The Professional Development “season” really never stops for DMO pros…but, it’s about to kick into high gear with the Annual Convention of Destinations International in a couple weeks. ESTO follows in August and the Upper Midwest CVB Fall Conference in September. Destinations International’s Affinity Summits dot the calendar…and no fewer than seven State Tourism Conferences are scheduled (as is the inaugural TravelAbility Summit) through November. Lots of learning (and even more networking)…which means a lot of storytelling among the professionals whose very job it is to tell compelling stories about what makes their communities attractive. And, that’s why we try to make as many conferences as our schedule permits. Because, as much as our clients and audiences look to us to share stories of successes and missteps, we are thirsty to hear new stories as we all build upon the work of those that went before us.

It happened again recently, as I worked with a DMO Board grappling with a dilemma. The debate rolled for a few minutes until I innocently asked, “why would you do that?" (knowing full well why they were considering it). Almost in unison, three Board members exclaimed, “Exactly!” Which caused the rest of the Board to sit up and question their own position on the proposal on the table. Without the “why” question, the majority of the Board could have simply nodded their heads and gone along. When those three members vocalized what everyone in the room was thinking, it set up a fascinating shift in critical thinking that wouldn’t have happened if somebody hadn’t asked, “why?”

It happens every couple years. As much as the DMO’s Board Members are nodding in unison as I, early in our workshop, explain the difference between a “Strategic Plan” and the “Marketing / Business Plan,” somebody pushes back when they receive the draft. These well-meaning Board members believe the Strategic Plan they have just created is designed to direct staff…but, the plans we help create only include staff in a support role when it comes to community outreach (and occasionally locating some industry research the Board would struggle to find on its own). A Strategic Plan is the Board’s Action Plan. The Marketing / Business Plan is the professional Staff’s Action Plan.

I believe that the primary success of a DMO going forward will not be measured in Room Nights but in community engagement. And, that engagement only comes from boots on the ground, building mutually beneficial relationships while gathering and uploading fresh content from industry partners. So, it was with a “hell yeah” that I read a post from Simpleview’s Vicki Doyle (formerly with Visit Tucson) called, “What I Wish I Knew: Insights from a 20-Year Membership Professional.”

If I had a Franklin for every time a veteran Board member has told me that they were stunned to learn all the things in which their DMO was involved, well…let’s just say that I’d be taking a lot more vacations. And, there would likely be fewer DMO meltdowns, as engaged and articulate Board members would maintain interactive relations with government officials and community leaders. They’d never allow the kind of insanity we are seeing around the country where an increasing number of governments are putting their Destination Marketing contracts up for bid to ad agencies and DMOs from other States. Such sensationally insipid ideas would never get enough traction to make it out the door with a connected and communicative Board.