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INTERNATIONAL ASSOCIATION OF PROTOCOL CONSULTANTS® / OFFICERS™ PROFESSIONAL RESOURCES, BOOKS and WEB SITE LINKS How wonderful it is that nobody need wait a single minute before starting to improve the world. Professional Resources A. Educational Relationships - BALDRIGE & LEWRIS IAPC is proud to have established educational relationships with Baldrige & Lewris, The Emily Post Institute and the Protocol & Etiquette Institute that provide our certificants with the following discounts: Contact Baldrige & Lewris at www.BaldrigeLewris.com The Emily Post Institute Business Etiquette Train the Trainer Program for independent or in-house corporate trainers provides participants with the skills, materials, and working knowledge to implement or supplement a professional business etiquette-training program. Peter Post and Cindy Post Senning (IAPC Honorary Members), experienced business etiquette trainers, authors and great-grandchildren of Emily Post, coach participants through an intensive three-day business etiquette curriculum. The Emily Post Institute For more information about The Emily Post Institute, please visit: www.EmilyPost.com. Ms. Dawn Stanyon, Manager of Seminars and Programs, is available for questions and comments via E-mail: dawn@emilypost.com The Protocol and Etiquette Institute’s (P&EI) I. International Business Protocol Train the Trainer Program offers education and expertise to professionals for their own mastery and resume embellishment. These tools are critical for launching new or elevating existing training seminars for navigating today’s rapidly expanding global marketplace. Cherlynn Conetsco (IAPC Charter Member) is among the first to earn the prestigious international designation, Certified Protocol Consultants®, CPC®. She is an author, educator, and trainer with more than two decades of experience in higher-level curriculum design. The Protocol & Etiquette Institute For more information about The Protocol & Etiquette Institute, please visit: www.Protocol-ei.com. Ms. Cherlynn Conetsco, P&EI Co-Founder and Principal, is available for questions and comments via E-mail: Conetsco@aol.com B. Musings By Letitia Musings by Letitia IAPC is pleased to present a wonderful new exclusive member offering by Letitia Baldrige, Baldrige & Lewris www.BaldrigeLewris.com Musings by Letitia is a quarterly chit-chat with our consulting writer on manners and lifestyles. In 500 words or less, she will address a different topic of interest for our members. Members, please note that if you have a burning desire to have her address a specific topic, send it along, and she will try to accommodate you. She will be speaking her mind freely, which she says is the best part about it. Her first topic: When You Put Your Foot in Your Mouth, Eject It Quickly! Protocol is commonly described as a set of international courtesy rules. These well-established and time-honored rules have made it easier for nations and people to live and work together. Part of protocol has always been the acknowledgment of the hierarchical standing of all present. Protocol rules are based on the principles of civility. Civility is a way of human interacting characterized by restraint, respect, and consideration. It can be further defined as a benevolent awareness of others and a willingness to modify one’s behavior for others’ sake. Among the ways civility finds expression are codified—formal—behaviors, such as standing to greet someone or letting someone go first through a doorway. However, at the core of civility is not just pleasant form but ethical substance as well. Protocol, therefore, is a specialized branch of civility: it regulates civil interaction in official settings--it is civil interaction at its most formal. In particular, protocol concerns itself with encounters between and among nations. Displays of respect and deference are part of good international relations. Protocol, as the code of such displays, is needed by anyone dealing with diplomacy. Besides government, organizations of all kinds honor with formality and attention to detail all-important professional encounters. In fact, many companies have established their own rules of protocol as part of their culture to ensure smooth daily operations. By Dr. P.M. Forni on behalf of the International Association of Protocol Consultants for the Convention Industry Council International Manual, 1st Edition. ### The following article was written in celebration of IAPC's premier issue of Protocol Today™, the newsletter of the International Association of Protocol Consultants®. Ethical Action and Relational Competence – Why Manners and Civility are Good On behalf of all IAPC members, thank you, Dr. Forni, for your congratulatory remarks and your best wishes for many years of success. Your statement that IAPC is poised to do excellent professional work in the field of social competence are appreciated. --- IAPC's Board of Directors Two guiding notions of my work on civility have not changed and I doubt that they will any time soon. The first is that life is a relational experience. We do not live in a vacuum. We live among others, we depend on others, and we seek comfort and life meaning in others. Our very individual identities, sanity, and health are shaped by others’ presence in our lives. The quality of our lives depends, to a large extent, on the quality of our relationships. The second notion is a logical consequence of the first. If we agree that life is relational, if we agree that by bettering our relationships we better the quality of our lives, then it makes sense to acquire relational competence. It makes sense to find ways of becoming good at being with others. The rules of civility and good manners give us a basic, time-proven, and effective code of relational competence. Manners and civility are not trivial matters. Consider the etymology of these two words. At the root of ‘manners’, we find the notion of ‘hand’. It is the Latin word for hand, manus, which produced English words such as ‘manuscript’ and ‘manners.’ Manners are about how we use our hands. Having good manners means handling others with care. Civility is linked to the Latin word civitas, which meant ‘city’ and ‘community.’ Thus, civility implies a larger social concern. When we are civil we are members in good standing of a community, we are good neighbors and good citizens. Whether we look at the core of manners or at that of civility, we discern not only pleasant form but ethical substance as well. It is largely through having good manners that we put into everyday practice the Principle of Respect for Persons—the principle upon which ethical systems are built. It is through them that we become ethical agents. Civility and manners are kinds of goodness. As we act ethically, we transcend but also nurture ourselves. The quality of our own lives improves together with the quality of the lives we improve. Self-interest and altruism find a way to converge in the practice of civility. Kindness makes life better for those who give it and those who receive it. We are not born civil. Civility is a code of behavior acquired by learning from others and by constant practicing. For the sake of our communities and ourselves, let us teach, let us learn, and let us practice. ### IAPC’s Board of Directors are pleased to announce that Dr. P.M. Forni's book 'Choosing Civility: The 25 Rules of Considerate Conduct' has been selected as required reading for our Executive Education Programs: We wish to also congratulate Dr. Forni on Muskingum College having selected 'Choosing Civility' as the common reading text for its First Year Seminar classes in the fall 2005. For the past several years, Professor P.M. Forni has been working on the meaning of civility and good manners and on their function in today’s life. In 1997 he