As we looked back at a year of Skift Meetings’ Women Leaders in Meetings, it was clear that these women have completely shed the old-school definition of leadership. There’s a lot to learn from their leadership philosophies — and even more from their attitudes.
“The best leaders are curious, humble, open to collaboration, and able to give grace and empathy to their teams,” said this month’s leader, Carrie Davenport, lead event manager for the industry engagement team at Altria Group Distribution Company. Davenport has been committed to working to help shape the events industry itself. She co-founded the Association for Women in Events and launched the Events Industry Sexual Harassment Task Force, now under the stewardship of the Events Industry Council (EIC).
For Nicola Kastner, CEO of Event Leaders Exchange (ELX), leadership means focusing on nurturing the next generation of leaders. “Growth is central to how I lead, not just for the business but also for the people I work with. For example, at ELX, I’ve been fortunate to lead Hannah Elston, who is an exceptional young talent. I’ve told her that if she’s in the same role in two years, then I’ve failed her as a leader. Helping others grow is one of the most rewarding aspects of leadership for me.”
Monique Ruff-Bell, chief program & strategy officer at TED Conferences, describes her leadership style as “a mix of quiet leadership and power. I prefer to inspire respect through a calm presence while being thoughtful in my actions. You don’t have to be the loudest in the room, the most dominant or most assertive. That influence can come through humility, emotional intelligence, and action over words.”
Elevate Those Around You
All of the leaders we interviewed spoke not of top-down management, but of supporting their teams, and relying on their input. Our first-ever Woman Leader, Freeman CEO Janet Dell — the first woman to lead her company in its 97-year history — says her team is her greatest asset. “Their input is critical, at all levels. We work to be transparent about how decisions are made, so that people feel empowered to contribute, take ownership, and work through challenges as part of the team.”
“True leadership involves building consensus, not imposing direction,” said Allegra Roccato, former head of events at World Physiotherapy. “It is about creating space for dialogue, encouraging diverse perspectives, and ensuring that decisions are informed and collectively owned. When people feel heard and valued, they are more likely to commit to a shared vision.”
An often-used phrase in business is “You can judge a leader by how their team functions when they’re not in the room.” Anne Marie Rogers, vice president meetings and events, Direct Travel, has her own version of that: “A true leader knows when to get involved and when to be hands-off,” she told us. “Our company president told me once: ‘Hire a great team and then get out of their way.’ “
Empathy is Everything
A word that came up often in our discussions with the 2025 Women Leaders was empathy, or as Cassandra Farrington, co-founder and board chair emeritus, MJBizCon and MJBizDaily, described it: “a nuanced combination of empathy and determination.
“A good leader has to listen to and identify with the challenges that the team is facing, whether work-related or in their personal lives, and then work to create an environment where people can collectively thrive while feeling personally supported. Yet, that cannot mean ‘Everyone gets what they want.’ The business goal has to remain at the forefront, even though not everyone is going to necessarily like the way that goal gets achieved.”
Lori Allen, vice president global event operations at MetLife, believes the first step is learning how to listen. “I want to create an environment where people are able to self-advocate, and to be reflective about their careers and what opportunities they might need. I think that sometimes people don’t feel comfortable enough to have an authentic conversation, or feel challenged to be able to speak up.”
Of course, leaders can’t be in the trenches every day, but they can still be aware, said Liz Irving, CEO, Clarion Events North America. “To be a great leader, you have to be present and understand the unspoken needs of both people and business. This ensures that the actions you take are a fit both for the individuals and the organization.”
Works in Progress
What was humbling about these women leaders was how much they continued to work on their personal growth, like Janet Traphagen, president, Creative Group. They had made it to the top, but there was no sense of entitlement or arrogance — rather, a commitment to learning and evolving into the best versions of themselves.
Traphagen said she considers herself a student of leadership. “Retaining that deep curiosity has allowed me to develop over my career, and continues today.
“We all lead from who we authentically are on the inside,” she said. Therefore, you have to invest in yourself and make sure you have outside influences to provide guardrails in who you are as a leader. Two things I’ve done are invest in therapy to stay grounded and do the inner work that keeps me self-aware. I also have an executive coach who I trust to be fully transparent and brutally honest with me.”
Morgan Crain, who heads up global rewards and recognition at Rubrik and is a long-time leader at the Incentive Research Foundation, has learned to shed her fears of speaking up and being brutally honest about what needs to change. “Sometimes when you’re sitting in a board room and you raise your hand, it’s not always a comfortable situation. But I got really comfortable raising my hand and asking, ‘Wait, why do we do it that way?’”
Only through introspection can you gain the self-awareness that will make you a strong leader. Pat Schauman, president and CEO of Schaumann Consulting Group, says her leadership style is grounded in self-awareness. “It enables me to understand how I naturally lead, make decisions, motivate others, and respond to challenges. It’s a reflection of my core values, personality, and the way I build relationships. I lead with purpose, listen with intention, and aim to create an environment where people feel both supported and empowered to do their best work.”
