Leadership Choices and the Legacy Based Mindset in Sydney

Designed for C-suite decision-makers and held in May at The Hoxton Brussels, the half-day forum brought together a carefully curated group of international executives to share insights and challenge assumptions.

The event was hosted by Business Events Sydney (BESydney) and ICC Sydney, in collaboration with Business Events Australia, and supported by partner Boardroom. It provided a space for association leaders to consider how governance, advocacy, event design, and stakeholder engagement must evolve to meet emerging societal demands. The format, designed by Mike van der Vijver from MindMeeting, used simple but creative elements that helped keep the discussions focused and participants actively involved.

Participants heard keynotes from Martin Sirk, founder of Sirk Serendipity and former CEO of ICCA, and Dr Harris Lygidakis, CEO of WONCA. They then collaborated in four dynamic workshops, each addressing critical leadership dilemmas. Each conversation revolved around a shared challenge: how can associations not only adapt to change but advance with it?

Sydney, More Than a Destination

As a forward-looking destination, Sydney recognised the new role destinations play when talking to associations, focusing on being more strategic partners rather than just logistics providers. More than just great infrastructure like ICC Sydney, Sydney’s proposition is built on a model of deep listening, co-creation, and commitment to legacy. The city’s stakeholders understand that associations are looking for a platform, not just a venue, that can align with their values, help deliver on their objectives and support them in making long-term contributions to society.

This approach became clear through a case study from Dr Harris Lygidakis, who described how WONCA’s recent collaboration with Sydney enabled them to take concrete steps toward sustainability and inclusive engagement.

“Through the partnership, for the first time, we developed organisational policies for the sustainable organisation of our events,” he said. “We also launched a media campaign around planetary health and created a highly visible Green Day during the conference. Vegan catering, measurable sustainability metrics, media coverage, cultural connection – all of this was made possible through a destination that listens and invests.”Sydney enabled policy shifts and supported accessibility through a significant bursary programme funded by local stakeholders, allowing participation from low- and middle-income countries. The event was extended beyond the usual format, embedding site visits, cultural experiences, and a young doctors’ pre-conference, to ensure maximum value was derived from each delegate’s longitudinal  commitment.

Reframing Engagement and Participation

Throughout the afternoon, participants joined conversations that focused around younger generations, partnerships, events and geopolitical crisis. One of the clearest outcomes was the need to move beyond assumptions, particularly when it comes to engaging younger members. Far too often, leaders presume to know what newer generations want without involving them directly in the conversation. “We talk about changing the format, using TikTok or gamification, but if the content is good, they’ll come regardless of the platform,” a participant noted.

The conversation turned toward designing programming that recognises different learning styles and cultural contexts and creating meaningful roles for younger professionals. “Can they sit on the board? Can they chair a committee? Or are we just giving them nice training modules and sending them home?”

This question of meaningful participation extended to the design of events. Too many association meetings have reverted to pre-pandemic formats despite their earlier declarations to ‘rethink everything.’ Others, however, shared forward-thinking approaches that made participation more substantial. “Someone who’s spent days preparing a poster deserves to be talked to,” said one delegate. “That interaction may be their one touchpoint with your association. Make it matter.”

The broader takeaway was that members today, especially younger ones, expect more than participation; they want ownership and visibility. At the same time, events are no longer evaluated solely on content or turnout. Delegates want formats that reflect their needs and values, and leaders increasingly recognise that well-designed conferences can reinforce identity, trust, and long-term relevance.

Building Trust Through Partnership and Resilience

The need for authenticity carried over into the conversation on partnerships, where frustration with empty alliances was clear. “A long-standing partnership is not the same as a meaningful one,” one participant observed. Rather than focusing on maintaining relationships for appearance’s sake, leaders discussed building frameworks that include co-created objectives, mutual accountability, and regular evaluation. Good partnerships can have real impact, but they depend on trust, openness, and shared responsibility.

The conversation turned to the broader context in which all these changes are unfolding. The geopolitical and economic environment has shifted dramatically: “We are not navigating disruption. We are entering a new era. The rules have changed,” said one participant. In this reality, associations must embrace a new kind of agility. Governance models, recruitment strategies, and communications approaches may all need to evolve. 

The need for more structured, purpose-led collaborations was clear. The group highlighted the failure of symbolic partnerships and stressed the value of concrete planning, shared accountability, and realistic expectations. At the same time, the shifting political and economic context is forcing associations to move beyond stability-focused strategies. Many are starting to accept uncertainty as a constant and designing their planning, staffing, and communications accordingly.

Yet, opportunity is still present. As one participant put it: “We are still among the most trusted institutions. If we don’t uphold our values now, when will we?” Associations, with their international reach and professional credibility, are uniquely placed to act as champions of truth, collaboration, and long-term thinking.

Long-Term Thinking

Everyone agreed. Building trust – whether with young members, local communities, global partners, or governments – is the underlying link. Associations that do this well will adapt and lead.

In his closing remarks, Martin Sirk returned to a recurring theme: associations must rethink how they plan, prioritise, and evaluate success. “Every kilogram counts,” he said, urging associations to stop adding more and more to already stretched agendas and teams. “You need to be willing to drop activities that no longer serve your mission and focus on what delivers value for your members and for society.”

He challenged participants to look closely at what their members are really asking for: not just services, but shared purpose. Delegates had pointed to growing tensions around relevance, rising expectations for ethical partnerships, and the need to speak clearly in a world crowded with misinformation. Sirk argued that these pressures are not threats, they are the exact reasons associations exist.

“Think less about delivering value, and more about standing for values,” he concluded. “That’s what your members – and the world – are watching for.”

Sydney showed how a destination can help turn ideas into action and make values part of the outcome.