co-founded the Johns Hopkins Civility Project, and in 2002 St. Martin’s Press published his book “Choosing Civility: The 25 Rules of Considerate Conduct.” He has been an expert source for, among others, ABC’s World News Tonight, The New York Times, The Washington Post, and The Times of London. The Other Side of Civility In which the university's expert on all things civil (politely) argues that our good manners aren't just good for others — they're good for us, too. Tom, a supervisor from marketing, notifies Rob that he has been unhappy for a while with Rob's teamwork. Rob eventually complains to Tom's boss that he is being singled out unfairly by his incompetent supervisor. Things come to a head in the company's cafeteria when Tom accuses Rob of disloyalty and end-running. As anger-laced words fly back and forth, a cascade of catecholamines is released into Tom and Rob's brains and bloodstreams. Catecholamines are hormones and neurotransmitters that, together with the stress hormone cortisol, are main factors in the stress response. They mobilize the body's resources in the presence of perceived danger. As Tom and Rob raise their voices, they are totally under the influence of these endogenous chemicals. From dilation of the pupils to more of their blood being sent to their brains, hearts, and muscles, to glycogen being broken down to glucose in their bloodstreams for fuel, they are in full fight-or-flight alert. This activation of their bodies' emergency systems, however, is not without a price. Neurochemicals such as epinephrine, norepinephrine, and cortisol increase blood pressure, sometimes to dangerously high levels. They affect the metabolism of cholesterol and triglycerides, which contribute to atherosclerosis. Well known to weaken the immune system, they block the activity of the macrophages (the killers of tumor cells). Although one catecholamine-assisted altercation will not kill Tom or Rob, a repeated engagement of their stress response will add substantially to the wear and tear of their organs and blood vessels. If they find themselves often in the grip of hostility and anger, they may sooner or later face serious cardiovascular disease and other ailments. One of the wisest things Tom and Rob can do for themselves is choosing congeniality as their default mode of relating to the world. This time, however, they go their separate ways in a huff. As children, most of us looked at good manners as something between boring and burdensome that we were expected to do, at our parents' prodding, for others' sake. Growing up, we vaguely perceived good manners as good but still saw them as benefiting others. This view has clear merit. Civility, politeness, and good manners (which I treat as one here) are indeed "something" we do for others. We are civil when we believe that other people's claim to comfort and happiness is as valid as our own, and we back up belief with action (such as letting someone merge into the flow of traffic). Good manners, however, are also something we do for our own sake. They are good for us because as a basic code of relational skills they help us manage our relationships, which are crucial to our well-being and health. Although as adults we may have developed a more sophisticated understanding of manners, chances are that our early bias (that they are for others' sake) still looms large. This may lead us to the wrong conclusion that in the fast-paced, highly competitive and stress-laden environment in which we live, good manners are a luxury we can't afford. I suggest that we balance this view by looking instead at good manners as a precious life-improvement tool for the very people who have them. Maybe slowing down in the name of kindness would allow us to connect meaningfully with someone. Maybe this would help us in the pursuit of our goals — both professional and personal. This is as good a time as any to look at the other side of manners: the expedient side. "Manner" comes from manus, the Latin word for "hand." Thus, manners are ways of handling. We exhibit good manners when we handle well our daily encounters with others — when we handle others, that is, with care and consideration. As relational skills based on empathy, good manners prove crucial when it comes to establishing and maintaining connection and rapport. Humans are hyper-social creatures. We inherited the genes of ancestors who banded together and shared their prey at the end of the day's hunt. Group identity inevitably shapes our personal identity. "Plays well with others" defines the well-adjusted child, and "team player" the employee every workplace wants. If life is a relational experience, then we'd better hone our abilities to relate. As hyper-social beings, our happiness or unhappiness depends, to a large extent, upon the quality of our relationships. As a general rule, better manners mean more harmonious relationships and thus an increased quality of life. According to clinical psychologist Arthur Ciaramicoli, the co-author, with Katherine Ketcham, of The Power of Empathy, empathy benefits the very person who has this emotional ability: "Individuals who have high relational skills are more successful personally and professionally. People who have developed the capacity for empathy, in particular, have the ability to understand and respond to others based on the facts discerned rather than with generalities. When we know how to listen with compassion and grace we will always attract others in whatever walk of life we live. Corporate managers, educators, etc., all are more successful when they have the ability to read others accurately. Of course, in our personal lives, these abilities make us better friends, spouses, and parents," Ketcham says. By being good citizens of our little world of family and friends, we build the foundation of our social support. Common sense and good physicians agree: Social connections are good for us. The meaningful presence of others in our lives helps us remain healthy — both physically and mentally. It is good to be a member of a family, a religious congregation, a charity initiative, or a support group. We all need loyal friends, empathetic co-workers, good neighbors, and thoughtful strangers around us. Isolation invites illness. To cope and thrive we need social support. To build and manage social support, however, we need social skills. When we treat others with kindness and consideration, we show them that we value them as persons. This motivates them to remain in our lives, and as a result we continue to enjoy the rewards of connecting. Until three or four generations ago, a large amount of the support we needed came from our extended families. Today, as we often turn to friends, acquaintances, and even strangers for support and care, being likable can be a substantial advantage. An elementary but powerful truth to always keep in mind is that social skills strengthen social bonds. Social skills are thus an invaluable quality-of-life asset — in fact, they are nothing less than determinants of destiny. The strengthening of social bonds gives us opportunities to confide. Confiding is good medicine. As we open ourselves up to a good listener, we get our sorrows off our chests, gain insights into our predicaments, and invite sanity into our lives. Disclosing is often the beginning of healing. Pioneers in mind-body medicine such as James Pennebaker, Janice Kiecolt-Glaser, and Ronald Glaser have paved the way to the scientific realization that confiding is also good for our immune system. There is a direct correlation between self-disclosure and resistance to disease. It is in part thanks to our relational skills that we manage to make and keep the friends among whom we can choose our confidants. The more trustworthy friends we have and the closer we are to them, the more likely it is that we find among them the