Your Most Valuable Asset May Be the Ability to Bring People Together

 

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 things begin to happen.

I've always believed that a DMO CEO should see themselves as a convener. Sometimes that means organizing a meeting where difficult conversations can take place. Other times it means introducing two people who should have met years ago. Occasionally, it simply means listening long enough to discover that two organizations have nearly identical goals but have never realized they could accomplish more together than separately.

Convening isn't about being the smartest person in the room or controlling every decision. It's about creating an environment where collaboration feels natural and productive. Good conveners ask questions, encourage participation, and help people discover common ground. They recognize that every stakeholder brings valuable perspectives, whether they're representing a hotel, a museum, a restaurant, a city council, or a neighborhood association.

Coalition building has become one of the defining leadership skills for today's destination executives. The challenges our communities face. Whether it's workforce shortages, infrastructure, resident sentiment, or funding priorities, these challenges cannot be solved by any single organization. They require shared ownership and shared solutions. The CEO who can unite diverse interests around a common purpose becomes far more valuable than one who simply manages an organization efficiently.

I've learned that partnerships don't happen because they're listed in a strategic plan. They develop because relationships are nurtured over time. Trust is built through consistency, transparency, and a willingness to celebrate shared success instead of seeking individual recognition. Every conversation, committee meeting, and community event becomes an opportunity to strengthen those relationships.

Community leadership also requires looking beyond tourism itself. A destination organization should be present whenever important conversations about the future of the community are taking place. Whether the topic is downtown redevelopment, transportation, housing, quality of life, or cultural investment, visitors will ultimately experience the community that local leaders choose to create. Tourism has both a voice and a responsibility in those discussions.

At the end of the day, I don't believe a DMO CEO's legacy is measured only by visitor spending, hotel occupancy, or marketing awards. Those metrics matter, but they don't tell the whole story. I believe our greatest contribution may be the relationships we help build, the partnerships we encourage, and the collaborative spirit we leave behind. When we become trusted conveners and leaders who can bring people together around a shared vision, we don't just strengthen tourism. We strengthen the entire community. That's a legacy worth pursuing.