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.

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.

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.

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.

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.

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.