right persons with whom to open up. If you are considerate, people will like you and trust you; if they like you and trust you, they will let you help them; by helping them, you will help yourself. The ability to maintain good relationships makes us successful at helping and volunteering, which feels good and is good for us. Researcher Allan Luks has studied extensively the state of well-being he calls "helper's high." This state, similar to a "runner's high," occurs in people who volunteer for good causes. Luks believes that it is the release of endorphins in the volunteer's body that allows him or her to experience elation followed by calm. Although less intensely, helper's high also occurs in volunteers when they recall the experience of helping. Especially when it is not felt as an obligation, helping appears to release hormones and neurotransmitters that strengthen the immune system and are generally good for your health. Feeling good about ourselves and our relationships makes us more inclined to laugh. From time immemorial, human beings have felt that laughing is good for them. Now we have the science to back up intuition. Laughter increases blood flow, reduces the effects of stress (by reducing the amount of cortisol, the stress hormone that can cause so much cardiovascular damage), and gives our immune system a boost. Laughter appears to be accompanied by the release of endorphins, the biochemical compounds that suppress pain and induce states of well-being. Happy people are less likely to suffer from high blood pressure and heart disease. The inclination to laugh seems to have a protective effect on our hearts. Although our individual propensity to laugh may be genetically programmed, the circumstances of life will also determine the amount of laughter we enjoy. Relational skills can make us happier and give us the gift of much-needed hearty, healthful laughs. Common sense and good physicians agree: Such positive emotions are not only good for our health, they are good for our thinking as well, according to psychiatrist and author Edward Hallowell: "Basically, emotion acts as the doorkeeper to advanced thinking. When a person is in a good mood, feeling content and in harmony with his surroundings, the door is wide open. He can do what his cerebral cortex is uniquely equipped to do: think flexibly; perceive irony and humor; perceive shades of gray, subtlety, complexity; bear with the frustration of not knowing the answer, and allowing conflicting points of view simultaneously to balance in his mind without either overpowering the other; wait, before bringing premature closure; ask for help; empathize with others; give to others; put the needs of others before his own; give help; inspire others." Civility, according to Yale law professor Stephen Carter, "is the sum of the many sacrifices we are called to make for the sake of living together." In our times of relentless self-indulgence, it is good to keep in mind that restraint and sacrifice are necessary for functioning well among others. Yes, sacrifice is part of civility. It is a sacrifice, however, that we make for our own sake as well as others'. (Also, we often reach a point where we do not perceive acting civilly as a sacrifice anymore, but rather as a necessary part of who we are.) Civility is powerfully linked to expediency — it is a very efficient and captivating way of pursuing self-interest. Let us go back to Tom and Rob. In this second version of events, instead of firing an angry salvo, Tom calls Rob to his office and suggests that they try to resolve their differences rationally and fairly. Tom admits to criticizing Rob without giving him clear alternative directions. In turn, Rob acknowledges giving Tom's boss an unduly harsh assessment of Tom's abilities as a supervisor. They both apologize and pledge remedial action. As they reminisce about their long-standing employment in the company, their contested issues seem to be settling themselves, and the goodwill is almost palpable on both sides. Although there is no fight-or-flight reaction this time, it does not mean that their coming together in a civil and congenial way has no neuroendocrine basis. Just being in the friendly presence of one another rewards Tom and Rob with lowering levels of stress and as a consequence a better functioning of their immune systems. Their stress reduction is aided by the release of the hormone oxytocin, of growth hormone, and of EOPs, the brain opioids. Their congenial mindset is connected to an increased level of the neurotransmitter serotonin in their brains. Together with keeping their hostility in check, serotonin has the effect of invigorating their sense of self-esteem, and thus makes them less defensive and more cooperative. The oxytocin that, in the meanwhile, is generously released, strengthens the social bond between the two co-workers. Under the sway of their feel-good hormones, Tom and Rob can think more clearly and in more sophisticated ways. As their conversation wanders, they exchange good, imaginative ideas on how to run their unit: a welcome, unexpected result of a meeting called to administer intensive care to a relationship between co-workers. P. M. Forni, author of Choosing Civility: The Twenty-five Rules of Considerate Conduct, is a professor in the Krieger School of Arts and Sciences' Department of Romance Languages and Literatures. For the scientific background on this essay, he consulted Johns Hopkins cardiologists Ilan Wittstein and James Weiss, psychiatrist and author Edward Hallowell, Harvard psychiatrist John Ratey, clinical psychologist and author Arthur Ciaramicoli, Johns Hopkins psychiatrist Rudolf Hoehn-Saric, University of Maryland neurologist Stephen Reich, and Johns Hopkins neurologist Guy McKhann. Dr. Forni extends a cordial thank you for sharing their time and knowledge! Copied with express permission from Dr. P.M. Forni and Johns Hopkins Magazine … Thank you! Web site: http://www.jhu.edu/~jhumag/ International Association of Protocol Consultants® (IAPC™) publishes Protocol Today™, a member’s only 'educational' newsletter. Feature stories cover trends in the industry, updates on IAPC, Industry Professional and Global Executive Interviews, articles about industry-related work, civility, and ethics. In addition, Protocol Today™ contains book reviews, announcements, and IAPC's protocol and etiquette Q & A. ### and Cherlynn Conetsco As part of ongoing research relating to the protocol and etiquette industry and for the educational advancement of IAPC’s members, Alinda Lewris and Cherlynn Conetsco are conducting interviews with business protocol, government and military protocol, international protocol, and executive etiquette consultants/officers and senior level executives. Alinda Lewris interviewed Nicole Wilkins Bergman, Chief of Protocol, United States Mission to the United Nations. The following excerpts are from this interview. Nicole Wilkins Bergman Biography Information Nicole Wilkins Bergman was born and raised in Northern California. She received her Bachelor of Arts degree in Political Science from the University of California at San Diego. At UCSD, Nicole interned in the Office of Protocol for the Mayor of the City ofSan Diego under the direction of the Chief of Protocol, Ann Beard. In 1997, she was appointed Protocol Officer for the Mayor of San Diego, again serving under Ann Beard. In 1999, Nicole moved to the New York Metropolitan area and soon began as Protocol Officer at the United States Mission to the United Nations under Ambassador Richard C. Holbrooke, who served during the Clinton Administration. After a short hiatus from work in the spring of 2001, Nicole accepted an offer to return to the U.S. Mission as Acting Chief of Protocol under President Bush’s newly appointed U.S. Representative, John D. Negroponte. Nicole was appointed Chief of