Building local leadership

The tourism industry, especially at the local level, can be fraught with personality issues, tension and sometimes infighting. The devolution of control to local organizations and committees, when combined with the fiercely independent nature of many tourism operators, can be a recipe for difficult times. Even in the best run organizations tension is inevitable at some point, but long running unresolved tension can undermine all efforts. A wise organization establishes a recognized dispute resolution process. This allows grievances and differences of opinion to be aired, considered and then dealt with in a transparent way.

External facilitators are available to help organizations objectively think-through issues and especially to help engender 'new thought' as part of a forward planning process. Some people are natural facilitators and communicators, while others have undertaken formal training in facilitation and conflict resolution. Suitable people - especially with tourism industry experience- are available and can be contacted through Tourism Victoria’s Industry Development Unit.

A committee should aim to balance the number of its experienced people - who can provide continuity - with those who can rejuvenate with new ideas and enthusiasm. It’s often wise to have committee members ‘shadow’ others in roles so that there is a spread of knowledge in key portfolio areas. This helps to avoid major disruption to the organization in the event of death, illness or sudden resignation. It can also help to reduce the burden on a few people and thus reduce the risk of burn-out. Succession planning is rarely considered by voluntary committees. The grooming of people to assume roles and to provide them with sufficient transition time into new positions is important.

The value in appointing impartial, external people to chair organizations and committees should not be underestimated. The selection of such people should be based on their ability to understand group dynamics and to oversee administrative structures. It is less important to seek someone with tourism industry knowledge. An ‘outside’ chairperson can rejuvenate an organisation simply by virtue of not holding any past ‘baggage’ and being able to see things through new eyes. It may be necessary to pay such a person an honorarium to cover out-of-pocket expenses. If you have selected the right person, it will be the best money the organization could spend.

The tourism industry is fortunate to attract a wide range of talented people, many of whom have retired or have left busy corporate careers. They are often a repository of administrative talent and experience. However, even with voluntary roles it is advisable to provide job descriptions and to use an interview process before appointment. Some organizations have a code of conduct, which is sighted and signed by all incoming committee people.

The quality and interpersonal dynamics of an organisation’s executive committee is usually a major key to its success. The constitutions of some organizations allow for a percentage of roles to be appointed, rather than be elected by the wider constituency. This allows a committee to source the range of talent and experience it needs, as well as to carefully consider the mix of personalities. The power of a committee to ‘second’ members, either on a permanent or temporary basis, is also worth considering.

Training for leaders

It’s often said that leaders are born, not made. However, training of aspiring people in the community to take on key roles is an important part of organisational life. The State Government’s Provincial Leaders Development Program (PLDP) provides funding to support local initiatives that recognise and assist business and community leaders who will drive the strategies needed for economic sustainability and community development. The PLDP can provide assistance for:

1. Regional Leaders Initiative
• PLDP may provide grants of up to $100,000, (excl. GST), depending upon the number of participants for projects (up to 50 percent of costs). Applicants will generally be limited to a maximum of one grant of $100,000 over a 3 year period

2. Local Leaders Initiative
• leadership development grants of up to $10,000 for one-off projects will be available up to 50 percent of costs

Click here to obtain contact details for a Regional Development Office or Victorian Business Centre (VBC)

As part of the major organizational restructure of the tourism industry in Gippsland, a leadership training program has been running for some years, and has recently been introduced to Melbourne and to the Grampians region.

Click here (158 kb) to read about the Gippsland leadership program.