Travel and tourism are at the front line for both the challenges and solutions of climate change.

We must take action. Now.

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Gone are the days of economic development being a linear, industry-driven process of business attraction in which economic development organizations (EDOs) make decisions on behalf of the communities they serve.

We live in a divided country. A nation where we struggle to work and live next to those who are different than us. Oregon, where I live, is certainly no exception.

Strategic plans are as common as office printers and just as likely to malfunction. In fact, 70% of the strategic initiatives that companies pursue to increase revenue, decrease costs, improve efficiency and innovate fall short of their goals.

As travel and tourism professionals we have been given an immense responsibility. We’ve been tasked with wisely using the resources we’ve been entrusted with.

Leading a complex and interdependent tourism economy at any scale is not for the faint of heart, even in the best of times. The disruptions of recent years have tested the fortitude of even the most experienced tourism industry leaders.

Organizations have been challenged over the few years to continually re-imagine how and where we do our work. While the pandemic appears to be far from over, and our need to be adaptive remains, the emerging work environment seems to be clearly defined by a hybrid approach.

Though at times it can feel frustrating and may even cause some discomfort, the hard truth is that tourism leaders are rarely fully in control. Sure, there are degrees of control depending on the circumstances or matter at hand, but in today’s increasingly complex industry environment where greater and more nuanced collaboration and partnership is required, full control isn’t likely.

Though at times it can feel frustrating and may even cause some discomfort, the hard truth is that tourism leaders are rarely fully in control. Sure, there are degrees of control depending on the circumstances or matter at hand, but in today’s increasingly complex industry environment where greater and more nuanced collaboration and partnership is required, full control isn’t likely.

Employee culture is a formidable force. Its strength and power can catapult a company to greatness or doom it to failure.

When was the last time you made a Rubicon decision? As you think about the types of decisions you’ve made over time, chances are there are only a few that rise to the level what I call true Rubicons.

The wisdom of this sentiment is as relevant today as it was then, reminding leaders to intentionally look for new possibilities in adverse situations they encounter. Where some might find despair or, worse yet, ana reason to surrender, those leaders…

When was the last time you made a Rubicon decision? As you think about the types of decisions you’ve made over time, chances are there are only a few that rise to the level what I call true Rubicons.

At the table next to me, I overheard them bickering throughout their dinner. Truth be told, I was eavesdropping.

Economic downturns and periods of political and social unrest are not unfamiliar. Yet, the intensity of the perfect storm in which we find ourselves today feels heavier. What’s clear is that, in this moment, the need for leadership has never felt greater nor the stakes so high.

By the look in her eyes and the urgency in her voice, I knew my client was feeling overwhelmed and frustrated. It was budget time and the first roll-up for the functional areas she oversaw was due in just five days.

It was budget time and the first roll-up for the functional areas she oversaw was due in just five days. Despite their repeated assurances that they would, only one of her four managers had turned in their numbers the week prior as agreed, thus allowing her to complete the full report that she would later present to the firm’s executive committee.

Coraggio Founding Partner and Forbes.com contributor Trever Cartwright shares candid, diverse and digestible insights about the twists and turns of every leader’s journey.

I knew my client was overwhelmed. The stress he was feeling was vibrating and his frustration unmistakable. As he explained his situation, I saw how depleted he had become, how he was struggling to find the energy to be the kind of leader he wanted to be. Something needed to change.