Protocol of the U.S. Mission in September of 2002, where she continues to manage a staff of three Protocol Officers. Nicole is also pursuing her Masters degree in International Affairs at ColumbiaUniversity’s School of International and Public Affairs. Nicole is married to Jeffrey R. Bergman, and they are expecting their first child in June of 2004. The United Nations Participation Act created the United States Mission to the United Nations (USUN) in 1947 to assist the President and the Department of State in conducting United States policy at the United Nations. The primary function of the Mission is to keep the Department of State informed about events at the United Nations. Mission officers report on meetings and make recommendations to the State Department regarding the role of the United States in the United Nations’ initiative. This information is also relayed to American Embassies, which have an interest in particular items under United Nations consideration. QUESTION: In your role as the Chief of Protocol for the United States Mission, what information do you feel is the most important for you to understand and what skills are most vital? ANSWER: Knowledge of Standard and/or Relevant Protocol Practices Knowledge of standard and/or relevant protocol practices is extremely important. At the USUN, we are in a unique situation because we not only have to follow the United States Protocol guidelines but we also have to follow UN Protocol guidelines. For example, in preparing seating for a luncheon, we will use the U.S. Order of Precedence (which can change slightly with each administration) to determine if a foreign Permanent Representative to the United Nations outranks a United States Assistant Secretary of State. Yet when determining which foreign Permanent Representative outranks another, we must follow the UN Order of Precedence (i.e. the 15 Permanent Representatives who sit on the Security Council outrank all other UN Permanent Representatives, and the Permanent Five Security Council members have the highest order of precedence). Protocol practices also incorporate other skills important to the job, such as knowledge of forms of address, invitations, calligraphy, foreign languages, cultural “do’s and taboos,” etc. In addition, a protocol professional must project a positive helpful attitude and self-assurance, along with a natural sense of diplomacy and grace. Awareness of Current Events A protocol professional must be aware of all current affairs, both nationally and internationally, as well as current U.S. foreign policy. This includes being up to date on any countries with which the U.S. does not maintain diplomatic ties or with which we are experiencing diplomatic strains. In addition, there may be times when foreign diplomats from countries with which we have friendly relations may not represent their country’s best interests while at the United Nations. This can lead to serious problems between their country and the U.S. and/or another UN Member Country. This knowledge is imperative to the job of protocol, especially for formulating guest lists, seating charts, etc. Confidence A protocol professional must project a strong sense of confidence and savoir-faire in order for their superiors to feel at ease (even when things go wrong!). Projecting confidence will enable superiors to proceed with their important business and be gracious hosts/hostesses for the ‘usually critical’ event at hand. Diplomacy A protocol professional must exhibit a natural sense of diplomacy—that is, great tact and skill in dealing with people. They must be able to handle any diplomatic issues that surface, all the while projecting a composed and gracious demeanor. This ability to solve problems quickly and discreetly can prove critical to the success of an event. Creativity Lastly, a protocol professional must be very creative to accomplish required tasks—especially those who must work within tight governmental budget constraints! ### Cherlynn Conetsco interviewed Gregory Von Williams, Protocol Officer United States Air Force Academy. The following excerpts are from this interview. Gregory Von Williams, Protocol Officer On August 24, 2006 Cherlynn Conetsco (Chair, IAPC Education and Certification Council) was pleased to interview Mr. Gregory Von Williams, Protocol Officer, Commandant of Cadets at the United States Air Force Academy in Colorado Springs, Colorado. Mr. Williams worked on Governor David Beasley’s (R-SC) 1994 gubernatorial campaign and Inaugural Ball where he gained protocol and etiquette experience that built on his prior Event Planning position with an insurance company. His international experience includes escorting VIPs, travel to Asia and Europe as the Administrative Assistant (equivalent to Executive Officer) for Major General (Ret.) Jerry White, who was International Director of The Navigators, and serving as Legislative Liaison for Senator Wayne Allard (R-CO). Mr. Williams came to the USAF Academy in 2002. ANSWER: For the most part the cadets recognize the relevance of people skills and welcome the chance to practice them. There is a strong resident community here of 300 Air Force and civilian support personnel to serve as role models for the Cadets. At the Commandant’s weekly staff meetings we have instituted a “protocol lesson of the week” for the senior leadership team. The following week the junior and senior officers, non-commissioned officers, and the cadets receive the same information. The particulars usually parallel what the cadets are receiving in the classroom so that the active duty personnel can be exemplars reinforcing the lessons. It works well. The Academy enthusiastically supports my programs. QUESTION: In today’s fast paced military academy operating environment, how do you get decision makers to allocate resources (time/money) for your programs and for your own professional growth in protocol, etiquette and civility? ANSWER: Thank you, Mr. Williams for sharing your insights with IAPC on how protocol helps the character development of our future United States Air Force officers. Our best wishes for continued success in your endeavors. ### Alinda Lewris continues to strengthen her areas of expertise by interviewing world leaders, corporate executives, international attorneys and doctors, the highest-ranking officers of nonprofit organizations and financial institutions, to ensure that IAPC's educational programs maintain their relevance to current international business practices. EXCERPT David Kliman, CMP, CMM David Kliman, the company's founder, is a widely respected hospitality industry leader with 25 years experience in business development, global sales and marketing, and operations management in both the hotel and financial services industries. He has personally created and facilitated more than 50 customer advisory boards and has spoken on a wide variety of industry topics in Asia, Australia, Europe and North and South America. David has served as International Chairman of Meeting Professionals International (MPI), and as a delegate on the White House Conference on Travel and Tourism. He Co-chaired the MPI/PCMA (Professional Convention Management Association) Tomorrow's Summit Conference and has served on MPI’s Multicultural Initiative committee. David was awarded one of the industry's highest accolades, MPI's International Meeting Planner of the Year, in 1999. Fluent in German and English, David's opinions and perspectives are widely sought after by hospitality and travel industry organizations seeking a strategic understanding of market trends and customers' needs. David is an active member of Meeting Professionals International, Professional Convention Management Association, and The International Association of Facilitators. QUESTION: In your position as a strong leader, how would you define “soft” social skills?
