Every Problem is a Board Problem
In the immortal words of David Lee Roth, “Heard you missed us. We’re ba-ack.”
It’s been a crazy summer since we announced our plans to refocus our practice to DMO Board Governance, Advocacy and Excellence. Then, there was the Destinations International Annual Convention in Chicago, the loss of the platform from which we blogged since 2007…and a mad dash to wrap all of our assignments for 2025. And, we’re finally peeking our head up from our bunker where we’ve been burning like crazy.
So…sorry that we’ve gone radio silent. But, we’re ba-ack.
And, it was great to see and hang with so many of our friends last month at DI’s Advocacy Summit in Sacramento. Mike Testa and his crew were sensational hosts and we had a fabulous time with friends, clients and partners.
The opening speaker was David Allison (author of The Death of Demographics) who suggested that demographics and psychographics are incredibly limiting when attempting to craft a resonant message (which is what advocacy is all about). At some point in his presentation, I remember him saying, “all problems are people problems.” And, as I prepared my opening remarks for my session on Engaging Board Leadership and Stakeholders, I took the liberty to adapt his concept to one of my own.
Every problem at a DMO is a Board problem. There…I said it.
Attacks on DMO funding stem from a weak Board. The inability to inspire destination development among community leadership finds its genesis in a Board that lacks influence. A lack of community support and pride comes from a disengaged Board. Really…pick a DMO issue, and at least part of the problem can be traced back to the Board.
And, it’s not their fault. The blame lies with professional DMO leaders that assume Board members share their passion for the community and the organization. That those Board members understand and embrace their role as community and organizational advocates. That Board members are empowered rather than coddled or simply endured. Those assumptions are a direct result of lackluster orientation sessions to equip the Board with the knowledge and tools with which to go out into the community and make magic happen as a champion for the DMO (or aggressively defend the organization).
For some, the blame lies in CEOs that try to design and manage Board meetings in such a way so that Board members don’t have the opportunity to share their truth and ideate the future. Hey, I get it…letting them talk can often create make-work for professional staff. But, not letting them talk will, I guarantee you, develop into a sense of frustration from some that can become a cancer within the organization.
And, the blame often lies in a laissez faire attention to succession planning for future Board leaders. Today’s DMO CEO must be an aggressive advocate for identifying the next cohort of community leaders of which current Board members may not be aware.
And, that was my message to those in my room at the Advocacy Summit.
I recently consumed a video from Randy Gage, an expert on prosperity and entrepreneurship, in which he checked off the 9 habits of successful (and happy) entrepreneurs. One of the habits fascinated me…that the best will delegate virtually everything in their lives so they can devote more than 90% of their waking hours on their craft.
I owe so much of my success to my partner Terri White, who, for 25 years, has handled the logistics of DMOproz…from project management, research, travel and more, it allowed me to be completely present for our clients. Without her, we could never have served so many of our friends and clients over the years.
But Randy takes it even further. His executive assistant arranges meal prep, handles gassing up his car, retrieves his dry cleaning…and the list goes on. Things I would never expect, nor ask, Terri to do…but, it got me thinking.
How many CEOs forfeit the assistance that Board members want (and are able) to provide? Is it because they don’t want to admit they could use the help? Is it that they don’t think Board members can be trusted not to screw up in front of legislators (which gets back to lackluster orientation)?
For those DMOs that operate with Boards of Directors, let’s understand that they could be an incredible value add…and not a chore.
Til next time,
Bill