CHICAGO — Kinsey Fabrizio started in the events industry at Smithbucklin, learning about association management and the association world. After grasping the fundamentals of association management, like building consensus, how to collaborate and work across different industry verticals within a group, and identifying key themes and interests, she knew she enjoyed working in the association space. From there, she joined the Consumer Technology Association® (CTA), producer of CES ®, as Manager, Member Programs.
She consistently moved up the ladder on the membership side and got involved with the annual CES. She spearheaded the development of the digital health and content and entertainment portfolios for CTA and CES, and oversaw record-breaking membership revenue and retention.
In February 2024, Fabrizio was named President of CTA, and prioritizing CTA’s customers and people is top of mind. From continuing to have a deep knowledge of customer and member needs to ensuring employees have great benefits and resources to do their jobs the best way possible to honing in on government affairs and policy to best advocate for the tech industry, she’s ready at the helm for whatever is next for the ever-evolving tech world.
It’s a lot to oversee and make decisions about, but she came into the role prepared with years of experience — and an arsenal of great mentors.
Trade Show Executive sat down with Fabrizio to discuss the importance of mentorship, what it takes to have a solid mentor-mentee relationship and what she hopes to teach her own mentees.
What to Look for in a Mentor
“I have so many amazing mentors,” Fabrizio said. “What I’ve gained through all of these mentors is the ability to get feedback and to talk through different situations — different opportunities and challenges — and to see things through a different lens, because I got insight and feedback from somebody who is not in my position and doesn’t have the same blinders on. I think that’s extremely valuable.”
Fabrizio shared that it’s important to identify someone that you look up to and admire, but also that has different strengths than you do to surround yourself with a wide range of perspectives and expertise.
“I feel like I’m always leaning on input and guidance from our staff, customers and members because I don’t have all the answers,” Fabrizio said. “I work with wildly talented people, and they are experts in their areas and have important ideas, so it would be silly of me not to rely on them for advice, guidance, and counseling on decision making.”
Keys to Being a Good Mentee
When it comes to being the mentee in the relationship, Fabrizio said it’s important to be open-minded and ready to take feedback in a constructive and not personal way.
“I think as important as having a mentor is how you show up as a mentee,” Fabrizio said. “I think that’s showing up with a growth mindset, an open mind and the willingness to ask for feedback and not be hurt by it if it’s constructive.”
Not taking things personally is a key to being able to take feedback and turn it into opportunities, she shared. Feedback can inform you how you’re showing up to your job and ways you can improve, as well as build on things you’re already doing well.
Fabrizio shares that mentor-mentee relationships run the risk of being surface level if there isn’t an understanding on what the mentee is looking for or what they’re prepared to hear, and to avoid this pitfall, she suggests the mentee be clear and transparent in asking for feedback on specific skills.
“I remember a few times saying [to a mentor], ‘I have a piece of paper; it lays out some key things that I don’t want to forget, and I want to make sure I talk through with you.’ Use it as a conversation guide,” Fabrizio said. “You get to a point where you grow and you don’t need that anymore, but it’s okay to be vulnerable and lean on that.”
Fabrizio also emphasized the importance of surrounding yourself with smart people and always trying to learn from them. She also encourages professionals to admit when they don’t know something and to not be afraid to ask for help and guidance.
Kinsey’s Three Simple Steps for Establishing a Mentorship Relationship
- Vibe Check
“You need to do the vibe check, because if you don’t vibe with the person that’s going to be your mentor, you’re never going to trust them and they’re not going to trust you,” Fabrizio said. “You’re not going to want to open up, so the vibe has to be there.”
- Establish Trust
“Once you’ve found someone you really look up to and you feel a connection with that you can learn from, then you need to establish trust. You can’t abuse the relationship; it has to be honest and trustworthy,” Fabrizio said. “You have to keep things confidential, and they have to as well, so you need to establish that.”
- It’s on the Mentee
“Once those two critical pieces are there, then it’s on the mentee to say, ‘This is what I’m looking for. My goal is to be the head of XYZ, and here are some things I think I’m good at and some things I think I need to improve. This is how I want to get there,’” Fabrizio said. “It’s talking through that and being very clear about what you need from the mentor and that you’re ready to have an open mentee-mentor relationship.”
From the Mentor’s Perspective
At CTA, Fabrizio has taken advantage of the organization’s culture that promotes trying new things and just going for it, with the encouragement of her mentors and leaders.
“When I got here, I knew it was special. I knew I loved the people, and I knew I loved the tech industry and the show, but I didn’t lay out a full plan. What I did do is take advantage of the culture at CTA. I had some ideas along the way that I was given the green light from Gary [Shapiro, CEO, CTA] and other leaders to build a team and see if I can make it happen. I was able to build some cross-functional teams, and we were able to achieve some really cool stuff, like the creation of the digital health portfolio at CTA and the content and entertainment portfolio,” Fabrizio said.
Over the years and now in her role as President, Fabrizio has found herself in the position of mentor, and hopes to instill in her mentees the sense of empowerment and culture that has helped shape her own career.
“Raise your hand, and do things outside of your roles and responsibilities. Ask for feedback and always come from a place of ‘yes.’ Of course, you shouldn’t say yes to things that are going to cause your organization harm, but if it’s a good idea and something that could be amazing for the organization or event, say yes and try to find a way to make it happen,” Fabrizio said. “Try to find a way to make what you thought was impossible come to life. And don’t be sad when you get constructive feedback, because it’s so important when you get it to turn it into an opportunity. It’s very powerful to be able to do that.”
Fast Facts about Kinsey Fabrizio, President of the Consumer Technology Association
