaned on.

·         One very effective idea for me has been building a collage of creative ideas with the "Team" theme. All employees are responsible for submitting a phrase referring to TEAM on a weekly rotation. Each of these ideas (such as TEAM: Total Enthusiasm of All Members or There is no I in Team) is placed on a wall, creating a collage of Team-oriented phrases. Don't have one person responsible for this...do it as a team.

·         Executive Recognition. This is the secret weapon. And like any secret weapon, timing is most critical. If this is used too often the value is diminished. And if it is used only for special occasions and rare achievements the value is escalated. We talked earlier about general recognition and the positive impact that has on your people. That will go up a few notches when it comes from an executive. Some of the same vehicles can be used here such as memos and voice mail. To add yet another level of stimulation, have an executive either personally call to congratulate someone (or a group) or even show up in person to shake hands and express his or her appreciation.

·         Social Gatherings. Scheduled offsite events enhance bonding which in turn helps team spirit, which ultimately impacts your positive work environment. Halloween costume parties, picnics on July 4th, Memorial Day or Labor Day, and Christmas parties are only some of the ideas that successfully bring people together for an enjoyable time. Some others that I've used with equal success are softball games (against other companies or among employees, depending on staff size), groups going putt-putt golfing or movie madness.

·         Casual Dress Day. This will apply more to the Business-to-Business world based on the difference in normal dress codes from the Business-to-Consumer arena. For those required to "dress business" every day a casual day becomes a popular desire. Use holidays to create theme color casual days such as red and green before Christmas or red, white and blue before July 4th, or black and orange prior to Halloween. This will add to the impact you're trying to have by calling a casual day in the first place. Establish pre-vacation casual days for each individual employee to enjoy on the day before his or her vacation.

·         Major sports events are a perfect opportunity for casual days to support your local or favorite team with appropriate colors, buttons, and logo wear. Spontaneous casual days produce a lot or stimulation based on the element of surprise. Announce a casual dress day for the following work day "just because." Use individual or team casual dress days as contest prizes or awards for specific accomplishment.

·         Time Off. Implement contests that earn time off. People will compete for 15 minutes or 1/2 hour off just as hard as they will for a cash award. And in many cases, I have had people pick time off over cash when given the choice. Put goals in place (padded of course) and when these goals are reached by individuals, teams or the entire staff, reward them with time off. Allow early dismissals, late arrivals, and extended lunch periods or additional breaks.

·         Outside Seminars. Outside seminars are a stimulating break. Because outside seminars are not always cost efficient for most people, consider on-site seminars or workshops for your staff. Use outside seminars as a contest prize for one or two people. Then set up a structured plan for those seminar attendees to briefly recreate the seminar to the rest of your people when they return. Now everyone gets educated for the price of one.

·         Additional Responsibility. There are definitely employees in your organization who are begging for and can handle additional responsibility. Our job as managers is to identify who they are and if possible match responsibilities to their strengths and desires.

·         Theme Contests. Over the years my contests have produced up to 170% increase in performance. But equally as important, they've helped maintain positive environments that have reduced employee turnover by 400%.

·         Overall the most successful contests seem to be those affiliated with different themes. Holidays, anniversaries, sports and culture are examples of ideas to base contests on. Sports, without a doubt, provide the largest opportunity for a wide variety of contests. Even Culture can be used to create theme contest. My favorite is using the '50s and '60s as a theme for a contest that I run at least once a year.

·         Stress Management. There are many articles and books available on the subject. Make this reference material available to your people. Make sure they know it is available and encourage them to use it.

·         If possible, have an in-house seminar on stress management techniques. So that production time is not lost, you might consider having a brown bag luncheon with a guest speaker on this subject. Because stress is an ongoing concern, anytime is a good time for a seminar like this to take place.

·         Be as flexible as you can with breaks during the course of the day.

·         Pizza/Popcorn/Cookie Days. Every now and then pizza, popcorn, or cookie days will help break up that everyday routine and help people stay motivated. Because it is a natural tendency for people to get excited in anticipation of something, structure some of these days in advance. Then buy some pizzas or different cookies or even whip out some different types of popcorn.

·         Gags and Gimmicks. Use different gimmicks as awards to help inspire performance increases from your people. The key to awards is establishing the perception of priceless value that is associated with them. They should be recognized as status symbols in your environment. Here are some of my ideas