New DMO Managers Agree on 5 Pain Points

Your supervisor picked you for your position because you’re adaptable, committed, and creative. Still, you might wonder whether this job is for you. Managers I talked to at the PACE forum want help with five issues:

1. The new DMO managers feel overwhelmed because they have too much to do.
2. They need more guidance on how to keep members engaged and retain them.
3. They worry about providing value to the community.
4. New DMO managers are stressed about navigating their new roles.
5. They want help with training and coaching teams.

Treat ‘em Right helps managers solve these problems and more with coaching, group training, and online courses customized for individual DMOs. Your first call with us is free, so contact us if you are interested.

Tip One: Prioritize and Delegate

You thought you joined an industry that values rest, relaxation, and recreation, but you are working long hours! We get it. You feel overwhelmed by what seems like three jobs in one. It’s time to prioritize:

• Put your tasks in order based on 1) your deadlines and 2) which will have the most impact. Note: something due today is not necessarily more important than something due next week. Keep your goals in mind and prioritize what matters most.
• Delegate non-essential tasks to team members, empowering them to take ownership. Effective delegation will reduce your stress and foster collaboration on your team.

If you’re not using project management software find one that works for you. Putting tasks in your computer will cut your stress because don’t have to try to remember 10 deadlines in your head. You might think you don’t have the money. One of the top project management software systems, Monday.com, has free subscriptions for one or two users. Other plans start at $20 a month.

Tip Two: Make a Membership Plan

You believe in your organization’s mission and want to help keep it strong. Retaining members is one of your top goals (and stressors). Yes, building and maintaining relationships with members is time-consuming. Realizing you cannot do everything at the same time, plan to meet who you can, and find other ways to connect with all your members regularly. That means planning.

Check out The Center for Association Leadership’s Guide to Membership Strategy to see what is working for others. The guide includes questions to ask yourself:

• How are you engaging members and prospects who are in their 20s and 30s?
• Is your online membership platform easy to use? Does it solve members’
  problems?
• Are you fostering collaboration that benefits members? For example,
  DMOs offer visitor experience education to members’ employees and many
  others who interact with guests.

Tip Three: Focus on the Visitor Experience

The constant pressure to provide value can keep you up at night. Ease your pain by focusing on what matters most – the visitor experience. DMOs have become experts in visitor experience education (VXE) with help from Treat ‘em Right. We customize VXE based on the needs of your members. Examples of successful VXE programs include:

• Visit Manhattan, Kansas offers VXE to retailers, hotels, restaurants, attractions, and business community employers.
• Destination Niagara Falls USA engaged taxi and ride-share drivers, travel
  agencies, tour operators, and short-term rental owners in VXE. 
• The Pennsylvania Convention Center trained its union labor contractors.

We have received dozens of positive reviews on our VXE video series. We believe in video because people retain 95% of what they learn while watching a training video, compared to 10% of what they read. However, for some learners, our hybrid live sessions are best. It’s all about the learner.

Tip Four: Connect with Others in the Industry

In a 2023 survey, 40% of recent graduates said they had no training, onboarding, or support from their managers. If you are unsure of something, ask. Your manager should be clear about expectations on things like your work hours, deadlines, and what it will take to advance in your position. Other solutions for navigating new roles include:

• Connect with experienced managers in the industry.
• Attend workshops, conferences, and webinars to learn from others’ successes and failures.
• Look into Destinations International’s Young Professional Development Program and its 30 Under 30 program – a year-long networking and learning experience for emerging leaders. In an article on the DI website, a past 30 Under 30 participant says the program gave her purpose and a sense of belonging.

“Having peers who share similar struggles and passions has been transformative,” Juliet Velasquez, manager of client relationships and insights, Tourism Economics. “Through them, I've gleaned insights into leadership, skill development, and discovering my true calling. 

Sign up to get notified when DI opens the next round of applications for 30 Under 30.

Tip Five: Find a Coach

Many DMOs do not have structured management training programs. That makes it more difficult for a new manager to learn their job. So, smart DMO executives invest in expert training, coaching, and consulting. Treat ‘em Right supports success with:

• Skill Enhancement: Training programs improve managers’ skills, from leadership to communication. Our offerings include custom workshops and online courses tailored to the needs of each DMO needs. We start with helping teams get to know each other by taking an Insight Inventory.
• Team Performance: Coaching helps managers motivate and guide their teams. Treat ‘em Right uses tools like the 5 Dysfunctions of a Team training to help new DMO managers become more productive and aligned with organizational goals.
• Strategic Planning: We work with DMO managers who want a Visitor Experience Strategy that supports the goals of their organization. With the right training, coaching, and consulting you will have the confidence to lead
  with passion. Contact Phil at Treat ‘em Right or call 314-221-6037 to talk about getting the support you want.

