There’s a new kind of pressure shaping our industry, and no, it’s not just budgets, talent acquisition and retention or even venue booking cycles.
It’s the pressure to lead through uncertainty without a clear map. The pressure to steer your team, your business, your clients, while the rules keep shifting around you.
Sound familiar?
You’re not alone.
Download How to lead with impact in extreme times
In our latest report, we asked eight respected leaders from across the global meetings and events industry one urgent question:
How do you lead with impact in extreme times?
Their answers might surprise you.
This isn't a report about crisis PR or reactive planning. It’s about what leadership looks like in 2025 and beyond—when clarity matters more than control, and when presence (and values), not perfection, make the biggest difference.
As Holly Ransom, CEO of Emergent Global, puts it:
“We're leading through times that feel like a group project between chaos, uncertainty and rapid change... and none of them read the brief.”
So, what are high-impact leaders actually doing differently?
They start with themselves.
They lead with clarity, not control
In a noisy, unpredictable world, the most trusted leaders are those who stay anchored in their values. They don’t need all the answers, but they do offer direction, transparency and calm.
“Turbulence strips away the non-essential and forces us to focus on what truly matters—people.”
— Dr Ferron Gray, President and Founder, Grae Matta Foundation
Download How to lead with impact in extreme times
They treat empathy as a core skill, not a soft one
You won’t find these leaders commanding from the front. They’re listening. They’re creating space. They’re building cultures where people can speak up—and stay resilient.
“Great leaders don’t have all the answers. They ask better questions.”
— Cameron Curtis, CEO, LGBT MPA
They respond to disruption with intention
The leaders we spoke to don’t wait for normal to return. They design for change. They bring in AI, foresight and systems thinking, not as buzzwords but as tools to reimagine what’s possible.
“Standing still while everything changes isn’t stability—it’s irrelevance.”
— Holly Ransom
They lead themselves first
This isn’t performative leadership. It’s intentional. And it shows up in the day-to-day: how impactful leaders run meetings, how they set expectations, how they treat people under pressure.
“If you can’t lead your own energy, values and direction—why should anyone trust you to lead theirs?"
— Holly Ransom
They know the next generation is already watching
This report clearly shows that good leadership is not about the spotlight. These leaders know their job is to model courage, consistency and humility, especially when things get hard. “Resilience isn’t built during calm times. It’s shaped by how you respond when things go sideways.” — Dr Ferron Gray We’ve captured all of this—and a whole lot more—in our latest report How to lead in extreme times. Featuring insights from leaders at IMEX, UFI, Emergent Global, Destinations International, ICCA Africa, AIM Group International, LGBT Meeting Professionals Association and the Grae Matta Foundation, it’s a powerful, human look at what leadership demands of us right now—and what it will take to thrive in the years ahead.
If you’re a leader—or an aspiring one—you’ll want to read this.
