Why Chambers Must Lead by Example
Why Chambers Must Lead by Example
Why Chambers Must Lead by Example
By Mike Szyszka, President – Red Deer District Chamber
Chambers of Commerce have always been more than networking clubs or event planners. In many communities (including ours), they were the very foundation of what made commerce possible. Early Chambers helped attract settlers and investment, formed the core of local governance, influenced public policy, and in some cases even provided civic infrastructure. Ours helped bring radio to the region. We bought the first ambulance.
But just as the business landscape has evolved, so too must the Chambers that support it.
In today’s world, running a Chamber isn’t just about maintaining legacy programs. It’s about being responsive, relevant, and operationally sound, so we can deliver on our mandate to support local business. That means rethinking not just what we offer, but how we operate.
It’s easy for any organization to fall into a rhythm of doing things “the way we’ve always done them.” Over time, habits become norms, and norms become sacred, even when they no longer serve the people we exist to support.
For Chambers, this can mean outdated membership models, stale events, or a heavy dependence on a few revenue sources that mask deeper inefficiencies. And when those things happen slowly over time, we don’t always notice what’s slipping through the cracks.
We see a successful golf tournament or awards night and assume everything’s working. Meanwhile, internal systems are strained, staff are overwhelmed, and value delivery to members becomes inconsistent.
Eventually, this gap catches up. Not just in lost revenue, but in lost trust.
The Call to Action
This post isn’t just a reflection on our own Chamber’s recent work. It’s a call to action for all Chambers, everywhere. We must ask ourselves:
- Are our membership models aligned with the value members actually receive?
- Are our events serving the right audiences in meaningful ways?
- Are our communications clear, consistent, and compelling?
- Are we building systems that scale, or patching problems as they arise?
These aren’t existential questions. They’re operational ones. And they get to the heart of what makes a Chamber not just visible, but valuable.
The role of a Chamber today is more complex than it once was, and more essential. We still need to provide core value through networking, business promotion, and professional development. But we also have to meet members where they are.
Some members join to attend every event. Some want visibility. Others simply want to be connected to the pulse of the business community. And many still join because they believe supporting the Chamber is part of being a good corporate citizen.
But let’s be honest. We’re not just competing for membership dollars anymore. We’re competing for attention and energy... and that’s even harder to earn.
That’s why having clear, engaging member benefits matters. When you earn people’s attention through valuable programming, you build community. When you build community, you build influence. And when you have influence, you have a real seat at the table to advocate on behalf of business.
That’s the formula.
We often associate operations with internal matters. Things like process, staffing, time tracking, or software. But operations are never just internal. The quality of your operations determines how members experience your Chamber.
- Do your events feel coordinated and worthwhile?
- Do members receive follow-up when they inquire?
- Is sponsorship delivered on and renewed?
- Are staff equipped with the tools and clarity to do their jobs well?
These outcomes don’t happen by accident. They’re the result of systems that are thoughtful, consistent, and well-executed.
If we want to serve our members well, we have to run Chambers the same way we expect members run their businesses. That means operating with accountability, alignment, and a willingness to evolve.
Or put more simply: Chambers shouldn’t just support business. We should be run like one.
Some people assume that a focus on operations is about avoiding risk or aiming small. But the truth is the opposite.
You can’t chase a big vision if your internal structure can’t support it. Strategy without execution isn’t leadership. It’s liability.
It’s not enough to say we want to grow, modernize, or become more influential. We have to build the systems that allow us to get there.
We have to:
- Evaluate our membership and pricing models
- Build out consistent and member-relevant programming
- Invest in staff capacity and training
- Measure what matters and track follow-through
- Tell our story, and tell it well
Chambers still matter. Maybe more than ever.
In a time when small businesses are stretched thin, economic pressures are real, and community connection is often fragile, Chambers have a unique opportunity to bring people together and to make business better.
But we can’t do that by standing still.
If you’re a Chamber staff member, board member, or even a longtime member reading this, now is the time to ask: are we operating the way we’d expect our members to?
Are we delivering what we promise? Are we earning people’s attention? Are we equipped to lead?
At our best, Chambers can be catalysts, connectors, and advocates for business in their regions.
But first, we have to be great operators.