What does an engaged workforce feel like? It feels like a team of people ready to rally around a shared mission they are deeply inspired by. Engaged workforces are willing to go above and beyond. They lean in, proactively looking for ways to contribute meaningfully. Engaged workforces show up to work every day, ready to bring their best to take care of the communities around them.

What destination leader doesn’t want that?

Unfortunately, fully engaged workforces are not as common in the destination industry as we’d like them to be. Destination executives are often left scratching their heads at how to get their team to buy in.  

Ready to engage your workforce? Start here:

Harness the Power of Your Destination’s Purpose

The purpose of a destination organization provides leadership with an inspiring mission to rally their team around.

Destination organizations are powerful economic drivers. They have the power to bring positive change to the communities, cities, and regions they represent, and your workforce is likely to consist of team members with close, personal connections to the destination they represent. Destinations are naturally positioned to cultivate an inspiring organizational purpose, creating meaningful work for each and every one of their team members.

“During the interview process, many candidates share that finding meaningful work is just as important as their compensation package,” shares Brook Kaufman, President & CEO of Visit Rapid City. “While there are times we can’t be competitive with the private sector on wages, the fact that our work does make a difference in our community is often the tipping point for someone accepting a position with us.” 

Harnessing the power of your destination’s purpose can be an incredible motivator to engage your workforce. Unfortunately, many destination leaders struggle to capture the power of their organization’s purpose. Leaders who clearly define their organization’s purpose, connect that purpose to the day-to-day work, and consistently communicate progress made can capture the full power of this engagement opportunity. “Employees want to know how their daily tasks help reach departmental and organizational goals. We can’t get from A to B without communicating where we’re headed and where each team member fits into the overall equation.”

Key Recommendation for Leaders: Work to define your destination’s purpose. Then, connect the dots with organizational objectives, goals, and outcomes so that every team member understands how their contribution directly impacts the destination’s purpose.  

As leaders define an inspiring purpose and connect the day-to-day work to that purpose, workforce engagement grows. 

Compensate Fairly

Let’s face it: compensation in the destination industry is an uphill battle for many executive leaders.

It’s tough to compete with for-profit organizations when it comes to compensation, but destination leaders have to try to compete in this arena.

Compensation is not just about salary and cash. Yes, salary and cash tend to make up an important part of what a destination can offer a member of its team, but total compensation can go far beyond that.  

Key Recommendation for Leaders: Execute regular compensation studies to get up-to-date compensation data for every role in your organization. Then, consider how to build a holistic compensation package, which enables leaders to assemble a competitive offering to attract and retain talent. Medical benefits, vacation time, flex time, remote work opportunities, wellness stipends, and professional development stipends are examples of how destinations are blending salaries and benefits to build competitive compensation packages.

As leaders obtain accurate market data, advocate on behalf of their team to their board of directors, and build competitive compensation packages, workforce engagement grows. 

Establish Career Development Opportunities

For many in the workforce, career development and opportunities for advancement are major motivators, driving engagement. Leaders can take advantage here on multiple fronts: first by developing their team members to fit the specific skill set their destination needs, and secondly, by engaging their team members to buy in as a byproduct of their career development and advancement. 

Key Recommendation for Leaders: Build your workforce by providing both internal support and external resources to foster cohesive career development. Internal support structures include mentorship programs, job shadowing, and clear career tracks. External support structures can look like stipends for class and conference attendance.

As leaders are able to provide opportunities for their team members to develop and grow their careers, workforce engagement grows. 

Provide Clarity, Then Flexibility

Work-life balance means a hundred different things to a hundred different people but here’s what most of your team really wants: autonomy to manage their work and their personal priorities. “Some employees value flexibility. Others value PTO or an organization that invests in their professional development. Delivering on what’s important to individual team members is a very effective way to keep people with you for the long term,” added Kaufman.

Your workforce has priorities and goals outside of the professional work they do. That’s a good thing! And for leaders who can build destination organizations where team members can achieve both their professional and personal goals at the same time, your workforce will be more likely to engage and stick around for the long haul. 

Key Recommendation for Leaders: Provide clarity to each and every one of your team members about WHAT needs to get done, then give them the opportunity and autonomy to get it done HOW they need to. Define the key outcomes that must be driven for each role in your organization, work to build clarity around WHAT must happen. Then, worry less about HOW the outcome is reached. 

As leaders provide clarity and flexibility so team members can achieve their personal goals without sacrificing the productivity of the destination, workforce engagement grows.

Show your Care

Empathetic leaders build more engaged workforces.

Leading with empathy should not prevent leaders from making difficult decisions, being steadfast in their beliefs, and driving the organization's needs forward. Leading with empathy connects leaders to their workforces, showing their care for the people around them and the impact that their decisions have on them.

