The meeting and event industry is facing a silent crisis: burnout among professionals is reaching unprecedented levels. While the demanding nature of event planning has always been acknowledged, the current surge in burnout cases is alarming. A significant contributor to this issue is the glaring lack of external advocacy from our industry’s leading organizations.

The Burnout Epidemic

Meeting and Event professionals are no strangers to stress. The constant juggling of logistics, client expectations, and tight deadlines has long been part of the job description. However, recent studies reveal a troubling increase in burnout rates. According to a report by Bizzabo, the COVID-19 pandemic exacerbated stress levels, leading to chronic workplace stress and burnout among event professionals.

The consequences of burnout are severe, affecting both individuals and organizations. Burned-out workers often experience reduced confidence in their performance, increased absenteeism, and a higher likelihood of leaving their current job. This not only hampers personal well-being but also threatens the quality of events and the stability of the industry.

The Advocacy Gap

Where Are We Falling Short? 

While some efforts have been made to advocate for the meeting and event profession, they are often inconsistent, fragmented, or insufficiently impactful. Here’s a closer look:

1. Unified Advocacy Campaigns

• What’s Being Done: Some organizations, such as the Events Industry Council (EIC), have recognized the need for a global advocacy strategy. However, these efforts remain fragmented.

• Where It Falls Short: There is no large-scale, globally coordinated campaign amplifying the industry’s value to external stakeholders. Organizations are operating in silos rather than presenting a united front.

2. Engage with Policymakers

• What’s Being Done: Organizations like MPI have occasionally lobbied policymakers, especially during crises such as the COVID-19 pandemic.

• Where It Falls Short: These efforts are reactive rather than proactive. Policymaker engagement tends to happen in response to immediate threats, not as part of an ongoing strategy.

3. Forge Cross-Industry Partnerships

• What’s Being Done: The idea of partnerships has been acknowledged (e.g., by IMEX), but tangible, impactful collaborations with other industries remain rare.

• Where It Falls Short: There’s little evidence of long-term partnerships with sectors like healthcare, tech, or finance to showcase the integral role of events in their ecosystems.

4. Leverage Data and Research

• What’s Being Done: Research reports, such as those by ICCA and EIC, quantify the economic impact of the events industry.

• Where It Falls Short: These reports are not effectively disseminated to decision-makers outside the industry. The data isn’t packaged in a way that resonates with external audiences.

5. Public Relations and Media Outreach

• What’s Being Done: Occasionally, organizations share success stories, but these are primarily targeted at industry insiders.

• Where It Falls Short: A lack of consistent, coordinated PR efforts aimed at mainstream media or external stakeholders limits broader public understanding of the industry’s value.

The Vicious Cycle

The absence of robust external advocacy has tangible repercussions. Without recognition from other industries, event professionals often struggle to secure adequate resources, fair compensation, and the respect commensurate with their contributions. This lack of acknowledgment leads to increased workloads, unrealistic expectations, and diminished support—all factors that contribute directly to burnout.

Moreover, as burnout rates rise, the industry’s ability to deliver high-quality events diminishes, further perpetuating the cycle of undervaluation and overwork. It’s a self-sustaining problem that, if left unaddressed, threatens the very fabric of our profession.

A Call to Action

It’s time for a paradigm shift. Our industry’s leading organizations must expand their mandates beyond internal education and support. They need to actively engage in external advocacy, showcasing the indispensable role of event professionals to other sectors. By doing so, we can secure the recognition and resources necessary to alleviate the pressures contributing to burnout.

As highlighted by the International Association of Professional Congress Organisers (IAPCO), uniting our voices and agreeing on a global advocacy strategy can drive the betterment of not just the business world, but communities as a whole.

Conclusion

The burnout crisis in the meeting and event industry is a multifaceted issue, but the lack of external advocacy stands out as a critical factor. By addressing this gap, our industry’s organizations can help reduce burnout, retain talent, and ensure the continued success and vitality of the events we so passionately create.

It’s time to break the silence, challenge the status quo, and advocate not just for our events, but for the professionals who make them possible.