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Deposit Photos HE SKI INDUSTRY IS OPERATING IN AN ERA OF CHANGE.

Technological advancements, the rise of big data, climate
Tchange, shifts in societal values, and different guest and
employee expectations are some of the trends that are con-
tributing to an increasingly complex and dynamic operating
environment. Throw in growing competition, a tight labor

market, and retirement at the senior management level, and
it becomes clear that training and retaining effective leaders
for the future is of paramount importance.

But how do you identify which employees to develop?
How do you train and motivate these employees? What
skills should you focus on? These are all common questions
from ski areas seeking to implement leadership development
programs. Here are some key points to consider alongside
insight from both senior managers and up-and-coming
employees on what they think is most important for successful
leadership development in today’s operating environment.

THE EXPECTATIONS OF THE WORKFORCE ARE CHANGING
The leadership skills and capabilities required today are dif-
ferent from those that have helped bring about success in the
past, and so too are the expectations of the next generation of
leaders. While everyone places value in a work environment
that is fun, supportive, and respectful, these next generation
leaders also value clear and transparent communication and
work/life balance. Meghan Wilcock, Marketing Manager at
Mount Snow, explains that “Work is important and valuable,
but having managers who respect that I can work hard for a
reasonable amount of hours, and then respect my time off,
TRAINING is what I consider healthy.” That, combined with a culture

emphasizing that “we’re all on the same team,” is what many
up-and-coming employees feel makes for a more positive and

RETAINING productive work environment.
Up-and-coming employees are also passionate about
By Natalie Ooi making a difference in the industry that they love. In order
to do this, they need opportunities to develop their skills to
the next generation of better prepare them for future uncertainties and challenges.
Garrett Lang, Mountain Venue Operations Manager at Deer
Valley Resort, noted that “[to be successful] you need to be
an employee with a diverse skillset willing to take on any task
to create your own opportunities.”
“What would be helpful,” Lang said, “is greater sup-
port and opportunities for professional and personal growth
to help develop this diverse skillset and gain a more holistic
understanding of the ski industry.” This is a common senti-
ment shared among up-and-coming employees, as they try to
envision a future for themselves within the industry.

64 | NSAA JOURNAL | SUMMER 2019