Unfortunately, it’s more likely than not that you have worked for a leader who you felt did not care about you. It’s demotivating, it causes team members to lean out, and it results in folks looking to depart your destination. 

Key Recommendation for Leaders: Find how you show your care for your team. It could be through consistent and meaningful 1:1 time. It could also look like taking the time to eat lunch with team members at all levels of the destination. Maybe displaying your care comes in your communication around difficult topics and decisions. Discover what works best for you, but be sure to find a way to make it known that your team members matter to you.

As leaders are able to show their care, workforce engagement grows. 

Ask for Feedback Regularly

Engaged team members feel like their voice matters and their thoughts, ideas, and concerns impact the trajectory of the destination they work for.

Leaders should regularly request feedback from all levels and departments in their destination organization. When feedback is requested, it’s vital that leaders acknowledge it, share what was learned, and ultimately drive change from it. 

Key Recommendation for Leaders: Identify a variety of mediums and a variety of subject areas to request feedback on throughout the course of a year. Focus groups, surveys, and 1:1 meetings offer mediums to ask for feedback. Business operations, organizational culture, and personnel performance offer subject areas to get feedback on.

Identifying opportunities to build feedback from your workforce into recurring organizational operations will not only provide leaders with an important data point to direct the path forward for the destination, but it will also build engagement throughout your workforce.  

Get Intentional to Drive Workforce Engagement

Chalking up a lack of workforce engagement to generational differences is lazy.

Doing so also removes leadership’s responsibility to make an active difference in how their team decides to lean in and engage or lean out and disengage.

Frankly, your workforce's engagement reflects your organization’s health and development. Simply put, team members will choose to engage if they think it’s worth it.

“Is driving engagement within your team hard work? Absolutely,” shared Kaufman. “But your organization will never reach its full potential without putting energy and resources into keeping employees satisfied.” 

Leaders have the opportunity to actively drive initiatives forward to engage their workforces. Those who do so intentionally and effectively have the opportunity to lead impactful teams that drive their organizations and the destinations they lead forward in incredibly meaningful ways. 

Media Contact: 
Tim Smith 
tsmith@destinationsinternational.org
1.425.577.4499

Washington, D.C., USA (July 10, 2024) – Destinations International (DI), the world’s leading resource for destination organizations, convention and visitors bureaus (CVBs), and tourism boards, has opened registration for its three remaining major events in 2024: the Advocacy Summit, which will take place in Rio Grande, Puerto Rico, from October 22-24; and the Social Inclusion Summit and Business Operations Summit, which both will take place in Spokane, Washington, October 28-30.  

Destinations International continues to provide training and development specially designed to help destination organizations anticipate transformation and thrive in a continually evolving environment. Each summit will look at current challenges and opportunities and offer the opportunity to explore, learn, and network among industry peers. Attendees will benefit from comprehensive sessions that address the most pressing issues facing the sector today, from enhancing stakeholder engagement and impactful advocacy, to advancing social inclusion, to embracing advancements in technology and innovation in business operations.

“Destinations International is committed to providing our members with the essential information they need to help their organizations and communities thrive,” said Don Welsh, president and CEO of Destinations International. “Our outstanding fall summits focus on the most pressing and timely issues facing destination organizations today and offer an unprecedented opportunity to learn from experts and network with peers. I’m confident that attendees will leave each summit with new insights and actionable strategies to take back to their organizations.”

Summit overviews:

2024 Advocacy Summit (Rio Grande, Puerto Rico – October 22-24, 2024) 
Under the theme “Advocate as Catalyst,” the summit will help destination organizations better serve as essential community assets promoting the local community as an attractive travel destination while also enhancing its public image as a dynamic place live and work. Through interactive discussions, case studies and practical exercises, attendees will develop skills, identify tools and gain knowledge to support powerful advocacy. This year, the event offers three immersive workshops to explore the rich Taíno heritage of Puerto Rico; survey the intersection of ecotourism and conservation against the unique backdrop of El Yunque National Forest, the only tropical rainforest in the U.S. National Forest System; and learn about the development of eco-cultural tourism attractions at Carabali Rainforest Adventure Park. 
(Click here for more information and to register)

2024 Social Inclusion Summit (Spokane, Washington – October 28-30, 2024)
The summit offers a series of impactful sessions and immersive experiences designed to engage community partnerships and create a welcoming environment where people of all abilities and backgrounds feel welcome, valued and understood. Through a lens of accountability, attendees will learn actionable strategies to deepen community relationships and enhance workplace culture, ultimately creating welcoming experiences for visitors. Sessions include: Fostering Community Connections for Impact; Advocacy Strategies for Engaging Local Government; and Establishing Accountability in Social Inclusion. This summit is for leaders of all abilities and backgrounds who specialize in, or have an interest in, community engagement, human resources, culture development, marketing, and inclusion and belonging.
(Click here for more information and to register)

2024 Business Operations Summit (Spokane, Washington – October 28-30, 2024)
The Business Operations Summit is a cross-functional gathering of destination organization professionals in finance, human resources, operations and technology. This year’s summit will leverage the latest advancements in finance, digital platforms and talent management, offering valuable knowledge and practical solutions to help destination organization leaders navigate the complexities of modern business operations. Join us to explore how finance, technology, and HR can drive innovation and excellence in your organization.
(Click here for more information and to register)

Please check destinationsinternational.org for latest updates on these and all Destinations International events and information.

