Think Like A Visitor

  After you've been in destination marketing for a long time, something interesting begins to happen. You find yourself sitting in meetings where you remember why a policy was created, who originally proposed a program, what happened the last time someone suggested a particular idea, and sometimes even what was tried twenty years ago. That institutional knowledge can be enormously valuable. It can also become dangerous. Experience gives us perspective. We recognize patterns. We remember mistakes and understand the personalities and history behind decisions that may otherwise make little sense. As a CEO, that knowledge helped me navigate difficult situations and occasionally recognize trouble before it arrived. But I've also come to believe that one of the greatest challenges for an experienced leader is making sure experience doesn't become an excuse for resisting change. Four words can quietly kill innovation in an organization: "We tried that before." Maybe we d...

One of the hardest lessons I learned as a destination marketing organization (DMO) CEO was that a good idea can still be the wrong idea for your organization. Destination marketing organizations attract ideas. Someone wants the DMO to sponsor a new festival. A community organization proposes a partnership. An elected official has an idea for a new event. A board member suggests a program they saw in another destination. A local business wants help promoting something. Most of these requests come from good people with good intentions, and many of the ideas are genuinely worthwhile. But worthwhile doesn't necessarily mean strategic. As a CEO, I always found saying yes easier than saying no. Yes builds goodwill. It makes people happy. And it makes us appear collaborative and responsive. But every yes has a cost. It requires money, staff time, attention, meetings, emails, follow-up, and, perhaps most importantly, organizational energy. Eventually, enough small yeses can pull an organiz...

  When people ask what a destination marketing organization (DMO) does, the conversation usually turns to advertising campaigns, visitor guides, websites, and social media. Those things certainly matter, but after spending decades leading a destination marketing organization, I've come to believe that one of a CEO's greatest responsibilities has very little to do with marketing itself. It has everything to do with bringing people together. In my experience, the most successful destinations are rarely the ones with the biggest budgets. They're the communities where leaders understand that progress happens when organizations stop working beside one another and start working with one another. Tourism doesn't exist in isolation. It intersects with economic development, downtown revitalization, arts and culture, parks and recreation, chambers of commerce, local government, hospitality businesses, nonprofits, and residents. When those groups share a common vision, remarkable ...

  One of the lessons I learned during my years leading a destination marketing organization (DMO) is that culture is never accidental. Whether a CEO actively shapes it or simply lets it evolve on its own, an organizational culture will emerge. The question isn't whether your organization has a culture. It does. The real question is whether that culture is helping your team thrive or quietly undermining everything you're trying to accomplish. As CEOs, we spend a great deal of time thinking about marketing strategies, visitor spending, stakeholder relationships, budgets, and board expectations. Those responsibilities matter, but none of them can compensate for an unhealthy workplace. I've seen organizations with outstanding strategic plans struggle because employees didn't trust one another. I've also seen organizations with modest budgets accomplish remarkable things because their people genuinely believed they were working together toward a common purpose. Trust is ...