Certified Meeting Professional (CMP) Program

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Emeritus CMPs

CMP EMERITUS STATUS
By Harvey Paul Davidson, CHME, CMP
Westfield, NJ
Originally Certified: 1985 (Inaugural Class)

Long before the CMP was a reality, I was employed by Price Waterhouse managing over 400 meetings and related events yearly. Although I was involved with all phases of these activities, I sometimes faced situations where I had limited or no experience. To find the solutions to these incidents I often called my peers at other organizations, whom I met through MPI and many friendships developed. It was through these discussions that we realized that even though we worked in different industries and professions, and some of us worked in the corporate sector while others worked for associations, there were many concepts and practices that if used by everyone, would benefit us all. This included suppliers as well as meeting planners.

I made my decision to take the very first test when it was announced for several reasons. I was aware the body of knowledge was greater than I knew then and it would be necessary to learn more about other aspects of meeting planning if I was to continue to be successful and advance. I felt assured in what I was doing and passing the exam would help prove that point and it would indicate to the suppliers I was doing business with that my meeting requirements and negotiations would be based on established standards. Many of these suppliers had the Certified Hotel Sales Executive (CHSE) designation which was later changed to the Certified Hospitality Marketing Executive (CHME). As an aside, although some CHMEs became CMPs, I later became a CHME and I believe I was the first CMP to accomplish this recognition.

Fortunately, I passed and this opened new doors for me, but the designation had many detractors. Among them were experienced meeting planners, hoteliers and some of the trade publications. However, this gave me an opportunity to enhance my career with my employer and with others in the hospitality industry, and add credibility to the value and need of the designation. This was accomplished in several ways. For one, my employer then was Newsweek and management gave me more responsibilities, including participation in the creation of content for meetings and events in addition the logistical aspects. Secondly, I was asked to write articles for the trade publications and thirdly, I was asked to be a speaker or panelist at many industry events. The latter was of particular benefit to me because I then was able to become an adjunct and teach meeting planning and the value of the CMP to others.

With regard to the detractors of the designation, I wrote the following letter supporting the CMP to the editor of Successful Meetings that was published in the June 1986 issue and I feel it is still timely in retaining the need and value of the designation.

"I read Mauri Edwards' new column, 'In Any Event,' (SM March '86) with great dismay. Certification may not be the elixir for producing perfect meetings, just as hotels rated highly do not necessarily live up to their reputations. Certification is recognition by an accepted organization of one's peers that the individual certified has, at minimum, the knowledge that is needed to create an atmosphere for successful meeting management.

We are in agreement that certification of meeting professionals in itself does not guarantee that one can motivate, stimulate, and communicate with meeting-goers. Similarly, certification of accountants does not guarantee that one can run a business, obtain a maximum return on investment and reduce taxes for clients.

Certification by itself was not intended to change the hospitality industry. One intent is to make meeting managers preparing for certification become more knowledgeable about all areas of meeting management. Another aim is for them to use the gained information as a source in providing an atmosphere where learning and other objectives may take place without distraction.

If the recognition of certified meeting professionals does not satisfy Mr. Edwards' ideals, he may want to consider his column to suggest specific ways to improve the requirements for the designation. Otherwise, his berating of the logistical aspects of meetings indicates a lack of understanding and appreciation of successful meeting management."

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Emeritus CMPs

CMP EMERITUS STATUS
By Harvey Paul Davidson, CHME, CMP
Westfield, NJ
Originally Certified: 1985 (Inaugural Class)

Long before the CMP was a reality, I was employed by Price Waterhouse managing over 400 meetings and related events yearly. Although I was involved with all phases of these activities, I sometimes faced situations where I had limited or no experience. To find the solutions to these incidents I often called my peers at other organizations, whom I met through MPI and many friendships developed. It was through these discussions that we realized that even though we worked in different industries and professions, and some of us worked in the corporate sector while others worked for associations, there were many concepts and practices that if used by everyone, would benefit us all. This included suppliers as well as meeting planners.

I made my decision to take the very first test when it was announced for several reasons. I was aware the body of knowledge was greater than I knew then and it would be necessary to learn more about other aspects of meeting planning if I was to continue to be successful and advance. I felt assured in what I was doing and passing the exam would help prove that point and it would indicate to the suppliers I was doing business with that my meeting requirements and negotiations would be based on established standards. Many of these suppliers had the Certified Hotel Sales Executive (CHSE) designation which was later changed to the Certified Hospitality Marketing Executive (CHME). As an aside, although some CHMEs became CMPs, I later became a CHME and I believe I was the first CMP to accomplish this recognition.

Fortunately, I passed and this opened new doors for me, but the designation had many detractors. Among them were experienced meeting planners, hoteliers and some of the trade publications. However, this gave me an opportunity to enhance my career with my employer and with others in the hospitality industry, and add credibility to the value and need of the designation. This was accomplished in several ways. For one, my employer then was Newsweek and management gave me more responsibilities, including participation in the creation of content for meetings and events in addition the logistical aspects. Secondly, I was asked to write articles for the trade publications and thirdly, I was asked to be a speaker or panelist at many industry events. The latter was of particular benefit to me because I then was able to become an adjunct and teach meeting planning and the value of the CMP to others.

With regard to the detractors of the designation, I wrote the following letter supporting the CMP to the editor of Successful Meetings that was published in the June 1986 issue and I feel it is still timely in retaining the need and value of the designation.

"I read Mauri Edwards' new column, 'In Any Event,' (SM March '86) with great dismay. Certification may not be the elixir for producing perfect meetings, just as hotels rated highly do not necessarily live up to their reputations. Certification is recognition by an accepted organization of one's peers that the individual certified has, at minimum, the knowledge that is needed to create an atmosphere for successful meeting management.

We are in agreement that certification of meeting professionals in itself does not guarantee that one can motivate, stimulate, and communicate with meeting-goers. Similarly, certification of accountants does not guarantee that one can run a business, obtain a maximum return on investment and reduce taxes for clients.

Certification by itself was not intended to change the hospitality industry. One intent is to make meeting managers preparing for certification become more knowledgeable about all areas of meeting management. Another aim is for them to use the gained information as a source in providing an atmosphere where learning and other objectives may take place without distraction.

If the recognition of certified meeting professionals does not satisfy Mr. Edwards' ideals, he may want to consider his column to suggest specific ways to improve the requirements for the designation. Otherwise, his berating of the logistical aspects of meetings indicates a lack of understanding and appreciation of successful meeting management."

(Back to all Emeritus CMPs)