Issue link: https://tradeshowexecutive.epubxp.com/i/107551
P OW E R LU N CH Continued from page 41 forced to be creative with our backs to the wall, but still very confdent in our product. We also worked hard to convince the Board that this was not the time to stop investing in the show, and if anything, it was the time to lay a foundation for accelerated growth once the economy rebounded. In the end, we were successful, but as I said, it was stressful. BOB: You are one of the most active and giving people I know in this industry. You are consistently in leadership positions with industry associations and constantly speaking at meetings. Has then ever been a time when you weren't giving back? CHRIS: Tis probably sounds corny, but to me it is an honor and quite rewarding to be in a position to give back, particularly in a meaningful way. I am sure there were times when I wasn't involved, but I prefer to stay tightly networked and plugged into the core of our industry. Over time, I was just fortunate to be put into some leadership positions that allowed me a bit more access and infuence. Again, I considered that a privilege and an opportunity to really help. Plus, I am just terrible at saying "no." Tat's my wimpy side. Looking at it another way, I think we all would like to leave a legacy of some sort. I am not sure I have really done that just yet, but I am happy to keep at it. In the grander scheme, I am a frm believer that you have to "give to get." So from a selfsh standpoint, I believe that all of this eventually circles back and benefts me as well as my organization in some way. I guess that is the "pay it forward" process. BOB: Do you have any advice to busy execs (our readers) about the importance of time management to make volunteerism possible? CHRIS: As far as how you make time, I think it is a matter of will. If it's really important to you, you fgure out a way to make the time. Te organizations I have worked with, such as IAEE and CEIR, have really terrifc and dedicated stafs that make it possible for each volunteer to give of their time at whatever level is comfortable. BOB: What skills does a person need to get to the top of a trade show organization, such as NAB? CHRIS: On the trade show organization side, it's a combination of skills: leadership ability, strategic vision and strong communication skills. Sound management ability is a must. Character ultimately counts in terms of honesty and integrity. Finally, I would say passion and compassion. To me it is an honor and quite rewarding to be in a position to give back. In the grander scheme, I am a firm believer that you have to 'give to get.' So from a selfish standpoint, I believe that all of this eventually circles back and benefits me as well as my organization in some way. I guess that is the 'pay it forward' process. BOB: I've known you and worked with you since 1993. How did you get started in this industry? CHRIS: Like almost everybody else, it First String. Chris Brown has earned a reputation as a leader in the trade show industry. He and networking buddies Britton Jones of Business Journals, Inc., (L ) and Phil McKay of nGageCo Events caught up at the recent Annual ECEF Forum. 42 February 2013 | Trade Show Executive was an accident. I was working for Arthur Andersen, one of the "Big 8" accounting frms (now known as Accenture) here in DC and one of my buddies lef to go work at Food Marketing Institute. FMI is the trade association that represents the supermarket industry and they produced one of the largest shows in the country, the Supermarket Industry Convention held annually in Chicago. I knew nothing about any of this, nor did I have a clue what an association was. But about the same time, I was ready to make a career move and my buddy called me and mentioned there was a job opening for an exhibits manager in the convention department at FMI. I was looking for something that would be more people-oriented — as I was essentially programming sofware at the time —