QUESTION: How far down the executive ranks of your company do you encourage your own colleagues to learn proper protocol? Do you consider persons with sound ethics, civility, and good manners more promotable? May 2006, Ms. Lewris interviewed Matthew J. Hart, President & Chief Operating Officer Hilton Hotels Corporation World Headquarters. The following excerpts are from this interview. Matthew J. Hart EXCERPT An IAPC Tip for Your Travel to Shanghai: Always carry more business cards than you think you will ever need. They should also have, at a minimum, the person's name, and title printed in pictographic Chinese characters on the reverse side of the business card that displays the "Western" coordinates. When handing the card to a Chinese person, it is done with two hands and with the Chinese coordinates facing the recipient. When given the business card of a Chinese, receive it with two hands. Study it carefully before putting it in a place of honor like a card-carrying case. One's own business cards should be carried in a card-carrying case and never in a rear pocket billfold. ………. Again, I thank you for your time and consideration. Sharing your trip experience was most useful in understanding the unbelievable demands for executives at your level. I look forward to strengthening a mutually beneficial professional relationship. With kind regards, Alinda Lewris May 2006, Ms. Lewris interviewed John S. Parke, President and CEO, Leadership Synergies, LLC. The following excerpts are from this interview. John S. Parke, CMP EXCERPT Before forming Leadership Synergies, John Parke worked for Marriott International for more than 18 years, most recently as Vice President of the Global Sales Organization. In that capacity, he was responsible for overseeing more than 200 senior sales executives and $1.3 billion of annual revenues. Under Mr. Parke's leadership, the Marriott sales force was rated Number 1 by Sales & Marketing Magazine for three consecutive years. QUESTION: In your position as a strong leader, how would you define "soft" social skills? ANSWER:
QUESTION: How would you convince another CEO that his/her organization needs protocol and civility education in order to sharpen interpersonal skills and learn best practices? Any company that has global growth as a strategic priority should proactively engage a protocol consultant. If I were going to convince a fellow CEO, I would point out how the sales process with major clients could be slowed or even jeopardized by an etiquette misstep by a member of his/her team. In my experience, most CEOs are quite skilled at understanding the upside and downside of every important decision. In this area of business, I believe identifying the downside would be the most compelling reason to take proactive action and provide training. I would recommend that the CEO go through the training first to grasp the benefits and become a subject matter expert and sponsor. QUESTION: If you wanted international protocol instruction for your executives, where would you go? ANSWER: IAPC of course! John, I look forward to welcoming you to our next Executive Education Program Mastering Protocol, Etiquette, & Civility in May 2007! Thank you, Alinda Lewris Andre Schneider EXCERPT QUESTION: What is the biggest faux pas you have ever seen committed in the business world and what was your reaction? ANSWER: I have seen a lot of faux pas and not always in business. The biggest mistake, in my view, is to put a person's integrity in question. If you do so, you will force the person to adapt a very defensive or aggressive attitude. Instead of engaging into intellectual exchange you are engaged in a confrontational non-constructive mode. If you find yourself in such a situation, you have only one option, you withdraw yourself to take away the direct threat to the integrity of the person. You need to constantly make choices: Which battles are important enough to be fought? Is it worth the risk to question someone’s integrity or put yourself in the COLD SPACE? Always remember that you are dealing with a human being. Jed Beitler, Chairman and Chief Executive Officer EXCERPT Jed joined Sudler & Hennessey in 1996 after spending ten years as a partner at Harrison, Star, Wiener & Beitler. There he served as President and Chief Operating Officer for the professional and consumer advertising, medical education and public relations divisions of the business group. Prior to HSW&B, Jed supervised the Pfizer business at Cline, Davis & Mann. Previously, Jed worked at Rolf Werner Rosenthal where he established the agency’s market research department. Jed received his B.S. in biology at Upsala College, completed his course work for an M.B.A. in pharmaceutical marketing at Fairleigh Dickinson, and did postgraduate studies at Wharton School of Business and at Babson College. Among his other business-related activities, Jed has worked on the Treatment Advisory Board for NMAC, the National Minority AIDS Council, the Hyacinth Aids Foundation of New Jersey, the Global Medical Forum, the World Economic Forum’s Global Health Initiative project on “Building Healthcare Infrastructures and Capabilities in Sub-Saharan Africa for Aids, TB and Malaria” and has been a guest lecturer at Harvard Medical School, Tama University in Japan and his daughter’s 7th grade science class. QUESTION: In your position as a strong leader, why do you need “soft” social skills? ANSWER: Soft skills such as communication, leadership, and a team mentality are always about negotiating. Whether for business or social, learning to negotiate and connect with others in their culture requires both time and effort over an extended period. If you go out of your way to demonstrate what you know about someone else’s world, they will appreciate your efforts and respond in kind. For instance, I use the language of the country as best I can and as often as appropriate. In France, it is easier for me because I can speak the language a bit. In other countries where I might not be as fluent, I strive to learn key words especially words of introduction, thank you, and goodbye. I engage in ‘connecting’ with clients by knowing as much as I can about their interests. Where appropriate, I offer personal information about myself such as I am a father of three children, play soccer as well as coach for my children’s soccer team etc. It helps to break down barriers. The more you attempt to understand others and their culture, the more others will open up to you. QUESTION: Which culture’s people skills do you most admire and why? ANSWER: EUROPEANS The Europeans live so close in proximity that they generally show respect for one another, even if they do not always agree. Even though the various European countries are different in nature, they still strive to get along. Thomas Friedman in his book, “The World is Flat”, explains how at the dawn of the twenty-first century the global scene is unfolding before our eyes. Countries, companies, communities, and individuals regardless of proximity must adapt to the Web-enabled playing field that allows for multiple forms of collaboration without regard to geography or distance - or soon, even language. QUESTION: What is the biggest faux pas you have ever seen committed in the business world and what was your reaction? ANSWER: Speaking in the WRONG language! I travel all over the world and often times I have been so jet lagged that my nickname has become “Jed Lag”. I have been in Italy one day lecturing in Italian only to find myself in France the next day and forgot to switch languages. My reaction to this faux pas was that I was so jet lagged that I did not even know it at first. I have offices in twenty countries and there have been times when I have flown from Shanghai, Tokyo, Hong Kong, to Mumbai in a matter of four days. These fast paced trips sometimes cause me to feel ‘brain lag’ especially when you are not fully fluent in all languages. I do feel; however, that as long as you trying --- your efforts are appreciated. QUESTION: Describe a situation when you felt uncomfortable (perhaps as an entry level executive) that could have been avoided with more knowledge of global business protocol and etiquette? ANSWER: I was in Spain, was extremely hungry at eight o’clock at night, and did not understand why dinner would not be served until after eleven o’clock. I was exhausted to the point of physically shaking. I also knew that I had an early ‘sling-shot’ flight the next morning. The time zones simply caught up with me, so I requested that the client meet me for an early drink