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When the economic winds shift, Chamber of Commerce leaders are often among the first to feel the change. They sit at the intersection of business sentiment, public perception, and organizational sustainability. News reports about economic trends, political impacts, and public sentiment are mixed and it can be difficult for Chamber leaders to plan for the near-term, let alone for the future. To help newer Chamber executives prepare for the next cycle of volatility—whether gradual or sudden—the Western Association of Chamber Executives convened six seasoned leaders with decades of crisis-tested experience. Our panelists included the following Chamber CEOs:
Together, they have navigated recessions, wildfires, earthquakes, national disruptions, and a global pandemic—shaping Chambers that not only survive downturns but emerge stronger. What follows is an expanded feature capturing their insights in their own voices—frank, grounded, and deeply instructive. Seeing the Slowdown Before It Hits
“When they stop dreaming of new initiatives, it’s a sign of a slowdown.” — Kristen Miller Kristen Miller’s unique marker comes not from data, but from mindset: “When our President’s Circle members stop increasing their annual investment, or when people stop coming to us with big projects—that’s when I know.” Others turn to more direct business sentiment. Chris Romer explained: “We ask a cross-section of members, ‘What are your predictions for the next six months?’ They are amazingly accurate in foreseeing downturns.” Collectively, these leaders see downturns not as surprises but as patterns: first detectable in behavior, then in numbers, and finally in public mood. Membership Behavior: Anxiety, Caution, and Unexpected EngagementEconomic uncertainty reshapes how businesses view Chamber value. Danielle Borja has lived through periods when renewals became significantly harder: “Renewals get harder, requiring an increasing amount of follow-up. Sponsors reduce or hold off on commitments, and new sponsors are harder to come by.” Nancy Hoffman Vanyek added that members scrutinize ROI more intensely: “They are not comparing us to other Chambers. They’re comparing us to free online options and asking if a paid membership feels worth it.” Yet downturns can paradoxically increase engagement. Kelly Hall shared: “During national uncertainty, our participation numbers often increase. Businesses look for stability, trusted information, and advocacy—and the Chamber delivers that.” This mirrors Chris Romer’s experience during the Great Recession: “Those who might have stayed on the sidelines realized the real value of joining. They knew they had to engage locally to survive.” “Flat is the new up.” — Kristen Miller A downturn doesn’t always mean steep declines. Sometimes simply maintaining membership levels becomes a quiet victory. Building Financial Resilience: Dues, Revenue Mix, and Expense ControlIf there was a unifying message from all six panelists, it is this: do not panic, do not cut value, and do not make decisions that weaken your long-term position. Dues Strategy: Stay Steady, Offer Flexibility Kelly Hall was unequivocal: “We do not adjust dues. Our costs don’t decrease during downturns—reducing dues would be poor management.” But flexibility is fair game. Danielle Borja explained: “Sometimes that means giving payment extensions or breaking membership into quarterly payments.”
Expense Strategy: Protect People, Scrutinize Everything Else Chris Romer was direct: “Payroll is our largest expense, and we do everything possible to protect our people. All other expenses were fair game.” Nancy Hoffman Vanyek added an important warning: Chambers must know the breakeven point for every event. “Everything must break even after staff time and overhead. Nonprofit is a tax status, not a business model. “Stability requires discipline, not reaction.” — Kelly Hall Relationship Stewardship: Holding Members CloseIn every downturn discussed, the winning formula was the same: proactive, personal, persistent outreach. Chris Romer summed it up: “Individual calls and individual outreach were our most effective measures. We worked hard to humanize the Chamber.” Danielle Borja tracks every interaction so she can demonstrate value during renewal conversations: “Website views, referrals, meetings—we record all of it. Solid metrics matter during tough times.”
