Nashville: That the “future” hoteliers are already here was very much evident at the symposium on youth and the hospitality industry held during the annual convention of the Asian American Hoteliers Association here.

In what can be seen as a remarkable tradition within an American setting, young Indian Americans whose parents joined the hospitality industry several decades ago, are frequently following in their parents’ footsteps.

Much of this can be attributed to strong family cohesion and trust, successful first-generation entrepreneurship, and the desire to keep the gains within the family.

An energetic discussion between youthful and older hoteliers at a packed auditorium during the AAHOA annual convention, made the point that being born into and brought up in a family of hotel/motel owners is, in the ultimate analysis, a plus.

Young people, who since childhood, have cleaned rooms, changed sheets, done the dishes if necessary, now hold degrees in finance, hotel management and marketing, and are sowing their oats outside for a little while, but returning to the family fold in many cases.

Here are some of the notable quotes from the packed auditorium at the Gaylord Opryland Hotel where the annual convention took place:

ON JOINING THE FAMILY BUSINESS: “I decided to join the lodging business, but not my family business — that’s my philosophy — and take on things,” said one young hotelier.

“I wasn’t interested in my family business. I worked in Wall Street. But then I decided to join the family business. It is more important that we be appreciative and use the base created and try to take the business to another level,” said another youth.

“I advised my son to take a finance degree, and then I advised him to become an entrepreneur. We are so happy he came into the family business. Our children are expanding it. We want our children to get the benefit of our hard work,” said one parent, who became a part of the hospitality industry some two decades ago. “Parents should leave the doorfor their children to pursue any career and be successful. If children are not successful, there is always the family business to come back to,” said one young person at the convention.

“You have to like it and love it (hotel business). Or don’t come in,” advised one successful older hotelier. “We should give the children the environment, not force them into the business.”

ON DAUGHTERS: “I only hear ‘son, son, son,’ Why not get daughters involved,” said one young woman hotelier.

“But I have a 16-year-old daughter who wants to do something else,” one parent responded.

“I don’t think anyone opposes daughters getting into the family business,” another added. “I have four daughters, and one of them is running my whole business,” said a third.

ON DIFFERENCES: “Parents don’t let go. Letting go is an uphill battle,” complained one young hotelier. “This is a service industry, but they are more concerned with the dollars,” he complained.

“It’s difficult (for parents) to let go the business,” agreed another young hotelier. “At the same time, we should use their experience. I’m passionate (about what I want to do with the business). So there has to be a compromise.”

One elder contended: “All parents want to give their business to their children. But the child comes with a theory degree and no practice. Parents respect knowledge, but the children must learn the practical. You come and join with us, work and learn from us, and we will be glad to give it over to you.”

One parent said it was critical to delegate authority. “They (children) made the routine decisions, and we have seldom regretted any. We trust them. This is important for parents.”

One father described the rules they had made in their offices. “If I get upset in his (son’s) office, I walk away, and he does the same if he gets upset in my office. We have regular meetings and discuss things.”

IN CONCLUSION: “It’s no longer a situation where we build a future for our children. It’s — we build our children for the future,” said one youth to great applause.