From The New York Times and Travel + Leisure, to Architectural Digest and Eater, many publications like to make predictions of the “hot” places to travel. Here’s my list — with a twist. It’s based not on new hotel openings and blockbuster museum shows, but on destinations that exemplify various issues the industry is contending with. They’re all wonderful places to visit in their own right, but they’re “hot spots” in a different sense of the word.

In early August, I reported on the results of a survey of wealthy U.S. consumers I conducted in partnership with Chandler Mount and his Affluent Consumer Research Company. Among our key findings: Demand for luxury travel was taking off, consumers were splashing out for bigger and further-flung trips, and younger folks use a different set of yardsticks to gauge their satisfaction with a travel brand.

Here’s a sentence I never thought I’d write: Greetings from Saudi Arabia! I am visiting this unexpected destination to look at tourism development opportunities in Riyadh, Al-’Ula, Jeddah, and elsewhere. Saudi is fascinating, stunning, hospitable, and, from my Western perspective, very surprising. There are obviously very serious human rights concerns to take into consideration. But the country’s efforts to slowly open itself up to tourism has me thinking quite a bit about the future of our industry.

Normally at this time of year I send you the results of our annual Pulse of the Industry Survey. This year, well, let’s just say that the pulse is a little bit hard to read at the moment. Once the patient stabilizes a bit (sorry to torture the metaphor) and there’s more clarity in the marketplace, we’ll survey our industry peers to understand their feelings about business and where it’s going. In the meantime, I have been speaking to a number of travel advisors about the current state of affairs and thought it worth sharing a few of the common threads I’m hearing.

“How is the recovery going for your business?” For every 10 people in the travel industry that I ask that question, I get 10 different responses — and 10 different predictions as to what might happen next. But just about everyone agrees on one thing: Hiring has become very, very challenging. The so-called “Great Resignation” is happening across industries (and across the globe, if unevenly), and even if it’s somewhat exaggerated, it seems to be hitting travel, restaurants, and leisure especially badly. And the problem is global, as far as I can tell.

We are entering a pivotal moment in our industry’s recovery from the pandemic, with both good and bad news across the board. Vaccines have unleashed a huge amount of pent-up demand. Airplanes and hotels are packed, prices have risen, and employers are struggling to fill vacant positions. On the other hand, corporate and MICE still lag far behind the leisure recovery. And the delta variant (and others) are threatening to put a halt to all our progress.

The great news from Europe last Wednesday, that the European Union will allow vaccinated vacationers back this summer, could not have come at a better time as there is no doubt we are seeing and hearing of booking momentum. Everyone I talk to is focused on forward bookings, staffing challenges, and other immediate-term issues. It’s an exciting time, if still chaotic and frustrating. It’s important to keep one eye on the future, as we build for coming success. What are the broader lessons we’ve learned in the past year-and-change that are worth holding onto? What wisdom can we use for our businesses in the future, but also guide our everyday thinking?

This must be what Purgatory feels like. One year after the first lockdowns, travel is still stuck in the in-between: much better than the catastrophe of 2020, but not quite ready to celebrate yet. For every reason to be hopeful — an uptick in bookings, progress with vaccinations, talks about global health passports — there is a reason for continued caution.

To say that we are navigating an uncertain world is a huge understatement. The pandemic, the economy, the American election, the future of our great industry — are all causing substantial confusion, anxiety, and stress. While we are all focused on figuring out what might happen next and how to deal with it, one issue that I fear we are not paying enough attention to is mental health. Whether you are considering your workforce, your business partners, or your clients, emotional and psychological wellness is at risk.

In my previous post, I wrote to you about the issues of racism and diversity and how the travel industry comes up short in multiple ways. I also shared insights and advice from experts I’ve spoken to. I’ve received a sizable number of responses so far. Most have been positive, thanking me for exploring the subject. Others have complained that I’ve waded into politics—however, I see this not as a political issue but as a business issue. Today, I focus on the subjects of marketing and operations, as well as the concept of “anti-racism,” and make the business case for why diversity matters.

The last time I wrote, in May, we were still trying to understand the short- and long-term effects of the global pandemic. We have learned quite a bit since, but with recovery faltering in many places, the overall outlook is still a bit cloudy. One thing I believe we’ve all learned is to expect the unexpected. But I’m writing now on a different topic. Among the many surprising things to have happened this year is how quickly the issue of race and diversity has burst into our collective consciousness

As I write this, the travel industry is beginning to see some light at the end of the tunnel. The recovery will be likely tentative at first, and focus on staycations, drives, and short-haul trips. But there are so many dependencies—transmission rates, social-distancing regulations, border closures—that it’s impossible to make meaningful predictions. I’m curious to hear when you anticipate business returning, where your forward bookings are concentrated, and when you may start to bring employees back.

What a difference a month makes. Just a few weeks ago, I sent you the results of our annual Pulse of the Industry Survey, reflecting a mostly sunny outlook for 2020. Most respondents forecasted continued growth in revenue and bookings, their optimism quashing any concerns about terrorism, natural disasters, or economic uncertainty.But then Wuhan sneezed, and the rest of the world started catching cold.

Overtourism: Everyone is talking about it. Everyone wants to do something about it. And nobody is going to stop traveling. So, what to do? One thing is for sure: In this hyper-connected, over-polarized, blame-happy era, the issue is not going away.

As fall gets into full swing and we start planning for 2020, I know that many of us are feeling the winds of uncertainty about the economic outlook—for the travel industry and for the world at large. Political instability in the U.S., Brexit, trade wars, the Hong Kong protests, the collapse of Thomas Cook—those and many other factors are contributing to a sense of trepidation, tingeing whatever optimism we may have about future bookings.

You may have seen the news in January that Ted Teng will soon be stepping down as President and CEO of Leading Hotels of the World. Most of you share my high regard for Ted, who ran LHW for 10 years. Interestingly, his departure was announced around six months after Filip Boyen left rival Small Luxury Hotels of the World; Boyen, in turn, was replaced by Jean-François Ferret, who came from Relais & Châteaux, yet another independent hotel collection.

It’s the most wonderful time of the year—the season when travel publications and experts tout their predictions for the next 12 months, like the hottest destinations and the big new trends.

Why is a cruise ship company also becoming a TV producer? The reasons Carnival, Marriott, Rosewood and others are getting into content marketing.

Despite a constant stream of negative headlines, the travel business keeps growing and growing. Here are the reasons why—and the lessons to take away.