Women dominate the events industry. Statistics from the U.S. Census Bureau in 2022 show that 76% of the 135,000 meeting, convention, and event planners around the country are women. However, it is also true that men still hold 80% of the total C-suite positions in the nation, including CEO, president, and board chair, among others, according to a global survey conducted jointly by the PCMA Foundation headquartered in Chicago, Illinois, and Business Events Sydney, based in Australia.
The hotel side of hospitality is making strides, with women and men holding an equal number of positions at the director level, according to the 2023 “Women in Hospitality” report from the American Hotel & Lodging Association Foundation. The report shows that women now hold one in four of all C-suite positions at hotel companies, with most in human resources and sales/marketing roles. Since 2019, women are also holding more leadership positions in hospitality investment and development, with total makeup advancing from one woman for every 10 men to one woman for every 7.9 men.
“I have seen a significant rise in women stepping into leadership roles, which has brought valuable new perspectives and innovative ideas to our industry,” says Jennifer Caldwell, director of sales at Texas’ Sheraton Dallas Hotel. After 24 years in the hospitality industry, she is very much feeling encouraged. “While there’s always room for further progress, the strides we have made are truly promising.”
Giving women a voice in leadership offers benefits for companies. “By empowering women at all levels, we can drive innovation, enhance company performance, and inspire future leaders to continue this positive trajectory,” says Sarah Abelsohn, director of marketing for PE Management Group in Rancho Santa Fe, California. These benefits carry forward to the attendees, who reap the rewards of fresh, innovative approaches to meetings and events.
Barriers to Entry
Unfortunately, even when they attain leadership positions, women still receive lower pay than men holding the same titles. According to Washington-based software and data company Payscale’s “2024 Gender Pay Gap Report,” women at the executive level make 94 cents to every dollar a man makes, even when job characteristics and employee qualifications are similar.
“It’s surprising we are still having to talk about equal pay, so I know there are still great strides to be made across all industries,” says Clarissa Cervantes, director of catering sales at JW Marriott San Antonio Hill Country Resort & Spa in Texas.
Research by the Events Industry Council shows that meetings and events contribute $446 billion in gross domestic product and $104 billion of federal, state, and local taxes. With such a robust impact on the economy, the industry has plenty of resources to create financial parity.
And while many obstacles are external, women are also battling ingrained expectations and insecurities that prevent or delay them from stepping into leadership. “I, along with other women, sometimes put internal pressure on myself on how I might be perceived,” Cervantes says. “I have been fortunate to have support from both male and female leaders to always take the risk, find my voice, and not limit myself.”
Josie Lewis, director of sales for Visit The Woodlands—a Texas convention and visitors bureau—notes that when reviewing job applications, she notices pay gaps can begin before women even take a job. “Many men submitted pay range expectations that were much higher than what women applicants were submitting, and oftentimes the women were much more qualified on paper but willing to do the job for less,” she says. “This taught me that it is important to advocate for yourself and know your value when it comes to the workplace and life.”
Unspoken Limits
Abelsohn, who manages a hospitality portfolio of $1.2 billion that includes iconic San Diego-area meeting and event destinations such as Lakehouse Hotel & Resort and Belmont Park, worked her way up to where she is today. “I began my journey in the hospitality industry by interning with various hospitality groups during my college years, initially taking on basic tasks like getting coffee and running errands,” she explains. She held the role of front desk coordinator, and then operational positions where she observed and learned about every aspect of the industry.
“There were other women working with me in the beginning, and it was evident that we had to fight harder to earn our place in the workspace,” Abelsohn says. “Both actual and unspoken limits existed, with women often needing to go above and beyond to demonstrate their value in professional terms.” Abelsohn and the other women regularly took on additional responsibilities without corresponding pay or advancement opportunities. “Despite these challenges, the determination and resilience of these women were inspiring, and it became clear to me that solidarity and mentorship were crucial,” Abelsohn adds.
While women are welcomed into leadership roles in many organizations, unspoken obstacles still arise and can delay, or even derail, their advancement. Cervantes sees fewer unspoken limits, but rather unspoken perspectives on how to accomplish some goals. “There are more hurdles that women have to overcome,” she notes.
The intersectionality of struggles faced by individuals from LGBTQ+ communities, Black women, and women from other minority groups brings even more pressure to bear on qualified candidates, who meet hurdle after hurdle on their rise to leadership. These women need allies among the men and women within organizations who can effect change on their behalf.
“We need more women and people of color in leadership roles,” says Jessie Dickerson, director at Goode Co. Restaurants, a popular restaurant chain and catering company based in Houston, Texas. “I believe that you can’t be what you can’t see, so the more diversity we have at the helm, the more talent we will curate and the more progress we will make. We also need men in senior roles to be allies for women looking to lead. More diverse perspectives foster creativity and generate opportunities for innovation.”
Mentorship Matters
Previous generations of women in the workplace have paved the way for today’s women to rise up. “Looking back, there weren’t very many female leaders,” says Kimberly Zoulek, commercial director at Hilton Anatole in Dallas, Texas, whose career has spanned over 30 years. “I was fortunate to be hired by a woman who was funny, smart, and personable,” she says. “By the mid ’90s, there were plenty of female managers, but not very many leaders. With this realization, I knew I wanted a seat at the big kids’ table.”
Mentorship is key to helping women overcome internal obstacles. “Early in my career, I was lucky to work with strong female leaders who were true trendsetters in the industry,” Caldwell says. “In fact, one of my mentors and former bosses is the first-ever female general manager for her hotel brand. From the start, I was given opportunities to excel thanks to the support from these women. Their leadership made a huge difference in my life and career.”
Dickerson, who has volunteered with The Girls Empowerment Network and I’ll Have What She’s Having, organizations dedicated to mentoring girls and women, says, “Mentorship is critical to creating our future female leaders. If I didn’t have the experiences I did with several of my mentors, there’s no way I would have the role I do. Because those men and women took a chance on me and invested in my well-being, I was able to create a life I love.”
Benefitting from the mentorship of others, today’s women leaders put a big emphasis on passing the torch. “By offering mentorship, fostering open communication, and providing opportunities for professional growth, I aim to empower women to achieve their full potential,” Abelsohn says. “I have initiated programs focused on skill development, leadership training, and work-life balance, ensuring that women on my team feel valued and equipped to advance in their careers. Additionally, I advocate for policies that promote gender equality and actively work to eliminate barriers to women’s success within our organization.”
Expanding Opportunities
The good news is that the number of women in leadership roles is steadily trending upward. It is this bright side that many leaders choose to look toward as they push forward. “Seeing firsthand examples of women who have gone above and beyond to really move the needle for our industry, destinations, and communities inspires me that anyone can follow in those steps and raise the bar,” says Lewis.
To do that, Abelsohn says, organizations large and small must create an environment that not only supports but actively encourages women to pursue and achieve elevated positions. “This includes implementing mentorship programs, providing leadership training, and ensuring equal opportunities for advancement,” she says. “Additionally, I hope to see a stronger support network for the next generation of the female workforce, with more initiatives focused on career development, work-life balance, and fostering a culture of inclusivity and equity.”
The work-life balance is often cited as one of the most significant barriers to advancement, as women often take on a larger portion of child-rearing and household responsibilities. “I’m looking forward to seeing ongoing support for work-life balance and professional development for women, ensuring that everyone has an opportunity to thrive,” says Caldwell.
While many companies have a long way to go on the advocacy front, the outlook is hopeful. “I hope to continue seeing women balance the scales of leadership equality,” says Zoulek. “It’s inspiring to witness the strides women have made, but there’s still work to be done.”
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