Your Board Doesn't Need More Information. It Needs Better Information.
One of the biggest misconceptions in destination marketing organizations (DMO) is that an effective board meeting is one that delivers the most information. CEOs often arrive with dozens of pages of financial reports, marketing updates, committee notes, research summaries, and staff activity reports. The assumption is simple: if board members have more information, they'll make better decisions.
In reality, the opposite is often true.
The challenge facing today's DMO board is rarely a lack of information. It's information overload. Board members are volunteers. Most are business leaders with demanding careers who may only devote a few hours each month to governance. When every meeting feels like drinking from a fire hose, strategic conversations are replaced with operational questions, and opportunities for meaningful leadership disappear beneath stacks of reports.
The challenge facing today's DMO board is rarely a lack of information. It's information overload. Board members are volunteers. Most are business leaders with demanding careers who may only devote a few hours each month to governance. When every meeting feels like drinking from a fire hose, strategic conversations are replaced with operational questions, and opportunities for meaningful leadership disappear beneath stacks of reports.
One of the CEO's most important responsibilities isn't simply managing the destination, it’s managing up by helping the board become a more effective governing body.
Great Boards Are Educated, Not Just Informed
Board orientation should never be a one-time event.
Board orientation should never be a one-time event.
The tourism industry changes rapidly. Visitor behavior evolves. Funding models shift. Legislative priorities emerge. New technologies reshape marketing. Board members need continual education if they're expected to make informed strategic decisions.
That education doesn't require lengthy presentations.
Instead, dedicate a few minutes at each meeting to a "Board Learning Moment." Explain a tourism trend, discuss emerging visitor research, review industry benchmarks, or highlight how another destination addressed a similar challenge. Over time, these short educational segments build confidence and create a board that asks better questions.
Instead, dedicate a few minutes at each meeting to a "Board Learning Moment." Explain a tourism trend, discuss emerging visitor research, review industry benchmarks, or highlight how another destination addressed a similar challenge. Over time, these short educational segments build confidence and create a board that asks better questions.
An educated board spends less time debating tactics and more time discussing strategy.
Replace Reports with Dashboards
Many CEOs unknowingly bury their most important messages inside lengthy board packets.
Instead of asking board members to interpret dozens of pages of reports, summarize performance through a simple executive dashboard.
Many CEOs unknowingly bury their most important messages inside lengthy board packets.
Instead of asking board members to interpret dozens of pages of reports, summarize performance through a simple executive dashboard.
Focus on the handful of indicators that truly measure organizational health:
The dashboard should answer one question immediately: Are we moving the destination forward?
- Occupancy and visitor demand trends
- Marketing campaign performance
- Website engagement and lead generation
- Convention and group sales pipeline
- Financial performance compared to budget
- Major strategic initiatives and their progress
The dashboard should answer one question immediately: Are we moving the destination forward?
Once board members understand the big picture, they can spend meeting time discussing implications rather than searching for numbers.
Governance Is Different from Management
Many board frustrations begin because no one clearly defines where governance ends and management begins.
Governance Is Different from Management
Many board frustrations begin because no one clearly defines where governance ends and management begins.
Boards establish mission, vision, strategy, financial oversight, and organizational accountability.
CEOs manage staff, operations, vendor relationships, marketing execution, and daily decision-making.
When those responsibilities become blurred, meetings drift into discussions about social media posts, brochure designs, event logistics, or office procedures.
The CEO plays an important role in gently redirecting conversations. A simple question often changes the direction of the discussion: “Is this something the board should decide, or something management should execute?"
That distinction protects everyone's time while reinforcing healthy governance.
That distinction protects everyone's time while reinforcing healthy governance.
Help Board Members Think Like Owners
The strongest boards don't simply review reports. They ask bigger questions.
The CEO must intentionally create space for strategic thinking by reducing operational noise and presenting issues in ways that encourage discussion rather than reporting.
Instead of ending an agenda item with, "Any questions?" try asking, "What opportunities or risks do you see that we haven't discussed?"
That subtle shift transforms passive listeners into active strategic partners.
The strongest boards don't simply review reports. They ask bigger questions.
- What trends should concern us?
- Where will tourism be three years from now?
- What investments create the greatest long-term value?
- What risks aren't we discussing?
- How do we strengthen the destination, not just the organization?
The CEO must intentionally create space for strategic thinking by reducing operational noise and presenting issues in ways that encourage discussion rather than reporting.
Instead of ending an agenda item with, "Any questions?" try asking, "What opportunities or risks do you see that we haven't discussed?"
That subtle shift transforms passive listeners into active strategic partners.
Leadership Includes Leading the Board
Managing up is not about controlling the board. It is about equipping board members to succeed in the role they accepted.
Managing up is not about controlling the board. It is about equipping board members to succeed in the role they accepted.
When CEOs provide context instead of clutter, insight instead of endless reports, and strategy instead of minutiae, boards become more confident, more engaged, and more valuable to the organization.
The best DMO boards don't know everything. They know what matters.
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