Influence is built on trust and credibility, not titles. Words most often associated with influence included respect, knowledge, transparency, expertise, communication, and managerial presence. 

Bring your whole self to work. Authenticity and vulnerability were viewed as strengths that build trust and connection. 

Listen before pushing. Rather than forcing alignment, effective leaders seek to understand others’ perspectives and motivations. 

Transparency matters. Being clear about scope, expectations, and constraints helps teams and clients navigate difficult conversations. 

Empower staff to manage scope confidently. Participants emphasized the importance of:

Use data to support leadership decisions. Tools such as time tracking and workload data help ground conversations in facts rather than feelings. 

Create space for hard conversations. Face-to-face discussions are often more effective for navigating complex or sensitive topics. 

Normalize learning through failure. Teams benefit when leaders intentionally create space to share failures and lessons learned. 

Reframe apologies. Participants discussed replacing unnecessary apologies with gratitude (e.g., saying “thank you for your flexibility” instead of “I’m sorry”), especially when issues are outside one’s control. 

There is no single career path. Both generalist and specialist roles can lead to success within AMCs. 

Core skills for Executive Directors matter early. Volunteer management and financial acumen were identified as critical competencies for aspiring EDs. 

Credentials have situational value. The CAE designation was discussed as most impactful for those pursuing ED or senior leadership roles. 

You own your career path. Participants emphasized that career development is not solely the responsibility of an AMC or supervisor—leaders can coach, but individuals must advocate for themselves and ask for what they need. 

Look beyond client work. Taking on internal AMC projects or cross-functional initiatives can build visibility, skills, and leadership experience. 

Most AMCs rely on informal mentorship, with only one represented organization having a formal mentoring program. 

Many AMCs offer professional development dollars and encourage staff to pursue external learning opportunities. 

Participants commonly leverage external networks and resources, including local ASAEs, AMCI, NPI, and national ASAE. 

One AMC shared the use of Convene, a platform offering short coaching videos on both technical and soft skills. 

Mentors who are open, available, and willing to listen 

Mentors who never make mentees feel like an inconvenience 

Relationships that form organically through trust and shared experiences 

Mentors who role model decision-making and explain their thought processes 

Many participants credited a career champion who actively mapped out their growth trajectory as pivotal to their advancement. 

A strong desire for more soft skills training, particularly early in one’s career 

Better onboarding and education around what an AMC does and how client cycles work 

One promising practice shared: providing new hires two weeks before direct client interaction, allowing time to learn internal processes and context 

Broad recognition that learning the client cycle takes time and should be acknowledged in expectations and training 

Leadership is about influence, clarity, and trust, not just authority. 

Career growth is most effective when it is intentional, supported, and openly discussed. 

Mentorship—formal or informal—plays a critical role in retention, confidence, and leadership development. 

AMCs benefit when they create systems, language, and space for learning, asking questions, and navigating challenges without fear.