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Others in the trade exhibition industry leader

Pat Alacqua and Jane Gentry (Jane Gentry)

The trade exhibition industry is booming in creativity and logistics. Far -view people and hands -on experts turn ambition to ideas into reality. The industry’s advantage lies in its people. Action actors, people who solve the problem and the difficult answers have thought about and realized impossible things at their feet.

However, as we pay attention to the future of the trade exhibition and the expansion of the company we serve for it, a huge challenge has been generated on the expansion of scale. With the continuous growth of the industry, success will need to work hard, more decisive leadership ability, and the ability to achieve results through others.

For those who take careers as a hand -to -hand problem, they will feel uncomfortable to complete things through others.

Fighting:

The transformation from personal contributions to cooperation and the transformation of things through others usually feel like losing identity. The work that once defined successfully, solving the last moment of the crisis, solving technical problems and completing the ambitious deadlines of the deadline will no longer be the focus of some people. Instead, with the continuous growth of the company and changes in the role, the role will be transferred to one of the delegations, coaches and strategic supervision.

Deficiency is usually due to the internal tug of war competition that helps and intervenes to give others power. Although naturally missed the adrenaline of solving problems, new characters will need to make others flourish at that moment.

With the development of the company and the increase in demand for more leaders and managers, many people want to know: “Can I do something?” I realized that this change is part of the leadership journey, and it can help to make these feelings feel these feelings Re -conceive as an opportunity to grow.

This change is like losing the characteristics of successful definition, but this transition is possible without losing your unique and effective reasons.

Navigation internal struggle requires re -structured your method. This is about continuous development, and rooted in the characteristics that first make you success. The goal is not to abandon the definition of your career, but to guide these advantages to strategies to give others success.

How to change when keeping unchanged?

This transition has raised an important question to those who face new characters: how can I change and remain unchanged?

The foundation of the industry’s success is its incentive DNA. Regardless of obstacles, it is always crucial, adaptability, toughness, and determination to provide results. These characteristics are essential for personal success in the trade exhibition industry.

The key to the transition of navigation is to understand these basic quality without giving up. They are still important, but they must develop the needs of companies that meet the development of the industry. The challenge of response is a new method of layering. One of these existing advantages is the delegation, authorized and strategic thinking.

This is not to abandon the old way. This is about applying them in different ways. This mentality enables you to be loyal to your roots, and at the same time embrace the growth required for the success of the new character.

How to transition

From doing things to the change of things through others to complete things require intentional efforts and willingness to grow. This is a feasible step for successful navigation.

1. Rebon success. The transformation of personal output to celebrating the growth and achievement of the team. Success is less than your work, and more about enabling others to show the best. For example, you can find satisfaction when the team members effectively solve the problem instead of solving themselves.

2. Build trust by authorization. The delegation needs to trust others and resist the impulse to intervene. Since childhood, it has gradually expanded with the increase in confidence.

Imagine the first time to assign complex tasks to team members. They made a mistake, but you did not intervene, but used it as a way to guide them. Make sure they learn and grow. You provide constructive feedback to help them fail and authorize them to respond to similar challenges in the future.

A practical method is to focus on tasks that only you can complete. Those who need your unique professional knowledge or authority and then appoint them. Provide a clear explanation, setting expectations, and allowing team members to learn and grow.

3Essence Develop coach skills. Those who succeeded in the transition adopted the mentality of coach. They did not solve the problem directly, but guided the team members to adopt a solution.

In the face of the problem, I would like to ask: “What choices do you think? What do you think the best solution may be?” This method encourages critical thinking, establishes confidence and creates independence within the team.

4. Mix the old advantages with the new method. The quality of success on hands -on characters, such as creativity, toughness, and adaptability, is still valuable. The difference is that they apply.

Instead of handling tasks in person to solve the problem, it is better to use them to develop the process to make the team more effectively solve the problem. Rather than rely on personal adaptability, it is better to teach the team to respond to challenges with the same flexibility.

5. Find a new source of satisfaction. Laying off personal achievements does not mean losing satisfaction. Instead, find it when guiding, promoting growth or achieving long -term goals.

Celebrate the team’s success and proud of their progress. Aware that your influence is no longer measured by things that do it alone, but measured by the goals made by others.

6. Seek support and feedback. No one is based on this transition. Get viewing and suggestions, seek guidance, participate in the development plan or join the companion network. Regular feedback from colleagues, team members and managers help determine the field of improvement.

Balance the past and the future

Even with these strategies, there will be challenges. Common challenges include:

Anti -name replacement syndrome. Cathed this goal by focusing on the skills you are developing.

Fear of letting go. First entrust a smaller task to establish confidence in the team.

Team’s resistance. By explaining how to benefit everyone, the team members participate in the transition.

It is important to overcome these challenges:

Hug growth. Understand that it is a skill to complete things through others, not a natural talent. It takes time, energy and practice to develop any skills.

Use the error as an opportunity for learning. For teams and yourself, errors are high -value moments of growth.

Open exchanges. Keep your transition transparent and let the team participate in this process. Establish trust and collaboration with honest exchanges.

income

It is full of challenges from doing something to complete it through others, but rewards are transformed. When giving others power, we will have a successful chain reaction. It improves performance, morale and organization growth.

By loyal to the TRADESHOW industry, DNA and adopt new methods, we will respect the basic values ​​and confidently move to the role of promoting future success.

Action appeal

Growth needs to be changed. Change does not mean who you lose. Accept challenges, seek support and focus on greater prospects. I believe you can develop and be proud of being proud to give others the same ability. You will bring your company and the trade exhibition industry into the future.

After all, the biggest advantage of the industry is not just to cause things to happen. It encourages people to do this.

The best value blueprint for Pat ALACQUA and Jane Gentry can help trades and activity business leaders establish and realize wealth through their commercial construction journey. Study your growth organization carefully. Visit their self -assessment of rapid victory on Expentry.optimumValueblueprint.com. Determine the increasingly growing pain roadbar in your business, and take positive steps to strengthen the company’s infrastructure to continue. Follow LinkedIn -Pat ALACQUA -Jane Gentry

This story was originally a truncated version that appeared in “Exhibition City News” in 2025 in the first quarter. 18. For the original layout, please visit