CHICAGO — In the trade show industry, there has been an increasing focus on workforce development and developing talent within the sector from leaders. And while formal company-wide initiatives and purposeful education and training are impactful, they’re not the only ways that early-career professionals are sharpening their skillsets.
From volunteering for projects internally and externally to taking intentional steps to gain greater exposure to transforming mentors into sponsors, rising leaders in the industry are finding ways to grow and evolve that start with them taking the first step.
To find out more about the impact of industry association participation, cross-organizational networking and effective self-advocacy on personal career development, Trade Show Executive checked in with Katherine O’Hare, Director of Client Solutions at Freeman and Chair of the Exhibition Services and Contractors Association’s (ESCA) Rising Leaders Committee.
MADDY: You’re the current chair of the ESCA Rising Leaders Committee. What has the impact been of your involvement with the committee and the greater industry association on your own professional development?
KATHERINE: Serving as chair of the ESCA Rising Leaders Committee has been one of the most meaningful professional development experiences of my career. It has stretched beyond my day-to-day role and given me the opportunity to help shape a community that is intentionally investing in the next generation of leaders in our industry. Being a part of that work has made me a stronger communicator, a more thoughtful collaborator and a more confident leader.
What has been especially impactful is the chance to contribute not just to a committee, but to a broader industry conversation about workforce development, professional investment and the future of our field. Watching the Rising Leaders community evolve from a group of people with shared enthusiasm into a more intentional, goal-driven network has put an extra pep in my step. That kind of environment pushes you to think bigger, speak up more often and lead with more purpose.
It has also helped me grow through visibility and experience. Presenting at the second Rising Leaders Summit was an “out of comfort zone” growth opportunity and the response reinforced that some of the biggest development moments happen when you say yes before you feel perfectly ready.
MADDY: In your experience, how have leaders created meaningful paths for you beyond giving advice? What programs, assignments or activities actually build skills and confidence?
KATHERINE: The leaders who have had the biggest impact on me did more than offer encouragement — they provided real opportunities with real ownership. For me, growth has come from being trusted with meaningful and intentional assignments: leading committee communications, helping shape initiatives and agendas, facilitating collaboration and stepping into visible opportunities like presenting to peers. Those are the kinds of experiences that build confidence because they require you to apply judgement, and walk the talk, not just absorb guidance.
Opportunities that build skills are the ones that combine responsibility, feedback and reflection. Committee leadership has done that for me. Industry events like the Rising Leaders Summit have also been invaluable because they create space to practice leadership in real time — whether that is speaking publicly, building relationships across companies or helping create an environment where people feel welcomed and engaged.
In my experience, confidence is most nurtured when someone says, “I think you can do this — take the lead, and I will support you.” That is very different from simply saying, “You should consider XYZ.”
MADDY: What are three “soft” skills that you feel have been invaluable to your career growth thus far? What about more tactical skills?
KATHERINE: Three soft skills that have been, and continue to be, invaluable to me are communication, adaptability and relationship-building. Communication is critical as leadership is often about creating clarity — making sure people understand the goal, feel included in the process and know how they can contribute. Adaptability is key as priorities shift, people’s roles evolve and not every opportunity starts inside your comfort zone. Relationship-building may be most important because rarely does meaningful work happen alone, especially in the trade show industry.
On the tactical side, facilitation, strategic planning and execution have been especially important. Committee work has strengthened my ability to guide conversations, organize ideas into action and keep momentum moving from concept to execution. These practical leadership skills become increasingly valuable as your scope of influence grows.
These skills are strengthened over time by saying yes to opportunities to practice them. Some of that is by way of committee leadership, some through speaking opportunities and some simply through repeated exposure to scenarios where I had to prepare, contribute, adjust and improve. Growth has rarely felt exorbitant in the moment, but over time, those repetitions compound.
MADDY: For young professionals and rising leaders, what does effective self-advocacy sound like in a healthy organization, especially when asking for stretch opportunities, training or visibility?
