Geoff Freeman, President & CEO, U.S. Travel Association

In two of his three association leadership roles, U.S. Travel Association (USTA) President and CEO Geoff Freeman replaced bona fide legends in the field.

At the American Gaming Association (AGA), Freeman succeeded Frank Fahrenkopf, a former chairman of the Republican Party, in 2013. Then, after guiding the Consumer Brands Association for four years, Freeman left that position to return to USTA (he was COO for several years earlier in his career) to take over from Roger Dow, leader of USTA for almost two decades.

As accomplished as Freeman is, he has answered his fair share of questions about how he’d fill his predecessor’s shoes, particularly at the AGA. “My answer was, ‘We’re going to get a special cabinet in the lobby and we’re going to put Frank’s shoes in there and not spend much time worrying about filling them.’”

That dry wit and subtle confidence are among the most appealing features of Freeman’s leadership style. He has the assuredness to know executive search committees selected him for prominent roles yet has not grown aloof. For example, Freeman still loves to get a hold of individuals via text — a more impromptu and personal method than scheduling a Zoom call.

The willingness to go that extra mile is essential to leading associations in today’s challenging environment, says Chris Vaughan, PhD, chief strategy officer at Sequence Consulting. Vaughan has advised some of the country’s leading associations, including AARP, the American Dental Association, American Bar Association, American Medical Association, and more on methods to grow membership and increase revenue.

In the years since the pandemic, Vaughan has sensed a shift amid organization bases that requires a new approach to leadership. “Historically, running an association was a very institutional job,” he says. “You kept the ship running and you kept the members happy. You may not have thought of association leaders as change agents, but now they have to be.”

Association members have greater expectations than they used to about what their annual fees will bring them, says speaker, business coach and author of “Twist the Familiar” Gary Hernbroth, who is also founder and chief motivating officer for Training for Winners, a leadership, sales, branding, customer service and teamwork consultancy firm. He cites three “Rs” needed to impress the masses: Relevancy, ROI (return on investment), and ROE (return on engagement or excitement).

“A member of your association can dump you tomorrow,” Hernbroth says. “They can stop going to your events and not renew their membership. It’s a constant struggle to reinvigorate your base.”

Social media platforms like LinkedIn have made networking easier than ever, and there are several free, online courses to develop new skills, says Vaughan. As inflation and other economic factors weigh on individuals, they will scrutinize the value of annual dues, adds Hernbroth.

The patterns align with the rise of Millennials and Generation Z in the workforce. As Baby Boomers retire, the younger generations will comprise 75% of the workforce by 2030, a statistic cited by event management company Freeman (not related to the U.S. Travel President & CEO) in a 2024 report on the future of events.

“They’re really Generation Now, not the future,” says Sherrif Karamat, CAE, president and CEO of the Professional Convention Management Association (PCMA) and the Corporate Event Marketing Association (CEMA). “You have to think about if your association is aligned with the values of those generations. That part is very critical.”

Karamat says younger individuals are driven to purpose-driven organizations, which suits PCMA’s mission to use business events to drive economic and social outcomes.

Vaughan guards against pinning rising expectations solely on Millennials and Gen Z. “It’s everyone,” he notes.

Gary Hernbroth, at the IAEE Expo answers questions while explaining the challenge and importance of keeping your base engaged.

Amid this backdrop of change, we talked to three event industry-related association leaders — Freeman, Karamat, and John David, president and CEO of the Sports Events & Tourism Association (SportsETA) — and leadership specialists Hernbroth and Vaughan to identify five necessary traits to successfully guide organizations into a new era.

1. Engagement

Few associations are composed of members as committed to a common goal as SportsETA, which is dedicated to the growth of the sports tourism industry. Many lifers are committed to the organization and industry, giving its annual Symposium and smaller events a collegial feel.

As the former chief operating officer of USA BMX, the national governing body for the racetrack style of cycling, David was a popular pick to lead the association for destinations and venues using sports (primarily youth athletics) to create positive economic impact on communities.

The honeymoon period has yet to wear off, as SportsETA has experienced a 20% increase in membership and record-breaking attendance at signature events during David’s tenure. The organization’s base is so happy with its direction that David received a four-year extension starting this summer.

“When I started, I thought leadership was about having the answers,” David says. “Now, I know it’s more about asking the right questions.”

For instance, several members expressed frustration with the difficulty of quantifying the value of earned media from their sports events — especially when it came to social media reach, influencer engagement and press coverage. So, the organization created the Sports ETA Earned Media Calculator.

“It’s a game-changer for destinations and event organizers alike, giving them the data they need to demonstrate value to stakeholders in a way that’s both credible and easy to communicate,” says David.

Vaughan says listening to the rank-and-file of an organization is among the best habits a successful association leader can have. “They don’t just listen to their super-users,” says Vaughan, describing the most active and vocal members of an association.

