Transcript Downtown Leadership Managing for Success

Downtown Leadership
Managing for Success
Linda K. McCarthy
Executive Director
Missoula Downtown Association
www.missouladowntown.com
Downtowns are Unique!
Diverse Business Mix
Organic in Composition
Independently-Owned
Government Centers
Cultural Centers
Downtown Stakeholders are Varied
Business Owners
Property Owners
Government Representatives
Non-Profit Directors (EDA, CVB, Cultural)
Consumers (residents & tourists)
Opinions Are Divergent
Urban vs. Suburban
Bike/Pedestrian vs. Vehicle
Republican vs. Democrat
Development vs. Preservation
Other
Leadership
A process whereby an individual
influences a group of individuals to
achieve a common goal
Involves Influence
Occurs in Groups
Involves Common Goals
Not Necessarily a Trait
Leadership Produces
Change & Movement
 Establish Direction
 Create a Vision
 Clarify Big Picture
 Set Strategies
 Align People
 Communication Goals
 Seek Commitment
 Build Teams
& Coalitions
 Motivate & Inspire
 Inspire & Energize
 Empower Subordinates
 Satisfy Unmet Needs
Management Produces
Order & Consistency
Planning & Budgeting
Establish agendas
Set timetables
Allocate resources
Organizing & Staffing
Provide structure
Make job placements
Establish rules
& procedures
Controlling &
Problem Solving
Develop incentives
Generate creative
solutions
Take corrective
action
Downtown Leadership Must Be
Collaborative
Communicated
Consistent / Dependable
Ongoing
Present / Available / Accessible
Strategic
Transparent
Missoula’s Downtown Leadership
Missoula Parking Commission (1971)
Missoula Downtown Association (1975)
Mountain Line Transit District (1976)
Missoula Redevelopment Agency (1978)
Downtown Business Improvement (2005)
Missoula Downtown Association
2000
175 Members
$100,000 Operations
One FTE
25 Events/Year
$20,000 Gift Cards
2010
450 Members
$600,000 Operations
Five FTEs
75 Events/Year
$150,000 Gift Cards
MDA’s Mission
Mission: to promote, support and enhance
the vitality of Downtown Missoula for the
betterment of the community.
Advocacy
Marketing & Events
Membership
Master Plan
How MDA is Organized
Board of
Directors
Executive
Director
Marketing &
Events Director
Program
Director
Bookkeeper
Administrative
Assistant
Facilities Staff
How BID is Organized
Board of
Directors
Director of
Operations
Ambassadors
Clean Team
Maintenance
MDA’s Greatest Accomplishments
1986: Created Out to Lunch Summer Series
1997: Built the Permanent Pavilion in Caras Park
2001: Created Downtown ToNight Summer Series
2005: Created Downtown BID
2006: Co-located with BID in 1st Floor Space
2008: Created the Downtown Master Plan
2010: Paid off debt on Caras Park Pavilion
2010: Created Missoula Downtown Foundation
MDA Leadership
Puts “Community” before “Membership”
Uses “We” instead of “I”
Works in “Partnership” with others
Thinks about the “big picture”
MDA Board Expectations
Outlined, spelled out and reviewed
Attend meetings
Take responsibility for portions of the program
Sell: membership, sponsorship and Downtown
Buy: sponsorship, tickets, tables, etc.
Write: 1-12 articles per year
Plan to be an officer in the future
MDA Committee Expectations
Outlined, spelled out and reviewed
Attend meetings
Take responsibility for
portions of the program
Sell
Staff
Volunteer
Board Composition
Seek expertise in the areas you and your
organization have needs in.
Seek diversity in your representation
so all sectors of your membership
feel represented and connected.
Strive for a mix of visionaries
and worker bees
MDA Board Composition
Accounting & Finance Lodging & Hospitality
Computing
Marketing & Media
Communications
Municipality
Economic Development Parking &
Transportation
Education
Planning & Engineering
Health Care
Retail & Restaurant
Human Resources
Legal
Quality Staff & Board Relations
Must be balanced
Must have trust
Must be collaborative and open
Must always have the “good of the whole” as the
priority (self agendas checked at the door)
Each must know the expectations of the other
Must work towards consensus
Acquiring Knowledge
There is no real bona fide training for Downtown
professionals, so we have to seek out as much
knowledge and information as possible:
IDA, National Main Street, IAEDA
Peer Community Relations
Reading (management & motivation, land use
and planning, economic development,
marketing, development, homelessness, etc.)
Always the Expert
We are expected to be experts…or at least know
the experts…in so many areas:
Branding & Marketing
Business & Finance
Construction
Development & Redevelopment
Event Planning & Production
Housing & Employment
Always the Expert
Human Resource Management
Non-Profit Management
Park Maintenance & Landscaping
Parking & Transportation
Politics & Government
Tourism & Cultural Heritage
Other
Good Leaders…
Lead by example
Keep things on task
Motivate others to movement
Hold others accountable
Are ALWAYS kind and respectful
Take care of their staff
Good Leaders…
Admit when they’re wrong
Apologize when appropriate
Listen often and well
Write often and well
Keep things on task
Are open to change
Good Downtown Leaders…
Recognize and understand their role as
public servants
Develop and maintain relationships with
as many stakeholders as possible
Know when to say when, especially with
that always discontented business owner
Have a plan
Do You Have a Plan?
It’s the most important
work you can do for your
Downtown!
A Plan for Your Downtown Can…
Drive your work plan and budget
Acquire buy-in from stakeholders
Keep the public and private sectors
informed and on the same page
Offer predictability for current investors
and future investors
Help with acquisition of funding and support
Set expectations
Downtown Leadership
Managing for Success
Linda K. McCarthy
Executive Director
Missoula Downtown Association
www.missouladowntown.com
[email protected]