Trade show production management and leading teams at max capacity demands more than traditional oversight, especially during high-volume, high-pressure stretches. Chris Griffin explains how servant leadership in business operates on the show floor: leaders must decide when to step in, when to step back, and how to prevent team burnout during peak workload.

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Drawing on decades of experiential marketing team management, Chris outlines practical ways managers can help without causing disruption. Flexibility becomes crucial. If teams are running on 12-hour days, don’t enforce standard meeting times or paperwork deadlines. Chris details specific support strategies, like handling supply runs, buying meals, or liaising with clients so key staff can stay focused on the work that moves projects forward. He also clarifies the difference between joining the team on the ground versus micromanaging, a critical distinction that keeps morale and efficiency high.

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For agency owners, project managers, and exhibit house leaders, these insights address the reality of January’s trade show season: sometimes the best management is about suspending protocols and keeping only the essential plates spinning. By recognizing extraordinary team effort and pitching in where needed, you help maintain productivity and prevent costly fatigue-driven errors, setting the foundation for sustainable growth even in the toughest seasons.