Calm, Visible, Credible Leadership: The CEO as AnchorDuring volatility, CEOs become emotional thermostats for their communities. Robert Heidt framed the Chamber’s role succinctly: “Chambers are uniquely positioned to help communities navigate mood shifts. When optimism turns to worry… our role is to remain calm, visible, and credible.” Kelly Hall reinforced the importance of authenticity: “Consistency—not reaction—is key. This isn’t about being a Pollyanna. It’s about being real, informed, and composed." “Be the steady voice in the storm.” — Danielle Borja Nancy Hoffman Vanyek takes a deeply personal approach: “I strive for empathy and always being present. I communicate openly about what we know, what we don’t, and what we’re doing.” Her leadership lens is shaped by decades of crises—from the Northridge Earthquake to wildfires and the pandemic. “Composure is contagious,” she explained. “If I stay steady, it stabilizes the group.” Chris Romer added a complementary insight: “Be candid, be visible, don’t shy from the hard things. Staying Relevant: Programs, Advocacy, and ToneOur panelists agreed: you do not reinvent your Chamber during a downturn—you amplify your strengths. Robert Heidt emphasized visibility, consistency, and advocacy. Danielle Borja’s team doubled down on advocacy during the pandemic and hasn’t looked back. Kristen Miller focuses on eliminating “side quests” during difficult periods: “Do one thing really well. Focus on your most successful product and table the rest. “Go to your core strengths.” — Kristen Miller Nancy Hoffman Vanyek emphasized adaptability built on a culture of readiness: “Staying relevant isn’t something you switch on. It’s part of who we are.” She described launching virtual networking programs within days during the pandemic—and building a multi-Chamber coalition to fight business interruption insurance issues. “Those relationships fundamentally changed how we operate,” she said. Tone matters too. Members need honesty and hope. As one CEO put it: “We highlight reality and opportunity side by side. Data, Partnerships, and Making Information ActionableChambers play a unique role in interpreting economic signals for local businesses. That means having reliable data sources and strong partners. Kelly Hall cited universities and state agencies like the Workforce Commission and the Federal Reserve Bank as sources Chambers can partner with for reliable and credible data. Chris Romer uses regional economic data from his local Council of Governments. Others rely on EDCs, city and county updates, national think tanks, and subscription data platforms.
Internal Leadership: Supporting Your Staff and BoardCrisis leadership requires supporting the people who support the Chamber. Chris Romer stressed transparency: “Don’t hide information. Share the good, the bad, the ‘I don’t knows.’” Nancy Hoffman Vanyek said the board feeds on CEO confidence: “Confidence is contagious. My goal is to keep everyone grounded in our mission.” Kelly Hall emphasized board composition—having C-suite leaders who understand both urgency and context. On the staff side, Danielle Borja said: “Acknowledge these are challenging times. Celebrate small wins. Protect weekends for your team.” Nancy Hoffman Vanyek mentioned a mindset she learned years ago: “Find your trust bank—the five people you can confide in. They’ll get you through the most stressful moments. “There is no time for ego during a crisis.” — Nancy Hoffman Vanyek Preparing Now for the Next DownturnThe panelists’ advice for preparation was both strategic and deeply human. Build Your Networks—Internal and External Chris Romer emphasized: “Who is in your group chat? Utilize your network before you need it.”
Mission Discipline Nancy Hoffman Vanyek was emphatic: “Mission focus is not something you turn on during a crisis. It protects you from being pulled in too many directions. Advice for New Chamber Executives Facing Their First Economic ChallengeEach panelist offered a distilled message for leaders stepping into their first serious downturn.
“These moments define us, but they do not defeat us.” — Nancy Hoffman Vanyek ConclusionAcross every story and quote, one truth echoed: economic downturns do not create strong Chambers—they reveal them. The leaders who thrive are those who commit long before a crisis to strong relationships, mission clarity, proactive communication, and authentic leadership.
For new Chamber Executives, the message is both strategic and comforting: Prepare your systems. Know your people. Lean on your peers. Stay steady, stay visible, and stay human. Because when uncertainty comes—as it always does—the Chamber can be the anchor a community needs. And as these seasoned executives demonstrate, you can lead your organization through it with confidence, clarity, and connection
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