instead of dinner. I do not feel that it is wrong to show that you are human. Being human is not a sign of weakness. As I stated earlier on, I am a dad. When I am out of the country, I go online to help my children with their homework. I believe it is wise to let others know that you are a “whole person … a real person.” The more ways people can relate the better for all. I am beginning to sound like I am presenting one of my “Hamlet-like” soliloquies ... but, honestly, I will engage in conversation with anybody. I am an ‘eternal student’ and feel the best source for education often times is our fellow man. QUESTION: Not all leaders are as aware of the value of soft skills as you are. How would you convince another CEO that his organization needs global business protocol and civility education in order to shrink the line item termed "cross cultural faux pas expense" and have the savings that result there-from go straight to the bottom line? A penny saved is a penny earned! ANSWER: Sharpen interpersonal skills and learn best practices …I would let them know how important being accepted in another culture is, especially in business. I would share with the CEO that I look at this need for global business protocol internally first, from a business and organizational standpoint, and then would use examples of how other people are affected by my efforts to connect with them by understanding their culture. Many doors have been open more easily by just being aware or conscience of the world. Take a global focus. A colleague interested in globally strengthening his business relationship with his client neglected to remember time zone differences and would call his client any time of the day. The telephone is not a 24-hour opportunity. Civility is recognizing times zones. Good business acumen is to use E-mail and then follow up with a phone call respectful of time zone differences. The use of E-mail truly makes one ‘a next door neighbor’ and when used appropriately one does not waste valuable days because of time zones differences. Conversely, E-mail goes only so far and does not replace the ‘person to person’ conversations and personal interactions that are KING! Again, the more you get to know your counterparts, your colleagues, off the playing field by having a dinner or engaging in some social activity the better for strengthening relationships … the better for ‘connecting’. QUESTION: How far down the executive ranks of your company, do you encourage your own colleagues to learn proper protocol? Do you consider persons with sound ethics, civility, and good manners more promotable? ANSWER: It would depend on the type of business and the level of interactions with other cultures. Again, Executive Education and training should be at any level where international business is conducted. QUESTION: If you did not know me, and you wanted soft skills/STRONG LEADERSHIP instruction for your executives, where would you go? ANSWER: I would go to the Business Section of a bookstore and look for international business, protocol, and etiquette books. Some of my book recommendations are: The World Is Flat: A Brief History of the Twenty-first Century by Thomas L. Friedman Jed, one last QUESTION: Any advice to give on an emergency basis if our economy shifts into a disaster mode? Any order of priority on what we all can do, in giving moral support and comfort to our friends who are touched by layoffs, companies going bust, etc? Just a thought - because I remember so well the state that NYC was in when we had the economic surprise collapse in the '70s. Disaster-Ville, but at least a lot of people on Wall Street learned how to become expert taxi drivers and to live on homemade sandwiches. ANSWER:
Jed, I thank you for your time and consideration! He responded: When asked do you eat chicken with your fingers? How would you respond? I gave a ‘short pause’ … and then Jed quickly said: You respond with, “NO.” “Fingers are eaten separately!” A very special note of appreciation to one of our newest IAPC Professional Members for being kind enough to initiate these introductions. THANK YOU! Ms. Beate Ewing, CMP, CMM, Vice President, Global Events, MEC (USA) ### C. Cultural Awareness IAPC presents a series of overviews of cultures and countries in its Cultural Awareness columns. As the world becomes increasingly connected and global, our openness and honesty about cultural similarities, as well as differences, will perhaps help people find internal security and recognize the strength that exists in all cultures. --- Alinda Lewris ### The following is an example of the opportunities that our members receive from involvement in recommended industry-specific events: Alinda Lewris, IAPC Executive Officer, met with His Excellency Aziz Mékouar, Ambassador of the Kingdom of Morocco at his residence. IAPC's Winter 2004 newsletter Protocol Today™ provided IAPC members with current information about the Moroccan culture and excerpts from Ms. Lewris’ interview with His Excellency. I recognize the need for civility and integrity in society and support the mission of IAPC in promoting these values and encouraging mutual respect between countries and all cultures. The best to you and your members. --- Ambassador Aziz Mékouar, The Kingdom of Morocco
IAPC proudly shares the following article in its entirety in support of the United States Military. UNITED STATES MARINE CORPS So where do Marines learn which fork to use? To some, it would seem, eating field rations with a utility spoon out of a canteen cup in a battlefield foxhole fairly sums up the extent of Marines’ knowledge of table manners. Not so. Learning proper etiquette and decorum is essential to the noble profession of arms since ancient times. It is an integral part of the rites, rituals, and conventions practiced by Marines and members of all the U.S. armed forces. We learn table manners, receiving line protocol, calling card etiquette, order of precedence, and the art of a proper toast; all to guide us and prevent us from embarrassing ourselves and offending our peers, our superiors, and our subordinates. November 10, 2005 marks the 230th anniversary of the founding of the United States Marine Corps in 1775. From Shanghai to Kabul to Paris to Buenos Aires, wherever Marines are stationed throughout the world, the Marine Corps birthday is a mighty celebration. And, wherever possible, a Birthday Ball is the evening social event. By custom it is a formal black tie affair for distinguished civilian guests and evening dress or dress blue uniform for Marines. Put in context, it is an occasion marked by the protocol, etiquette, and refinement of a formal White House dinner and gala. When available, the best silver service, china, damask, and stemware are employed. It is a command performance. The high point of the evening is the cutting of the cake and the honoring of the oldest Marine and the youngest Marine present. The time-honored protocols which make the November 10th festivities enjoyable and memorable dispel the notion held by some that etiquette is “fluff”, i.e. a left over relic of dignified propriety reminding us of our grandmothers and daintily held teacups. I have two well worn reference books given to me when I was a young lieutenant, “The Marine Officer’s Guide” and “Service Etiquette,” which dictate otherwise. For over 35 years, they have been a part of my working library and continue to serve me well in civilian life. Marines are trained to regulate themselves. They understand that not only are they judged by the words they use, but by the manners they display. I believe that applies to us all. And, in my view, good manners have as important a role to play in the corporate world as they do in diplomatic and military circles. A practical knowledge of protocol and etiquette is not fluff, but the necessary adhesive that binds a civilized society and contributes to cross cultural awareness and empathy. If you see a Marine on November 10th please take the time to wish him or her Happy Birthday. The greetings will induce a display of the courtesies that illustrate my point, and be greatly appreciated in return. It will make your day. Mr. Howell was a Captain in the United States Marine Corps on active duty from 1966 to 1970. He currently serves as Chair of IAPC’s International Relationships Committee and sits on its Board of Advisors. He contributed this comment for the November issue of Protocol Today.Recognizing the increased interest in the subject, Mr. Howell has agreed to share with Web site visitors the article below which first