What does it take to manage a global company given the current business climate?

Sensitivity and patience are a must. The world is changing at an unbelievable speed. There is an even more diverse workforce and guest population today. We must keep an emphasis on water conservation, the pressures facing the environment. It's challenging to keep the formula working and growing. We have a unique product that we produce. There is no other business that is as close to rocket science as ours and yet it is so personal. I am serious. It involves real estate, construction, all the aspects involved in running a building, plus you must energize and inspire a workforce, and continually check the constantly changing needs and demands of your guests. It is an intensely complex business.

Do you think the United States is putting itself at a disadvantage given the current visa situation? Have we made it difficult for global thought leaders to attend meetings on our soil? What can be done to reduce this vulnerability?

The entry process is very frustrating for sophisticated travelers, and is even more challenging for the novice. I chair the Discover America Partnership that we started 18 months ago in response to the decline in international visitors. There has been a 17 percent decline in international arrivals. That is $90 billion in lost revenue. We have lost two points of the global market share. Travel is the front door of where you work and live. It is disheartening that there is so much confusion and incorrect points of view about America. Many have these perceptions although they have never met an American. We see our current visa system as being broken but it can be fixed. We are advancing dialogues on this issue. A bill has been introduced to promote travel to the United States. The Discover America Partnership is one of the best examples of a group working together that are multi-constituencies. The most powerful voice is the voice of one's constituency, the voice of the taxpayer, of the voter. Grassroots is the most powerful part of political advocacy. I encourage everyone involved in travel to call local politicians.

Then there is the Western Hemisphere Travel Initiative (WHTI) that has resulted in significant slowdown. There has been a 30 percent decline in Canadian cross-border activity and a decline in Mexico-U.S. and U.S.-Mexico travel although not as significant. It has been very challenging. We are in contact with the Secretary of Commerce and State Department about this subject.

Another issue important to us is immigration reform. We've had a strong voice in this. The industry has 300,000 available jobs a year, 40,000 to 80,000 new jobs created a year. These are massive employment needs that are uneven because of the seasonality of many of the industry's hotels. We'd all like to hire those on the local level but there are not the number of employees there that each of us needs.

In the current seller's market, many planners are finding it hard to "sell" hotels on their piece of business. As a hotelier, what would you tell them?

The biggest value to us is the exchange of thoughts and ideas. That is why we have arranged a national advisory board with meeting planners to discuss what their concerns are. I am not certain there is the dialogue that there needs to be in the industry. It needs to be robust, frequent, and as early on in the process as possible. It is important to develop relationships with sales representatives of group hotels as well as individual properties. Plus, it is important to keep the hotel updated so it understands the types of objectives you want to accomplish.

We are in a people-serving-people business. We want to do the right thing by our customers. Planners need to understand what creates a seller's market: demand. They need to remember that not all days were created equal. Typically, on Friday, Sunday, and Monday we are flexible. Consider bringing your group to a destination during its off-season. It is also a good idea to try to lock up multi-year contracts.

I have strong points of view of what our government should do on behalf of us as an industry. I spend a great deal of time in Washington, D.C. educating the government so it understands where we are coming from. Planners in turn should be educating hotel representatives about their companies and meetings.

What are the challenges that keep you up at night?

We are a global enterprise with our most important resource being local properties. We have 3,700 hotels around the globe. Balancing our global impact with our local presence can be challenging. Our global business didn't appear first, our brand did.

What advice can you give those just starting out?

First of all, it is important to have a great sense of humor. You must be willing to jump in and roll up your sleeves. Get comfortable with all the operating parts of the organization. Finally, worry about financial success last. I've learned that if you follow your heart, the rest will come.

What attributes and/or qualities have you developed that have helped you become successful?

I'm not afraid to roll up my sleeves and get my hands dirty. Through a Stouffers' training program, I worked in the kitchen as a Chef de Parte. I peeled potatoes, scraped pots, was in charge of scheduling, portion control, and purchasing ingredients. I have never been afraid of hard work. I feel I am approachable, flexible, and have a unique ability to make stuff that looks big feel small. I will pare away the layers and tackle things one at a time and I do this for my team as well. I define success as feeling good about the contributions you make; respecting and understanding that you can impact lots of people's lives no matter how big or small the organization.

Who has had the biggest influence on your life?

In my formative years it was my grandparents. While I was attending Miami University in Ohio, it was my girlfriend … who became my wife. Francey continues to have the biggest influence on me today, after 31 years.

Your proudest accomplishment?

Definitely our two sons. Our oldest son, Stevan Jr., is 26 and both he and his wife are economists with a boutique consulting firm in Los Angeles. Our younger son Charlie, who is 22, just graduated in May and is trying to find his way in Hollywood. [Charlie graduated from Porter and his wife's alma mater, Miami University. Porter later went on to Xavier University, where he earned his MBA.]

Where do you live?

We have homes in Atlanta and Los Angeles. My wife volunteers at an animal shelter and while I was traveling, a cat appeared in our home … and then a pound puppy. My wife doesn't want our pets to go on airplanes so we drive back and forth frequently - a two-and-a-half days' drive! But I've learned that when your wife is happy, you are happy.

ROAD WARRIOR: Stevan Porter logged a whopping 270 days on the road last year alone, overseeing the InterContinental, Crowne Plaza, Hotel Indigo, Holiday Inn, Holiday Inn Express, Staybridge Suites, and Candlewood Suites brands.

° Andrea Doyle is Convene's senior writer.