It’s a familiar scene, isn't it? A room buzzing with energy, a stage set with inspiring visuals, and a powerful anthem like Beyoncé’s “Who Run the World?” playing to set the mood. This was the backdrop for Marriott International’s 2016 Asia Pacific Women’s Leadership Conference in Hong Kong, a gathering that took place just as the hospitality giant finalized its monumental acquisition of Starwood Hotels & Resorts. Suddenly, Marriott wasn't just big; it was the world's largest hotel group, and its presence in Asia was set to double.
But beyond the impressive scale and the strategic merger, what truly resonated at this event were the conversations. When Marriott’s Chief Human Resources Officer for APAC, Regan Taikitsadaporn, and Chief Marketing Officer, Peggy Fang Roe, extended invitations to their new colleagues from Starwood, they were eager to bring diverse voices into the fold. The result was a doubled attendance, with 150 women leaders from both legacy companies converging in the Hong Kong ICC, a fittingly towering location that houses one of Marriott’s most luxurious hotels.
What makes a leadership event distinctly female? The reference material points to a few tell-tale signs: fewer men in attendance, frequent mentions of 'family' and 'children,' and, intriguingly, a baking activity. This wasn't just about making pies; it was 'Baking for a Cause,' with the creations destined for those in need. It’s a thoughtful touch, weaving in community and care into a professional development setting.
Stephanie Linnartz, Marriott’s Chief Business Officer, kicked off the proceedings. Having spent nearly two decades with the company, her journey offered a stark contrast to the landscape she navigated early in her career. She recalled her high school graduation, a time when female representation in US politics and corporate leadership was remarkably scarce. While statistics show progress – a slight uptick in female CEOs in Fortune 500 companies, and even parity in pay at the very top – the climb remains steep. Men are still more likely to be promoted into management roles, and women remain underrepresented in C-suite positions and on corporate boards.
Linnartz paid homage to trailblazers like Sheryl Sandberg and Indra Nooyi, and expressed deep gratitude for her own mentor, Amy McPherson, President of Marriott Europe. Her core message to the APAC leaders was clear: find mentors, embrace the toughest assignments, and be your authentic self. She shared a powerful anecdote about merging Marriott and Starwood’s loyalty programs. Despite consultants advising against the immediate integration of points – a move typically deferred in airline mergers – Linnartz pushed for it. "Taking risks brings results," she asserted, "and results that can be measured gain recognition and value."
This emphasis on mentorship is a recurring theme. The article highlights the dynamic between Linnartz and McPherson, two women who now report directly to CEO Arne Sorenson. Their proximity in the company’s leadership roster is a testament to a successful mentee-mentor relationship. While many companies advocate for formal mentorship programs, the consensus among leaders like Peggy Fang Roe and Regan Taikitsadaporn is that organic connections often yield the most profound results. "It's about chemistry," Taikitsadaporn noted, "allowing two people to connect and build a relationship."
Roe, a key architect of the APAC women's leadership initiative, believes conversation is paramount. She spoke of balancing work and family after relocating to Hong Kong, a challenge she confidently navigated. Her involvement stems from a desire to empower women across diverse regions to tackle unique challenges. "It's not about quotas or agendas, but about the conversation," she emphasized, using her own story to inspire younger women to be bold.
Jennifer Brown, General Manager of Sydney Harbour Marriott Hotel and a leadership ambassador, shared her experience of moving to Turkey to open the Istanbul EDITION. The cultural differences were stark, with a predominantly male-dominated industry. Her presence as a female GM generated significant media attention, leading to an overwhelming number of job applications, particularly from women. She observed a key difference in motivations: male applicants often sought opportunities in the US, while female applicants focused on the company's service ethos. "Women seemed to accept that their career progression might be limited by their gender, whereas men saw advancement as their right," Brown reflected.
This realization fueled her commitment to leadership programs. She actively organizes 'Evenings of Engagement,' bringing together women from various levels within the organization. These gatherings, she noted, foster a sense of safety, allowing for candid discussions about struggles and aspirations. She observed how different age groups resonated differently with stories, particularly noting that younger generations, often perceived as invincible, might not see the same 'glass ceilings' to break.
Brown also pointed out a subtle yet significant linguistic pattern among the women leaders. When asked about their five-year aspirations, their language was often couched in tentative phrases: "I hope if I had the opportunity..." or "I would be willing to..." – a stark contrast to the more assertive "I will" or "I will be in your position." This, she mused, felt like a collective way of saying, "I have a dream, but I don't want my dream to get in your way." It's a form of consideration, perhaps, that men might not exhibit as readily.
Marriott's approach, Brown appreciates, is not about setting quotas but about building a sustainable framework for leadership development. The 'Evenings of Engagement' are designed to be adaptable, creating support networks that empower women to pursue their dreams proactively. The clear signal from the group that it values female leadership development has demonstrably boosted employee engagement. Looking ahead, Brown aims to deepen local relevance in Australia and, crucially, to involve more men in these conversations, fostering a more inclusive dialogue. "You'll hear more news," she promised, "this program will continue to grow."
