Role model managers

As part 1 of a new series, CMW meets two women venue leaders: Janet Hamilton, GM Cairns Convention Centre and Sylvie Biancheri, GM of The Grimaldi Forum Monaco, and hears how they blaze a trail for women in the industry. How did you first move into the meetings industry and what kind of challenges did women face then?

Janet Hamilton: For the past decade, I’ve been managing two convention centres. Before that, I worked in major events. When I started, there was only one other female general manager of the major convention centres in Australia. Now, there are four – a positive shift. When I was working in major events I never felt disadvantaged as I climbed the ranks. You’re so focused on the next project or job, driven by energy and purpose. Language is pivotal in achieving gender parity. It’s important to recognise the positive impact of using empowering terms for everyone. For instance, describing both men and women as ‘strong’ rather than ‘pushy’ helps foster a more inclusive environment. By being mindful of our language, we can make significant strides in how we view and support women in leadership roles. During the Centre’s expansion in 2023, I was often the only woman in construction planning meetings. You must believe in yourself and not be intimidated by a room full of men. You need to be strong, knowledgeable, and determined. Now that I sit on Boards, I’m more aware of the challenges. I want women to be chosen for their skills, not just to fill a quota. I take pride in my skills and don’t want to be a token. While I understand the need for quotas, I dream of a day when they are unnecessary, and everyone is judged equally. Sylvie Biancheri: In 1995, after an initial career in banking, I followed my husband, Franck Biancheri, who was returning to Monaco to take up a government position. I seized this opportunity to redirect my career. After a spell at Monaco’s Tourism and Congress Authority, where I learned about the MICE industry, I joined the Grimaldi Forum’s prefiguration team in 1998 as deputy manager for four years before taking over as its general manager. Thirty years ago, it was always more complicated for a woman to establish her legitimacy and skills, whatever the sector. I had already felt this in the banking sector. I also believed that only hard work, determination and solid experience, could overcome these obstacles. I am delighted to have contributed to making the Grimaldi Forum Monaco a European reference, hosting leading international events for almost 25 years. What have been your coping skills and strategies that have enabled you to get to the top of your profession and what advice would you pass on to young women starting out on a career today? JH: Believe in yourself. Don’t listen to the voice that tells you you’re an imposter. Embrace every opportunity to learn and seek mentors who have your best interests at heart. Raise your hand for new opportunities. Have a strategy, communicate it, and then deliver it – you’ll be amazed at what you can achieve with a clear vision. Always remember to be kind and to view situations through the lenses of 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 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? 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.