appeared in IAPC’s May 2004 Protocol Today™ newsletter. It is presented here in its entirety. LEAVE YOUR BAGGAGE AT HOME “How much is that in real money?” the red-faced, overly loud ‘ugly American’ snapped at the Paris shopkeeper. He hadn’t understood the price of the blue silk scarf expressed as mille deux cent cinquante Francs. Then the clincher, “Why can’t you people speak English?” I apologize to the shopkeeper on behalf of “civil” Americans, but a dark cloud of blatant condescension hangs heavy in the shop. Unfortunately, scenes like this regularly occur around the world. Americans are not always responsible, but are perceived as major purveyors of boorish behavior when turned loose on foreign soil. Some things can be forgiven; incivility cannot. Specific faux pas — blunders like hugging the Queen of England or showing the sole of the shoe to a sheik in Riyadh — occur at the micro level. There is, I believe, a macro level of faux pas defined by an individual’s attitude before that 747 is ever boarded. By attitude, I refer to a mental repository of prejudice, lack of manners, insensitivity, xenophobia, and other noxious sentiments awaiting their opportunity to spring forth. It is a faux pas baggage holding area for baggage best left at home. The largest article in the bag is, typically, the cloak of pre-judgment — “we know better than you; we are the best at everything.” Many Americans cloak themselves with this absurd notion, and when unpacked and rolled out in the host country, it’s like a nest of wasps walloped by a broom. Packed beneath the fanciful omniscience is the suit of the ‘holier than thou moralizer.’ I admit to being guilty of this in my first overseas living experience. I’d heard about pervasive corruption in the Philippines and before I ever boarded that Northwest Airlines flight to Manila, I’d already assumed the role of moral avenger. But the people with whom I dealt were professionals and a delight to work with, so not only was I wrong, but upon reflection I realized the type of corruption I envisioned battling in the Philippines was alive and well back home. So, who was I to moralize? Taking up space at the bottom of the bag are the accessories for crude behavior: the loud voice adapter kit; the dark lens spectacles pack that facilitates lack of awareness and insensitivity to one’s surroundings; and the inappropriate dress and poor table manners transmitter. All contents of this bag lack intrinsic value and portend failed business dealings. Negotiating skills alone do not win contracts. Long-term business success requires investing time to establish personal relationships, the root of trust. Business conducted on a transactional basis is a twig easily snapped. Global companies, particularly those headquartered in countries that must export or die, understand this dynamic. They breed gladiator-like competitors and we must comprehend just how fierce they are. Americans are also fierce competitors, but we are often our own worst enemy through behavioral errors. We should know that critical to positioning for a business win is appropriate behavior, whether in Paris, Mumbai, Hong Kong, or Buenos Aires.
Business visitors, tourists, and expatriates, even without official portfolio, are nonetheless ambassadors representing America. We must be the best ambassadors possible. Now more than ever, our professional behavior impacts our successful conduct of business abroad. Don’t simply leave your baggage at home. Throw it out! The treasures we bring back will amaze and enrich us. Now, that’s the real money. © John Crawford Howell 2004, 2005, 2006 Mr. Howell is a Professional Member of the International Association of Protocol Consultants. This article was written for the Spring 2004 IAPC quarterly on-line newsletter, Protocol Today™
About Judith Martin / Miss Manners® Born a perfect lady in an imperfect society, Miss Manners is the pioneer mother of today’s civility movement. Now if she could only persuade people to practice civility as much as they talk about it… Judith Martin’s “Miss Manners” newspaper column—distributed thrice-weekly by United Features Syndicate and carried in more than 200 newspapers in the United States and abroad—has chronicled the continuous rise and fall of American manners since 1978. Since 1996, she has been writing an additional “Miss Manners” column for the Microsoft Network, and is also a columnist at Child Magazine. Her subject—etiquette—was for years dismissed as an archaic frill to be dispensed with by a world on the go that was much too busy to trifle with such niceties. Yet, serving as the language and currency of civility, etiquette reduces those inevitable frictions of everyday life that, unchecked, are increasingly erupting into the outbursts of private and public violence so readily evident in road rage, drop-of-the-hat lawsuits, fractured families and other unwelcome by-products of a manners-free existence. These unpleasant developments have bred a nationwide call—from academics, politicians, writers of all stripes, and the public at large—for a return to common courtesy. As readers accept her view of life as a comedy of manners, they have increasingly sent Miss Manners not only their table and party questions, but those involving the more complicated aspects of life—romance, work, family relationships, child-rearing, death—as well as philosophical and moral dilemmas. In her columns and her books, Mrs. Martin explains the etiquette element present in nearly every aspect of life and explores etiquette’s philosophical underpinnings. From free speech to political correctness, from office politics to national politics, she has gamely wrestled with the gamut of social discourse and recourse. Mrs. Martin’s writing aims to both instruct and provoke her audience, as numerous commentators have observed. "Judith Martin is The National Bureau of Standards," states columnist George Will. She’s written "some of the toughest social criticism you are likely to read," according to critic Charlie Toft. The New York Times declares her work "an impassioned plea for a return to civilized behavior." The Los Angeles Times deems her "an authentic visionary" and her writing "a kind of study in cultural anthropology, even if she dresses up her field notes with artful parody and self-deprecating humor." Writer Christopher Buckley calls her "an authentic comic genius,” while TIME Magazine declared, "… [Judith] Martin has helped transform etiquette from the realm of society matrons to a tool for everyday life." Mrs. Martin is also a novelist and journalist and, as the nation’s leading civility expert, a frequent lecturer and guest on national television and radio shows. As a reporter, feature writer, and critic, she spent 25 years at The Washington Post, where she was one of the original members of the Style and Weekend sections. In addition to her most recent book, Miss Manners Guide to Excruciatingly Correct Behavior (Freshly Updated)—published by W.W. Norton & Company—Mrs. Martin has written Star-Spangled Manners: In Which Miss Manners Defends American Etiquette (For a Change), Miss Manners’ Guide to Domestic Tranquility: The Authoritative Manual for Every Civilized Household, However Harried; Miss Manners’ Basic Training™: The Right Thing to Say; Miss Manners’ Basic Training™: Communication; Miss Manners’ Basic Training™: Eating; Miss Manners Rescues Civilization from Sexual Harassment, Frivolous Lawsuits, Dissing and Other Lapses in Civility; Miss Manners On Weddings; Miss Manners' Guide for the Turn-of-the-Millennium; Miss Manners' Guide to Rearing Perfect Children; Miss Manners' Guide to Excruciatingly Correct Behavior, and two novels, Style and Substance and Gilbert. She is also the author of Common Courtesy: In Which Miss Manners Solves the Problem that Baffled Mr. Jefferson. Born in Washington, D.C., and reared there and in foreign capitals, Mrs. Martin is a graduate of Wellesley College and has been awarded honorary degrees. In November 2005, she was awarded the National Humanities Medal during a White House ceremony. Inaugurated in 1997 and given by the President of the United States under the auspices of the National Endowment for the Humanities, the Medal honors individuals or groups whose work has deepened the nation's understanding of the humanities, broadened our citizens' engagement with the humanities, or helped preserve and expand Americans' access to important resources in the humanities. Judith Martin and her husband, a scientist and playwright, live in Washington D.C. They have two perfect children.
