Advancing Women Through Intentional Action: Making “Give to Gain” a Reality in the Hospitality Industry

 

International Women’s Month is both celebration and checkpoint. This year’s lens is sharp: the United Nations theme, “Rights. Justice. Action. For ALL Women and Girls,” urges us to confront structural barriers that still curtail women’s potential, from legal protections to economic access. In parallel, the International Women’s Day campaign “Give to Gain” invites a mindset of generosity – mentorship, sponsorship, and resource‑sharing – that creates wider progress for everyone. Together, they form a practical blueprint: fix the system and fuel the pipeline.

I’ve watched this play out over two decades in hospitality. My first taste of the industry came at 15 on a Protea Hotels trip with my sister. Years later, she nudged me to apply for a junior sales role. Early leaders took a chance, stretched my thinking, and by 30 I became the first black woman to hold the role of Group Sales Director for Protea Hotels by Marriott. That milestone mattered not only to me, but to colleagues who could finally “see” themselves at the table. Representation has a compounding effect as it expands ambition and normalises inclusion.

Crucially, my progress wasn’t solitary. Mentors did more than encourage, they also challenged assumptions, opened doors, and helped me say out loud what I wanted next. At Marriott, we’ve made this explicit through career‑acceleration conversations that move beyond informal mentorship. Leaders and emerging talent identify concrete next roles over a three‑to‑five‑year horizon and then build the experiences, skills, and visibility to get there. The result is a healthier leadership pipeline. Today, women hold approximately half of executive positions across the company, which is above typical market benchmarks.

In South Africa’s tourism sector, this focus is essential. Women constitute the majority of the workforce, yet their presence thins at each leadership rung, indicating that the issue is not supply of talent but access to structured pathways. That’s why we created Khulanathi (meaning “grow with us”) – a 12‑month leadership journey combining formal study, cross‑exposure, job shadowing, and role‑based stretch assignments to accelerate readiness for bigger responsibilities. Nearly 60% of graduates are women, many now leading hotels, functions, or regional portfolios. When development is designed, transformation is measurable. This is critical when industry data consistently show women’s underrepresentation in senior hospitality roles, underscoring the need for such interventions.

But programmes alone do not create belonging, everyday leadership does. Inclusion is built in small, deliberate choices such as scheduling meetings so working parents can participate fully; inviting quieter voices to present analysis, not just take notes; recommending a high‑potential woman for a stretch assignment before she self‑selects out; running performance reviews against outcomes, not optics. These micro‑decisions compound into culture, and culture compounds into performance. Marriott frames this as part of how we do business – welcoming all and creating opportunity for all – from associates to guests, owners, and suppliers. It is a principle embedded in our people brand and Diversity, Equity, and Inclusion approach.

The UN theme also reminds us that empowerment must be structural to be durable. Justice looks like transparent promotion processes; equal pay for equal work; zero tolerance for harassment; safe workplaces; procurement that welcomes women‑owned businesses; and leadership development that prepares women not only to manage hotels but to own them. Globally, women still enjoy fewer legal and economic safeguards than men, which is why policy, accountability, and investment must sit alongside inspiration.

Networks amplify this work. My involvement in South Africa’s industry bodies has been an engine of insight and connection. When you give your time to sector forums where you share lessons, shape viewpoints, and mentor early‑career professionals, you gain a broader line of sight and a more resilient ecosystem. That’s “Give to Gain” in action: generosity that increases collective capability.

What can executives do now? Start with clarity. Ask your women leaders to name their next role – by title – and co‑design the steps to get there. Review top‑talent slates and board pipelines for balance. Place women in commercial, development, and P&L roles that are gateways to the C‑suite. Ensure high‑visibility projects are presented by the women who lead them. Then measure progress and share it as transparency accelerates change. These are actionable levers executives can pull without waiting for perfect conditions.

For women charting their path, three practices have anchored mine. First, state your ambition early, even before you feel ready; specificity invites sponsorship. Second, build cross‑functional and cross‑industry networks as many opportunities travel through relationships. Third, practice intentional presence such as being fully engaged at work and fully present at home. Balance is dynamic – make it conscious.

International Women’s Day honours the women whose shoulders we stand on and the colleagues shaping our industry today. But it is also a mandate to act, turning belief into policy, goodwill into sponsorship, and potential into leadership. If we commit to structural fairness and everyday generosity, we’ll meet both calls of 2026: we’ll advance rights and justice with deliberate action, and we’ll prove again that when we give, we truly gain.