Michael MacNair

Mike began his travel career in the early 1980’s, working for Hilton Hotels, a European tour operator, an international airline, and a major Washington area travel company. In 1989, he and his wife opened MacNair Travel, which now employs about 50 people. Mike has been recognized as an industry spokesperson and transformer.

the ceo magazine, delegation

CEOs have ideas. A lot of ideas, because we have a higher, and overall vision of what is going on in our organizations. Ideas that can, and do get shared with the great people we have surrounded ourselves with. What happens next with these ideas can make or break the pace of your progress.

With all the forms of communication we have out there you would think the world would be communicating better. We all know that is not true. Because we can communicate in so many ways, many of our communications aren’t complete, clear, or effective. We can type a quick text or send a quick email and get the communication off our desks or out of our heads. Often the message is incomplete and/or misleading. Then, because we are all communicating at a faster pace because of these tools, the volume that goes outbound and comes to us inbound gets us all overwhelmed and less attentive. I am probably not telling you anything you don’t already know.

the ceo magazine, sales

Let me start by saying that if you are thinking of the “wrong” customers as the ones who are mean, hard to handle, and treat you disrespectfully, then just call them tomorrow and ask them to move on. These aren’t the wrong customers, they are bad customers. What I am talking about here are the wrong customers versus the right customers. The wrong customers are the ones you serve that do not take full advantage of your value proposition and simply disrupt your ability to focus on the right ones.

I can't say that I have learned and applied the following tips throughout the 25 years I have been in business as the founder of MacNair Travel Management, but like my other hobbies such as mountaineering, skills are built with experience. I recently trekked to Everest Base Camp in the Himalayas – a mere 18,500 feet – and in doing so I reflected on the parallels between running a successful business and mountaineering. Three key areas that translate are: Aim High, Climb High, and Be High. The club of those brave souls that have summited Everest is smaller than the club of business owners who have been successful for 25 years or more, but they are both quite a challenge involving a great deal of dedication, skill, and endurance.  Some of the key parallels skills include:



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