est and even more, a lack of a fully shared purpose. The conclusion IAAM had to change, grow, and diversify. Those of us “sitting at the back” now had someone to believe in and something to belong to. Cunningham quickly moved forward with long range thinking, mo-
tivating his board to do the same. Ultimately, I had the pleasure of - mittees to come forth with input to the LRPC and in turn to the board. Cunningham started a movement that challenged many IAAM
presidents and chair persons that would follow him and brought us to today where change occurs almost daily and focus is on diversity and inclusive leadership in managing venues, if a venue is to have a competitive advantage. Keying on the right purpose and ensuring value of belonging to
IAVM is critical to membership growth. It is my genuine belief that IAVM’s current purposes are solid: The purposes are to promote and develop professional manage-
ment of public assembly facilities; to foster use of these facilities for acquaintance and communication among managers of such facilities; to circulate information of value to the members and the public so as - dardize practices and ethics of management and relationships with the public; to develop and maintain liaison with national and international - vices which promote the advancement of the Association.
- ed professional development programs and opportunities, the IAVM Foundation, and our membership structure. Notwithstanding, further diversity must be carefully considered. Long-term strategic thinking is critical. The right building blocks in growing the Association have to
be used. Not everything old is bad, nor is everything new good. We must
continue to focus on professional development and the availability of accurate and current industry data that both help us become better Although IAVM is technically international by virtue of a very small
percentage of members from outside of North America, we are yet to be international in the delivery of value to those members across the Having worked outside North America for the last 23 years, I can
I have visited venues in over 40 countries. I have served on a global - tion structure or understanding of the multitude of cultures that could challenge at this juncture to reach out and include a more diverse new generation and begin the grooming process of those members for fu- ture leadership and volunteer roles. I uniquely recognize that there are many outside North America that represent the dynamics of a poten- tial diverse global membership. However, jumping at diversity that can deplete the value of such a large North American membership base that we are serving now must be considered carefully. IAVM has indeed come a long way. We have made many changes
and we are more diverse. We can go so much further. At the same time, to promote and develop professional managers and practices for our public assembly facilities. FM
Kong, among his myriad involvements include member of the board of the Hong Kong Convention and Exhibition Centre, chairman of Shenyang New World EXPO (Management) Ltd., and with Hong Kong – Shanghai Venue Management (Zhengzhou) Ltd.
IAVM 27
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