CMW Issue 132 132 | Page 58

Women in Leadership

metrics , how can you improve ?
I ’ ve also been fortunate to have male bosses who truly believed in female leadership and encouraged me to step up . Good leaders , regardless of gender , recognise talent and offer support .
SB : I worked with bosses who taught me a lot about how to approach problems , conduct negotiations and perform managerial functions . They were not women , but they helped me to develop without preconceptions . To be an effective manager , you have to know how to surround yourself with the right people . The Board around me is invaluable . Is it by chance that 80 % of them are women ?
others when making decisions .
Know your worth and don ’ t be afraid to negotiate .
SB : In a competitive field , it ’ s vital to adapt to , and even anticipate , changes in the market . You have to be visionary and ambitious , and seize every opportunity to grow . Whatever the objective , it ’ s essential to be able to rely on a motivated , expert and creative team . This is the key to success : having a solid development strategy and maintaining strong team motivation .
My advice to young women : believe in your skills , accept criticism and advice as opportunities to improve . You need to show that you want to learn , and that means working !
How does your organisation help develop its female staff and prepare them for leadership roles ? JH : We have achieved strong gender diversity at the Centre and we ensure it is not an issue for our leaders . Because we maintain balance , we focus on
finding the best person for each role or project , regardless of gender . We have zero tolerance for harassment , allowing our female leaders to thrive . We provide training , mentorship , and recognition for excellent work .
SB : The Grimaldi Forum makes it a point of honour to support the development of all its staff , both male and female . My management style has been focused on vision , strategy and people , based on the values of fairness and respect . This is reflected in the fact that 99 % of our employees have permanent contracts , a three-year training plan , and the possibility of remote work once a week . Forty-seven percent of the managers at the Grimaldi Forum are women .
Who do you consider to be an influential , female mentor in your own career ? How did they help you ? JH : One of the strongest female leaders taught me that plans and measurement are crucial – if you don ’ t know the
Above : Janet Hamilton
“ I want women to be chosen for their skills , not just to fill a
quota .”
– Jane Hamilton
How can the wider international meetings industry encourage and help women climb that career ladder faster and more effectively ? What are the main barriers to that ? JH : We are witnessing an increasing number of women in senior roles , which will positively influence diversity . This trend needs to be encouraged throughout the entire business events sector .
I commend Lyn Lewis-Smith from Business Events Sydney and the PCMA Foundation for commissioning the research project ‘ Advancing Women Leaders in the Business Events Industry ’ ( pcma . org ). This project highlights the necessary steps our industry must take .
SB : The industry is changing rapidly , so we need to be able to offer women training opportunities as well as visibility . Companies must actively promote equal opportunities and encourage women to take up strategic roles .
As general manager for almost 25 years I ’ ve always worked to create an inclusive environment where every talent is recognised , enabling more women to reach their full potential as leaders in our events industry . n
58 / CONFERENCE & MEETINGS WORLD / ISSUE 132