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About Destinations International 
Destinations International is the world’s largest and most trusted resource for destination organizations, convention and visitors bureaus (CVBs) and tourism boards. With more than 7,500 members and partners from over 750 destinations, the association represents a powerful forward-thinking and collaborative community around the world. For more information, visit www.destinationsinternational.org.  
 

Industry Events Spark Career Vision for Students

Attending Destinations International’s Annual Convention for the first time in Tampa, Florida earlier this summer was both exciting and, to be honest, a bit intimidating. As a student stepping into a room filled with industry leaders and professionals, I couldn’t help but feel a sense of awe, and nerves. These were individuals who had already solidified their careers, shaping the future of destinations and tourism, while I was just beginning to imagine where my path might lead.

Despite the initial butterflies, the more I interacted with these professionals, the more I realized they weren’t just leaders in the industry - they were also mentors and advocates for the next generation. They were eager to share insights, listen to fresh perspectives, and offer advice. Days after the convention ended, I found myself reflecting on those conversations, replaying sessions in my mind, and seeing my future more clearly than ever.

As the days passed, I felt a bittersweet sense of closure because while the convention was over, I had a newfound excitement for what was to come. I kept thinking about my potential career, revisiting the ideas and discussions I’d experienced. These interactions shifted my mindset - I no longer felt like just a student. Watching the next class of 30 under 30, I could imagine myself on that stage one day, contributing to the industry. This realization boosted my confidence and solidified my commitment to pursuing a meaningful role in tourism.

Experience Enables Students to Shape and Commit to the Industry's Future

My experience at the Annual Convention was just one chapter in my broader journey with Destinations International. As a Professional Development intern, I’ve been involved in developing certificate programs, attending meetings with industry leaders, and contributing to event planning and content creation. These hands-on experiences have connected my course work to the real world, making my learning more authentic and relevant.

As I partake in this work, I am gaining confidence, not just in my current role, but also in how my skills align with the future of the industry. As more students like me combine work with academic study, we begin to understand how our contributions can drive industry trends, innovations, and solutions. This balanced approach of connecting practical experience with academics produces well-rounded professionals who are ready to enter the field and also to shape its future.

The travel and tourism industry thrives on adaptability and fresh ideas. Engaging students early ensures the next generation is prepared to embrace changes and push the industry forward. Internships and immersive learning are essential in developing professionals who are confident in their ability to lead in a rapidly evolving industry.

A Student’s Insights on Building the Next-Generation Workforce

From my perspective, building the future workforce is more than just filling roles - it’s about creating opportunities that allow students to fully involve themselves in the industry. DMOs and other industry leaders should focus on establishing personal connections through internships, shadowing, and professional development programs. These experiences create a sense of belonging and purpose, showing students how our work is actually valued. Workforce development isn’t just a marketing campaign - it’s about creating genuine, lasting relationships that inspire growth and passion.

Mentorship is a crucial element in building a successful workforce. Passing on knowledge is important, but sharing enthusiasm for the industry is just as impactful. When mentors invest in students, they don’t just develop our skills - they also create a sense of pride and purpose in our work. Simple engagements, like inviting students to industry events or allowing them to shadow professionals, can make a significant impact. These moments of inclusion provide insight into the industry and help us build connections with professionals who can guide and inspire us.

All in all, creating an environment where students feel valued and invested in is key to shaping the workforce of the future. Both students and industry professionals must be committed to this process. When students feel respected as contributors, we become more confident and motivated to shape our paths within the industry. The more engaged we are, the more we envision ourselves as future leaders, driving the travel and tourism landscape for years to come.

As we work toward building the next generation of tourism professionals, I encourage destination leaders to consider how they can actively support their growth. One impactful way is by sponsoring local students to take part in Destinations International’s upcoming Business Intelligence Certificate program. With courses in Sales, Services, and Marketing and Communications, this program will provide emerging professionals with key skills in business events, such as decision-making, risk mitigation, and strategic planning. By investing in future leaders now with opportunities in professional development, such as the Business Intelligence Certificate, you’re ensuring they have the necessary tools to contribute to this growing and thriving industry.