LONDON — Like many industries, hospitality has struggled to be equally diverse throughout the corporate and executive level, especially with fewer women in leadership or C-suite roles.
At a panel held at CBRE’s Henrietta House in London and hosted by Inspiring Women in Hospitality, a panel of four female hoteliers discussed the importance of personal authenticity in their hospitality careers. While companies that have brought more women and minorities to the table have improved their decision-making and profits, the panel agreed that women often feel guarded with their opinions and their profile within their corporate roles due to cultural norms.
Ellina Kraynik, associate director of hotel capital markets at CBRE, said she often had meetings with hotel investors in which she was the only woman in the room.
“I found myself self-censoring myself. Should I be less smiley? I tell myself, 'Breathe, then talk. Would a man think like that?'” she said.
Kraynik added her epiphany was when she realized all she needed was there already.
“Be yourself. Do not overthink this. Be yourself,” she said.
Kristen Kozlowski, head of strategy and business development at pan-European private equity firm PineBridge Benson Elliot, said she considered authenticity as a conduit to both embracing her strengths and accepting her weaknesses.
“Be open … and bring those with you who have the skills you do not,” she said.
Kozlowski said she has become more adept at articulating both what she knows and what she doesn't know.
“Be direct. Do not answer a question with the answer you think they want to hear,” she said, adding at this point in her career opportunities do come her way due to her conviction and conversation style.
Soraya Shamji, relationship director at specialist lender Leumi U.K., agreed that authenticity is something that adds value to corporate life and in industry partnerships. She added it is advantageous to let people know who you are.
“We can bond over our differences. I work with six men, but our experiences allow us genuine connections and more authentic conversations,” she said.
Plus, cultivating a relationship with your team helps you identify the strengths and weaknesses of all members.
“Know what you are good at and have those around you fill in the gaps,” Shamji said.
Kraynik said authenticity is seen often by others as confidence.
“If a person lacks it, that might lead to questioning whether that person’s opinion can be fully trusted,” she said.
Confidence is about growth, said Maria Ashton, vice president of luxury brands, North, Central and Eastern Europe, Accor. Conversations need to be two-way streets and that listening is a discipline that reaps rewards if reaction to commentary brings greater partnership, better deals and more solid relationships, she said.
A number of audience questions underlined that for women, confidence and conviction are often seen as aggressiveness and ambition.
The panelists said women should work on finding how they can be confident while being honest in what they do not know or are not as adept at.
“Do not be scared to ask what it is you want. Some women need to be encouraged. Not everything will come your way otherwise,” Kraynik said.
Ashton said a little bit of confidence in the early days of a role helps lead to career growth in which more confidence flows.
Yet it can be daunting when one starts a career surrounded by employees with strong, long track records and comfort within their professional set and within company culture.
The strength to be seen to have conviction should start right from the interview process, panelists said. Job candidates often regard interviews as a place to score as many points as one can, Kozlowski said. She added that at her last interview, she decided to answer a few tricky questions with simple truth.
“I heard later those two answers really stuck with the interviewer,” she said.