Leading Through Others in the Tradeshow Industry
by Pat Alacqua and Jane Gentry
The tradeshow industry thrives on creativity and logistics. Visionaries and hands-on experts turn ambitious ideas into reality. The industry’s strength lies in its people. The doers, problem-solvers, and troubleshooters who think on their feet and make the impossible happen.
But as we look to the future of the tradeshow industry and the companies that service it expand, a big challenge arises for the need to scale. As the industry continues to grow, success will demand hard work, more decisive leadership, and the ability to achieve results through others.
For those who built their careers as hands-on problem-solvers, the shift to getting things done through others can feel uncomfortable.
The Struggle: From Doing to Delegating
The shift from individual contributor to collaborating and getting things done through others can often feel like a loss of identity. The work that once defined success, solving last-minute crises, troubleshooting technical issues, and delivering on ambitious deadlines, will no longer be the focus for some. Instead, the role will shift to one of delegation, coaching, and strategic oversight as companies continue to grow and roles change.
Frustration often arises from the internal tug-of-war between stepping in to help and stepping back to empower others. While it’s natural to miss the adrenaline of solving problems firsthand, new roles will require enabling others to thrive in those moments instead.
As companies grow and the need for more leaders and managers increases, many wonder, “Am I even making a difference anymore?” Recognizing this shift as part of the leadership journey can help reframe those feelings into opportunities for growth.
This shift can feel like letting go of the traits that define your success, but navigating this transition without losing what makes you uniquely effective is possible.
Navigating this internal struggle requires reframing your approach. It’s about evolving while staying rooted in the traits that made you successful in the first place. Rather than abandoning what has defined your career, the goal is to channel those strengths into strategies that empower others to succeed.
How Do You Change While Staying the Same?
This transition raises an essential question for those who face new roles: how do I change and stay the same?
The foundation of success in this industry is in its whatever-it-takes DNA. The adaptability, resilience, and determination to deliver results no matter the obstacles have always been critical. These traits are crucial to individual success in the tradeshow industry.
The key to navigating this transition is understanding that those foundational qualities don’t need to be abandoned. They remain important, but they must evolve to fit the needs for growing the companies that service the industry. The challenge to tackle is in layering new approaches. Delegation, empowerment, and strategic thinking are among these existing strengths.
It’s not about leaving the old ways behind. It’s about applying them differently. This mindset enables you to stay true to your roots while embracing the growth required to succeed in new roles.
How to Make the Transition
Making the shift from doing to getting things done through others requires intentional effort and a willingness to grow. Here are actionable steps to navigate this shift successfully.
1. Redefine Success. Shift from valuing personal output to celebrating your team’s growth and achievements. Success is less about what you do and more about how well you enable others to perform at their best. For instance, find satisfaction in guiding a team member to solve a problem effectively rather than solving it yourself.
2. Build Trust Through Delegation. Delegation requires trusting others and resisting the urge to step in. Start small by delegating less important tasks and gradually expand as your confidence grows.
Imagine delegating a complex task to a team member for the first time. They make a mistake, but instead of stepping in, you use it as a way to coach them. Ensuring they learn and grow. You provide constructive feedback, help them troubleshoot, and empower them to tackle similar challenges more confidently in the future.
A practical approach is to focus on tasks that only you can do. Those that require your unique expertise or authority and then delegate the rest. Provide clear instructions, set expectations, and allow team members the space to learn and grow.
3. Develop Coaching Skills. Those who succeed in this transition adopt the mindset of a coach. Instead of solving problems directly, they guide team members toward their solutions.
When faced with a problem, ask, “What options have you considered? What do you think the best solution might be?” This approach encourages critical thinking, builds confidence, and creates independence within the team.
4. Blend Old Strengths with New Approaches. The qualities that brought success in hands-on roles, such as creativity, resilience, and adaptability are still valuable. The difference lies in how they’re applied.
Instead of using problem-solving skills to tackle tasks personally, use them to develop processes that empower the team to resolve issues more effectively. Instead of relying on personal adaptability, teach the team to navigate challenges with the same flexibility.
5. Find New Sources of Satisfaction. Letting go of personal achievements doesn’t mean losing fulfillment. Instead, find it in mentoring, driving growth, or achieving long-term goals.
Celebrate the team’s successes and take pride in their progress. Recognize that your impact is no longer measured by what you do individually but by what you enable others to achieve.
6. Seek Support and Feedback. No one navigates this transition alone. To gain perspective and advice, seek mentorship, participate in development programs, or join peer networks. Regular feedback from colleagues, team members, and managers helps identify areas for improvement.
Balancing Past and Future
Even with these strategies, challenges will arise. Common challenges include:
Imposter Syndrome. Combat this by focusing on the skills you’re developing, not perfection.
Fear of Letting Go. Delegate smaller tasks first to build confidence in your team.
Resistance from the Team. Involve team members in the transition by explaining how it benefits everyone.
To overcome these challenges, it’s essential to:
Embrace Growth. Understand that getting things done through others is a skill, not an innate talent. It takes time, effort, and practice to develop any skill.
Reframe Mistakes as Learning Opportunities. Mistakes are high-value moments for growth, both for the team and yourself.
Communicate Openly. Be transparent about your transition and involve the team in the process. Honest communication builds trust and collaboration.
The Payoff
Transitioning from doing something yourself to getting it done through others is challenging, but the rewards are transformative. When empowering others, we create a ripple effect of success. It improves performance, morale, and organizational growth.
By staying true to the tradeshow industry’s whatever-it-takes DNA and embracing new approaches, we honor foundational values and step confidently into roles that drive future success.
A Call to Action
Growth requires change. Change doesn’t mean losing who you are. Embrace the challenge, seek support, and focus on the bigger picture. Trust in your ability to evolve and take pride in empowering others to do the same. Together, you’ll drive your company and the tradeshow industry into the future.
After all, the industry’s greatest strength isn’t just making things happen. It’s inspiring others to do the same.
Pat Alacqua and Jane Gentry’s Optimum Value Blueprint services help tradeshow and event business leaders build and realize wealth through their business-building journey. Take a closer look at your growing organization. Access their Quick Win Self-Assessment at Growth.OptimumValueBlueprint.com. Identify the growing pain signposts in your business and take proactive steps to strengthen your company’s infrastructure for continued success. Follow on LinkedIn – Pat Alacqua – Jane Gentry
This story originally appeared as a truncated version in the Q1 2025 issue of Exhibit City News, p. 18. For original layout, visit https://issuu.com/exhibitcitynews/docs/ecn_q1_2025/18.
