Think Like A Visitor

For years, Destination Marketing Organizations (DMOs) were mainly evaluated based on one key question: “How many visitors did you bring here?” This focus made sense back when many communities were all about growing. More visitors meant more hotel stays, more restaurant visits, more shopping, and ultimately more tax money for local services and a better quality of life. Marketing was the driving force. Advertising, branding, visitor guides, public relations, and trade shows were the tools they used. But tourism has changed, and so have the expectations that communities have for the organizations that represent them. Today, many DMOs are transforming into Destination Management Organizations, a small change in wording that really shows a big shift in what they’re responsible for. The modern visitor economy isn’t just about how many people are coming. More and more, destinations are asking important questions: Are visitors making life better for the people who live there? Is tourism a sus...

“You did great work on this.” Four simple words. But for a leader in a Destination Marketing Organization, they may be the most powerful words you can say. Not in a board presentation or a press release—but in the hallway, over coffee, or in the quiet after a long event. Leadership doesn’t always look like a podium. Often, it sounds like genuine encouragement. We talk a lot about visitor experience. What will they see? How will they feel? What will they remember? But there’s a direct line between how your team feels and how your destination is perceived. When the people doing the work feel seen and valued, their work gets better. More thoughtful. More creative. More inspired. “You did great work on this” is more than praise. It’s acknowledgment. It’s leadership that sees beyond deliverables and into the effort behind them. The grant proposal that took three late nights. The itinerary brainstormed over lukewarm coffee. The front desk team member who turned a complaint into a compliment....

“What’s the biggest obstacle in your way?” It’s a simple question. But when you ask it with real intention—in a quiet moment, behind a closed door—it becomes a powerful mirror. For destination marketing organizations, asking this question as a leadership practice can reveal more than data ever could. Most DMO leaders are busy. Your calendar is a game of Tetris: board meetings, budget presentations, media requests, community events. But busyness can sometimes hide the very obstacles that keep your organization from growing, evolving, or truly connecting with your destination’s soul. Start by asking yourself:   What’s the biggest obstacle in my way as a leader?   Is it lack of funding? Outdated perceptions of your destination? A disengaged board? An unclear vision? Maybe it's fear—of change, of failure, of disappointing the people who trust you. You don’t need to answer out loud, but you do need to answer honestly. Now take that same question to your team.   What’s the bigg...

Destination marketing organizations thrive on collaboration, vision, and trust. At the heart of all three lies one indispensable trait: transparency. While we often speak about clear communication with stakeholders, partners, and the public, transparency with a DMO’s own board of directors deserves equal—if not greater—attention. A well-informed board is not only an engaged partner but also a powerful advocate for the destination. Too often, DMO boards are treated like an occasional audience for good news, high-level updates, and polished wins. But true leadership involves opening the door to the full story—challenges, shortfalls, pivot points, and all. That kind of transparency builds more than awareness; it builds trust and ownership. The board isn’t just there to review budgets or approve marketing campaigns. These individuals are community representatives, connectors, and decision-makers. When they have a clear and accurate view of the DMO’s goals, performance, and evolving context...

Transparency is one of the most underrated tools in a destination marketing organization’s toolkit. We often talk about clarity in messaging for visitors, but that same clarity should begin at home—with our teams. In too many DMOs, staff are left out of strategic conversations, big-picture decisions, or even routine updates that affect their day-to-day work. The result? Confusion, frustration, and missed opportunities. When people don’t know   why  something is happening, they’re less likely to support   what   is happening. And in a field as collaborative and community-focused as destination marketing, alignment is everything. Transparency isn’t about oversharing or opening every meeting to every staff member. It’s about building a culture where people feel trusted, respected, and informed. When your team understands your strategic priorities, budget realities, community challenges, and visitor feedback, they’re better equipped to contribute in meaningful ways. They...

When a Destination Marketing Organization (DMO) prepares a Request for Proposal (RFP) for a research project, the instinct is often to jump straight into the details—scope of work, deliverables, deadlines, and budget. And while those are essential components, the most important element of any research RFP isn’t buried in the task list or timeline. It’s up front. It’s the “why.” Your research RFP must clearly articulate the purpose behind the project—why this research matters, what decisions it will inform, and how it connects to the broader goals of your destination marketing strategy. Without that context, vendors are left guessing at your motivations. And when vendors are guessing, you risk getting proposals that miss the mark—not because they aren’t competent, but because they’re solving the wrong problem. A well-written “purpose” section serves as the compass for the entire RFP. It allows potential partners to understand your intent, tailor their approach, and—importantly—offer str...