FIVE Required Readings for IAPC’s Executive Education Program Mastering Protocol, Etiquette & Civility. Please visit www.IAPC360.org EXECUTIVE EDUCATION for details. 1. Roger Axtell, Do’s & Taboos Around the World -- A Bestselling Guide to International Behavior (3rd Edition) Roger Axtell I am delighted to commend the International Association of Protocol Consultants (IAPC) to all interested persons throughout the world and wish much success in IAPC’s continual growth as a much needed association for the protocol and etiquette industry. --- Roger E. Axtell, Author Do's & Taboos IAPC MEMBERS: IAPC has partnered with Roger Axtell, author and recognized authority on international protocol, customs and business etiquette, in providing all ‘new’ IAPC members with a book set of eight Signed Editions from the Do's and Taboos series. See: Join IAPC-Protocol//Member Benefits Letitia BALDRIGE www.BaldrigeLewris.com and www.Letitia.com It's easy to admire IAPC, because the organization is out front on the battlefield of civility versus selfishness, clumsiness, and even meanness in our human relationships. While acknowledging the fighting going on in this global economy, it's important to recognize the great opportunities it presents, too. Leaders and followers who know what to do, how to do it, and when to do it while abiding by a code of ethics and good manners will create an atmosphere where cooperation and mediation flourish. Results: a nicer world, a happier society, and a healthier economy for everyone. IAPC has its eye on the ball! --- Letitia Baldrige, Author Letitia Baldrige’s New Manners for New Times: A Complete Guide to Etiquette IAPC MEMBERS: Members who attended IAPC's Premier Conference received a complimentary Signed Edition. Convention Industry Council's (CIC) International Manual: www.ConventionIndustry.org IAPC is pleased to announce another important contribution to the industry by its authorship of Chapter 18, Part II, on the subject of International Protocol, for the 1st Edition of the Convention Industry Council's (CIC) International Manual, released in June 2005. The CIC International Manual was written by a global team of authors including our own. It is the first time that a protocol organization has been invited to assist in the creation of an international manual of this kind. The IAPC chapter contributors (listed alphabetically):
Dr. P.M. Forni, Professor, Johns Hopkins University: www.jhu.edu/civility Dear Ms. Lewris: I wish to congratulate you on organizing with high standards a successful IAPC Premier Conference. The attention to detail was truly impressive. I enjoyed meeting many professionals during my two days in Tyson's Corner. Participants were genuinely interested in the topics and warm in showing their appreciation. Thank you for all your work, and please thank your associates who were untiringly graceful and professional as they took care of all present. --- Dr. P.M. Forni, Author Choosing Civility: The 25 Rules of Considerate Conduct IAPC MEMBERS: Members who attended IAPC's Premier Conference and Executive Education programs received a complimentary Signed Edition. Joseph Lemasolai-Lekuton IAPC’ s Board of Directors wants to thank Mr. Joseph Lekuton, M.Ed., a Harvard University graduate, middle school history teacher, and author of Facing the Lion : Growing Up Maasai on the African Savanna (National Geographic Press, 2003) for his recognition of IAPC’s dedication in providing cross-cultural education to our members as part of this association’s overall educational endeavors. --- IAPC's Board of Directors. WEB SITE LINKS APEX Initiative Click to learn more about APEX: http://www.conventionindustry.org/apex/apex.htm http://www.world-calendar.com A calendar with an overview of holidays in over 75 countries covering four religions: Christian, Orthodox, Islamic and Jewish. An interesting site with many different topics … You can search for quotes by type, author as well as topic. So you could look for a quote by a painter or a quote on etiquette or a quote by Barbara Bush with the same ease. The site offers translation from English into several different languages, geography, atlas, and a nifty section where you can get country profiles on about 270 different countries. BBC International Version: http://www.bbc.co.uk/home/i/ Central Intelligence Agency: http://www.cia.gov e-diplomat - Global Portal for Diplomats: http://www.ediplomat.com/ FirstGov.gov: http://www.firstgov.gov Institute for Global Ethics: http://www.globalethics.org/ Intercultural Press: http://www.interculturalpress.com/store/pc/mainIndex.asp International Herald Tribune: http://www.iht.com/pages/index.php International and Inter parliamentary Affairs: http://www.parl.gc.ca/iia/Default.aspx?Lang=E&DCId=1&P=home Library of Congress: http://www.loc.gov/index.html Meridian International Center: http://www.meridian.org/ NASA Headquarters: http://www.hq.nasa.gov/ United Nations: http://www.un.org/ United States Air Force: http://www.af.mil/ United States Army: http://www.army.mil/ United States Army Corps of Engineers: http://www.usace.army.mil/ United States Census Bureau: http://www.census.gov/ United States Coast Guard: http://www.uscg.mil/USCG.shtm United States Department of Defense: http://www.defenselink.mil/ United States Department of Education: http://www.ed.gov/index.jhtml United States Government Printing Office: http://bookstore.gpo.gov/ United States Marine Corps: http://www.usmc.mil United States Navy: http://www.navy.mil/ United States Department of State: http://www.state.gov/ United States Department of the Treasury: http://www.ustreas.gov/ The White House: http://www.whitehouse.gov/ Guard well within yourself that treasure, kindness. Know how to give without hesitation, how to lose without regret, how to acquire without meanness.--- George Sand (1804 - 1876) Three things in human life are important: The first is to be kind. The second is to be kind. And the third is to be kind. --- Henry James PLEASE NOTE: Every effort is made to reproduce accurate information, IAPC is not responsible for the privacy practices, privacy statements, or content of the following sites. This Web site is managed by the International Association of Protocol Consultants® Ltd. and external links to other Internet sites should not be construed as an endorsement of the views contained in them. Where IAPC has linked to private organizations, companies, federal governments, and others, IAPC has sent an E-mail requesting permission for linking and framing activities. If there has been an oversight, please inform IAPC by traditional first class mail at IAPC Post Office Box 6150 McLean Virginia 22106.
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