Who Will Run the Next Trade Show?

When a shipment is late, an exhibitor expresses frustration, and an event kickoff is moments away, experience matters. Nobody wants to spend the 11th hour explaining the basics. It’s understandable that trade show leaders look for people who can step in and contribute at once. But if every opening calls for someone who’s already overseen a trade show, who’s going to learn how? And when?

Recent Harvard Business Review research points to a broader problem: Hiring for remote roles can push employers toward experienced candidates because training someone at a distance is perceived as risky. In our industry, that concern is real. A lot of planning happens remotely, but the work eventually has to be accomplished on-site, in front of exhibitors, partners, and attendees.  But an error of judgement occurs when we treat that challenge as a reason to stop hiring for potential.

Identify What trade show skills Can Be Taught

Some roles demand deep experience from day one. Others don’t. Before adding another “five years required” condition to a job posting, consider what the person actually needs to handle independently at the start. Then ask yourself which skills a capable newcomer could develop with the right guidance.

An early-career hire may not be ready to manage a show floor. But they could track vendor deadlines, prepare a post-show report, or take ownership of an exhibitor communication schedule. These aren’t busywork assignments. Done well, they give someone a view of how decisions in one part of the show affect everyone and everything else.

Make Learning a Part of the Job

We can’t expect new employees to absorb the industry’s unwritten rules through a shared drive and a weekly check-in. Pair them with an experienced colleague who can explain why a deadline matters, when to escalate a problem, and how to talk with an exhibitor whose plans have just changed.

Then bring new employees on-site and give them clear responsibility. Let them attend the morning briefings, help solve a real problem, and hear how the team decides what comes first. A badge and an invitation to shadow don’t equate to a development plan. Remote flexibility doesn’t erase the need for face-to-face learning. It makes those moments worth planning.

Reward Results, Not Visibility

Hiring experienced people solves an immediate need. Nurturing new talent takes more effort, but that’s how you build a team that won’t always need to look outside the industry for its next leader.

Set expectations that people can act on. Review their work; give immediate, constructive feedback; and reward good judgment. If a new hire delivers, give them greater responsibility at the next show.