Hernbroth adds relying on surveys is hardly enough to get a good sense of what the entire association is thinking. “If they are getting 5% for a response rate, they are doing great.”

How do you get the attention of members on the periphery? Vaughan advises playing to younger generations’ transactional mindset by clearly showing the value of the association. “The real secret to being valuable is figuring out how to be part of the members’ success story,” he says. Share how the association helped a member get a new job or promoted or achieved greater fame, Vaughan says.

2. Focus

An association can feel like an unwieldy ship with barnacles attached to the bottom, Hernbroth says. Guiding that vessel takes concentrating on what’s most valuable to the organization. “That focus comes from understanding the needs of the people that you’re trying to serve,” says Karamat.

Those needs are greater than ever at a time when patience has diminished, says Vaughan, encouraging association leaders to think like their members.

David aims to heed that advice: “Our members are doers — they don’t just want theory; they want tools they can apply on Monday morning.”

Finding the right place to concentrate can be key. Freeman, for instance, tries to stay out of the way of attendees aiming to do business at USTA’s largest event, IPW.

Instead, he prioritizes interactions at summits like one the association held this summer at The Broadmoor in Colorado Springs, CO. David regularly travels to member destinations either for board meetings or to assist members in pitches to local leaders about new facilities and funding.

Karamat says PCMA reduced its board size to stay better attuned to concerns and be ready to act quickly. “One of the challenges that is inherent with associations is their structures,” he says. “Organizations need to evolve or there will be challenges.”

3. Humility

A fan of the Green Bay Packers, Freeman fondly recalls the days when Brett Favre would take huge risks and be rewarded with highlight-quality results. But even better memories come from when an older and wiser Favre’s smarter decisions led to a Super Bowl victory.

When Freeman was the quarterback at the AGA, he admits to naiveté that had its pros and cons. “That not knowing probably made me more courageous,” says Freeman, noting learning to be humble has only helped. “To some people, self-confidence and humility are polar opposites,” he says. “To me, they work hand-in-hand.”

Karamat agrees, adding the key to longevity is to focus on members. “The day we think it’s about us is the day we go wrong,” says Karamat.

Courage and curiosity keep leaders grounded, adds David. “We need to be lifelong learners — staying current, asking tough questions and being open to evolving our viewpoints,” he says.

4. Adaptability

One of USTA’s mantras is “Control what you can control,” says Freeman. Another related ethos is “Don’t take the bait.” That can be easier said than done for an organization affected by rapidly changing policies from the presidential administration.

Freeman says his goal is to differentiate from a hot topic that will pass swiftly from a fork-in-the-road moment, such as when President Obama took aim at lavish government events in Las Vegas. Educational and scientific conferences are facing similar challenges under the Trump administration, which has drastically reduced research funding and imposed strict restrictions on business travel. Freeman worries a planned $250 visa charge per traveler is another such pivotal moment.

Association leaders need to ask themselves if shifting attention to a new challenge will provide the association greater ROI than sticking to the original plan, says Freeman. “Nimble is the right word, and it’s the word we use in every organization I’ve been a part of,” says Freeman.

Karamat credits looking to outside industries for inspiration for one of PCMA’s most prescient moves. His beloved Chicago Cubs sell out each game at Wrigley Field, but the stadium only holds under 42,000 fans. If that were the total of the team’s entire fan base, it would not have much of a future. But through television, streaming, social media and other digital platforms, the Cubs are playing to a global audience.

In that vein, PCMA aimed to expand its base by acquiring the Virtual Edge Institute years ago, now known as the DES. “Most people thought we were crazy,” Karamat recalls. “But we weren’t thinking that it would in any way be detrimental to face-to-face. We thought it would enhance it and bring more people face to face, which is exactly what it did.”

Needless to say, the ability to connect virtually proved invaluable a decade later during the pandemic. “It appeared that we were very agile, but the reality was that we studied what was going on in the world and what other sectors were doing,” Karamat says.

5. Empathy

Vaughan says association leaders would do well to take a page from King Henry V, who famously disguised himself as a commoner to understand the concerns of others.

Hospitality and events are built on openness, but Karamat understands some of the backlash surrounding diversity and inclusion. “As a leader, equity and inclusion are very important, but it should not be at the exclusion of some,” he says.

Taking small steps help assuage concerns from those who feel left out. Technology, Karamat says, can be a saving grace.

For instance, PCMA held a Spanish-speaking event in Bogata, Colombia, in a nod to the many Latin American attendees. But English-speaking attendees were given devices to understand the presentations in real-time so they could participate.

Sometimes, it’s enough to be part of the conversation. As questions arise about the place and the role of LGBTQ+ athletes, David notes complex issues can be resolved quickly and to everyone’s satisfaction. “In moments of uncertainty, members don’t always need answers as much as they need a trusted place to communicate, process and navigate together,” he says. “Leadership sometimes means admitting we don’t have it all figured out — but showing up, listening and facing disruption as a united community; that’s where real resilience is built.” AC&F