Far Chinberdiev ©Unsplash Recently, one topic has come up in every meeting room, every congress, and every corridor conversation: How do we attract, inspire, and retain the next generation of professionals and volunteers? This is no longer an abstract concern. The shift is upon us. Long‑standing community members are stepping back, younger professionals are stepping in, bringing with them different expectations. Associations are trying to bridge a widening gap in engagement styles and motivations. With 70% of the working population considered “Next Gen” by the year 2030, this issue is more important than ever.
The challenge is often framed as a shortage, but that’s not the whole story. The passion exists. The talent exists. The willingness exists. What’s changing is how the next generation wants to contribute. We’re observing that they value purpose, flexibility, visibility, and growth. They want to take part in ecosystems that nurture them. They aren’t waiting patiently to be invited into leadership; they want pathways that show them they belong from the start.
This is where association culture has to evolve. It’s not about lowering expectations but rethinking structures. And at ICCA, we’ve made this evolution a priority.
The World of Work Has Shifted
For a long time, associations have relied on a traditional trajectory: join an organisation, stay loyal, and eventually take on larger leadership roles. But younger professionals don’t engage that way. The next cohort of business events professionals wants targeted opportunities, project‑based involvement, and roles that match their skills and values. They care about community impact, relevance, and a range of voices being heard.
“Many of us are tired of repeating the same formulas that no longer respond to the world we’re living in,” said Edurne Sauto Zugasti, part of the 2025-2027 Future Leaders Council. “We’re asking new questions, facing new challenges, and that requires adaptability, clear values, and spaces where we can contribute in a meaningful way. Community impact and relevance are no longer ‘nice to have’ — they’re essential. Young professionals want roles that make sense, that align with who we are, and that reflect the changes our industry needs.”
When it comes to volunteers, this dynamic is also clear. Many want short, meaningful bursts of contribution rather than multi‑year commitments. They want collaboration over hierarchy, professional development in addition to service, and the freedom to bring their full identity into the community.
This isn’t a crisis, but simply a natural evolution. And if we embrace it, we can build a stronger, more dynamic industry.
Destinations as Talent Ecosystems
Destinations are not just event hosts anymore; they shape the educational and professional landscape around business events. The universities, innovation hubs, youth organisations, creative industries, and hospitality sectors that make each destination unique also creates a rich environment for talent development.
When destinations invest in youth development and skills‑building, they become partners not only in hosting events but in cultivating the future workforce of our industry. This is a future that begins with readiness, collaboration, and an understanding that in order to continue to shape what comes next, we must not only embrace the change but identify pathways to success that allow all stakeholders to grow.
Leadership: From Guarding to Guiding
What we need most now is a shift in mindset. Established leaders must open pathways rather than protect them. We must mentor without dictating, listen without defensiveness, and embrace new generations not as successors waiting in the wings but as partners actively shaping our industry. Young professionals don’t want to inherit the future. They want to co‑create it.
ICCA has strengthened its talent‑development programmes in recent years, building initiatives that meet young professionals where they are and connect them with a global network of mentors, peers, and opportunities. ICCAUni brings together the worlds of academia and business, connecting the industry with universities and turning classroom teaching into real-world experience. The ICCA Congress is an opportunity for students and professors to gain hands-on industry knowledge, planting the seeds of career awareness before graduation. ICCASkills has developed the CICS course to give graduates an internationally recognised certification that validates their knowledge of the global business events industry and strengthens their career prospects. ICCALift — ICCA’s reverse mentoring programme — provides a structured pathway for those ready to accelerate their leadership journey. These initiatives, along with ICCA’s slate of skill-building programmes designed for lifelong learning, form a strong foundation for early engagement.
Sharon Ashton, ICCA’s Senior Manager, Knowledge Development and Legacy, commented: “ICCALift reflects our belief that the next generation doesn’t just need guidance—they need a voice. Reverse mentoring allows emerging professionals and senior leaders to learn from each other and co-create the future of business events.”
Beyond upskilling, ICCA is also focussed on community and visibility. The Young Professionals Forum offers a vibrant, supportive place for early‑career voices to share ideas and challenge old assumptions, while the Asia Pacific Business Events Youth Challenge gives students and young professionals a platform to test concepts and gain international exposure. The Future Leaders Council represents the industry’s next generation in ICCA’s strategic thinking, ensuring young talent has a genuine seat at the table.
“Being part of the FLC has given me the chance to collaborate with peers from different parts of the industry, learn from diverse perspectives, and rethink how I approach my work,” Zugasti said. “Connecting with professionals who are also navigating this shift in our sector has been especially valuable. Working on concrete projects together has helped me grow in a practical and realistic way, enriching my day‑to‑day work and giving me a more current, global, and purposeful understanding of the business events industry. It has also broadened my network and created a space to share ideas and learn collectively.”
Collectively, these programmes create a seamless bridge from awareness to emerging leadership, preparing the global business events sector for a more innovative and equipped future.
More about ICCA and how your association can benefit from being a member: www.iccaworld.org