KATHERINE: Effective self-advocacy is clear, grounded and goal oriented. It sounds like: “I’m ready for more responsibility, here’s where I believe I can add value, and here is the kind of opportunity that would help me keep growing.” Self-advocacy is not about demanding attention; it is about identifying your development and connecting it to the needs of the team and the business.
My leader has taught me the value of being clear and direct, which I think contributes to effective self-advocacy. Instead of saying, “I want to grow,” try, “I’d like the opportunity to lead XYZ project” or “I’d like exposure to XYZ conversations by way of side by sides.” This creates a mutual space of ownership and accountability towards developmental opportunities.
Most importantly, you must walk the talk. Self-advocacy should always be paired with follow-through. When people trust that you will prepare, deliver and learn from the opportunity, they are much more likely to keep opening doors for you. This kind of earned trust is consistent with the way visible opportunities and leadership experiences have helped me grow.
MADDY: I think many people know the difference between mentorship and the next step of sponsorship. How do you recommend young professionals earn sponsorship, and how can managers identify and sponsor talent in a way that’s fair and intentional?
KATHERINE: Sponsorship is earned at the intersection of performance, trust and visibility. Rising leaders earn sponsorship by doing strong work consistently, showing curiosity, following through and making it undeniable for leaders to see both their capability and potential. Sponsorship starts when someone can confidently say, “I trust this person,” without being in the room.
For leaders, intentional sponsorship means not waiting for an inquiry. It means paying attention to the micro behaviors that build macro brands — who is growing, who is ready and who has demonstrated ownership — then creating access to opportunities that build confidence. That may be a presentation, committee role, stretch assignment or strategic exposure in front of senior stakeholders. Visible opportunities, like presenting at the Rising Leaders Summit, can become major accelerators when someone is ready and well supported.
The most effective leaders and sponsors do not just advocate in annual reviews; they create real opportunities that empower their people daily. I tell my team, “Flip the org chart — I work for you,” and I hope my leadership style reflects that.
MADDY: How has peer-to-peer networking across companies benefited you through your career? Where can others engage in that kind of networking?
KATHERINE: Peer-to-peer networking across companies has been invaluable as it expands your perspective in a way that is hard to replicate inside your own organization. You learn how other people solve similar problems, how other teams define leadership and where there are opportunities for collaboration and innovation across the industry. The Rising Leaders community was established with that exact kind of future collaboration in mind.
It has been personally meaningful because those relationships create both perspective and encouragement. Some of the best growth happens when you have the space for a candid conversation with peers who understand the challenges of the industry but bring a different lens to them. Intentional networking was one of the (ESCA) committee’s goals and a clear part of what made the Summit experience so impactful. Feedback shared and received highlighted the value of dine-arounds, structured networking and creating a welcoming environment where people can connect quickly and genuinely.
For people looking to build that kind of network, industry associations like ESCA are a great place to start. Committees, conferences, educational sessions and member communities create natural spaces to engage with peers beyond your own company and build career-lasting relationships.
MADDY: If someone reading this wants to take action this year, what are the three most strategic moves you’d recommend to become “succession-ready?” What should they ask their manager to do in return to help get them there?
KATHERINE: If someone wants to be ready for the next step, this year, I recommend three things. First, raise your hand for one stretch opportunity that gives you visibility beyond your day-to-day scope. That could be a presentation, cross-functional project, committee role or ownership of an initiative. Growth tends to accelerate when responsibility does.
Second, build your network with intention. Succession readiness is not just about being good at your current job; it’s also about being known as someone who can collaborate, influence and contribute to broader spaces. Networking across teams and companies strengthens that muscle and often opens doors you would not have found otherwise.
Third, ask for feedback that is specific to the next level, not just your current role. It is one thing to know what you are doing well today; it is another to understand what would make someone trust you with more. That mindset helps you prepare before the opportunity formally arrives.
And in return, ask your leader for three things: give honest feedback tied to the next level, advocate for at least one stretch opportunity that builds visibility and create space for you to learn through ownership — not just observation. In my experience, that is the secret sauce that helps you be and feel ready for whatever may be next.
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