In an ever-changing world, there’s nothing more dangerous than holding onto a “that’s-just-the-way-it-is” mentality—especially when the way it is only holds you back.
Women in particular have long faced this mental battle. They are taught certain opportunities are unavailable to them simply because of their gender, and when society has shown them for centuries that their success has limitations, it may not even cross their minds that change is possible.
Arguably, the most effective way to change that mindset is to prove that the way it is isn’t how it has to be.
In hospitality, for example, the hotel general manger role has long been dominated by men. The latest data shows this is still the case, as women only made up 34.3% of general manager roles in the U.S. in 2021, according to Zippia.
But because of the women who’ve managed to break this norm, others now realize that they can, too.
“In the past it was all men,” said Janine M. Chicourrat, managing director at Portola Hotel & Spa at Monterey Bay. “Now there are a lot of different examples of women in this role, so it becomes more of a, ‘Oh, wow! I can go do that?’”
With a title like general manager comes a lot of responsibility, but for women holding the title, showing other women what’s possible is the most important responsibility of all.
“Our up-and-coming leaders are looking for someone to lead by example,” said Karla Pecorelli, general manager at Hotel Kabuki, a JdV by Hyatt hotel in San Francisco. “They might not have as many female GMs that they can aspire to be, and it’s our responsibility to show them women can be in senior positions and how we are making that happen.”
When they became general managers in the ‘90s and early 2000s, the following six female leaders were some of the first to break into the role. Here’s how they managed to change the way it was for women then, and how they continue to show the industry how it can and should be for women now.
[Upcoming special webinar: Women’s History Month: The Journey to General Manager]
The Road to Reclamation
When Chicourrat was working as a sales manager for Kimpton Hotels in the late ‘80s, she had all the right skills to be a general manager—but she didn’t have the right pronouns.
“I was fortunate to hit it off with the president of company sales and marketing, and when I was 24 years old, he told me, ‘You need to be a hotel GM,’” Chicourrat said. “He made me have coffee with the president and CEO of the company [Tom LaTour], and after the third time, Tom told me I’d never be one of his general managers. That’s when I got mad and went to the restaurant side, and I wrote him a letter telling him he’ll be sorry because someday I’m going to be the general manager of The Lodge at Pebble Beach.
“I eventually got that role,” Chicourrat continued, “and I found that letter, photocopied it, stapled my business card to it and sent it off to the president of Kimpton Hotels.”
There were only five Kimpton Hotels under the brand umbrella when Chicourrat started with the company in 1987. She opened the sixth, and after a couple of years, was promoted to general manager of San Francisco’s former Monticello Inn.
“[Kimpton] had 12 hotels when I got promoted,” Chicourrat said, “and there was one female GM.”
[Related: A Multi-Generational Look at Women’s Leadership Journeys in the Meetings and Events Industry]
What’s Past Is Prologue
Chicourrat’s story reflects the experiences of many women who’ve become general managers, like Amy Finsilver, general manager at XV Beacon Hotel in Boston, who noticed a disparity right away when she was offered a salary that was less than her male predecessor’s at the same property.
“When I became a GM, I didn’t know any female GMs, I only knew male GMs,” Finsilver said. “So, I didn’t really know what it would be like for me, and I didn’t have any female GMs to speak to. I didn’t really look at it as ‘I’m the only female’ until I was in it.”
For Finsilver, who took on her general manager role in 2008, that feeling of being the “only” was solidified at an industry citywide general managers meeting through the Massachusetts Lodging Association—the first she attended as a new GM.
“I walked into the room and there were all these men in suits who were older than I was, and they all looked at me like I worked at the property and asked me to get them a drink,” Finsilver said. “It was definitely an old boys’ network.”
It seemed that was the mentality everywhere, including within the hotels that hospitality professionals were working for as front desk agents, housekeepers, sales managers and more.
“I had a boss who was really a groundbreaker for Marriott. She was in the C-suite positions early on, and she would do these events of engagement where she would sit and speak with new managers in our organization,” said Rhanda Richardson, general manager at JW Marriott, Anaheim Resort. “She’d ask the males, ‘Who wants to be a general manager?’, and every hand went up. She’d ask the same question with the women, and not one hand.
“In fact, I was in those sessions, and I didn’t raise my hand,” Richardson added, not because she didn’t want to, but because “the stigma was that it was a male-dominated role.”
“The industry wasn’t intentionally discouraging women, but structural barriers and unconscious biases often limited opportunities,” said Misoon Kong, general manager at Hilton Chicago. “Leadership roles were less accessible to women, and mentorship was harder to find. Women had to prove themselves repeatedly to be taken seriously.”
[Listen: Dare to Interrupt, A Meetings Podcast Made by Women, for Women]
The Pressure to Prove It
As the first female and immigrant general manager in Hilton Chicago’s nearly 100-year history, Kong’s story is one of tenacity, with chapters about overcoming stereotypes, earning credibility in a male-dominated field and navigating cultural adjustments as an immigrant from Seoul, South Korea.
Having moved to the U.S. after turning 20, Kong began learning English at a community college, went on to graduate from Penn State University with a degree in hotel management and now oversees a hotel of her own, but “breaking barriers required patience, perseverance and resilience”—and there’s still more work to do.
“In this industry, we still carry so much stuff,” Kong said. “If you have a family, you have to care for it, but you work full hours and still have to commute home. There’s still this expectation of genders when it comes to that, and I think a lot of times, we as female leaders are pushing ourselves harder than other people to do it all and prove that we can, even when we shouldn’t have to.”
Barb Bowden, area managing director at Loews Hotels at Universal Orlando, agrees that one of the barriers women have and continue to face on their general manager journeys is the idea of balance.
“In the past, I think many women advancing in their careers looked at that thinking, ‘Is that possible, to have a meaningful personal life and this career?’” Bowden said. “In my experience, I look at that as priorities. You have to understand where you have to be at a particular time, put a plan against that and feel good about it. Don’t be conflicted. It’s changed dramatically, but I think that’s definitely been a barrier for women who are considering if they want this career and how it changes their life.”
Women have also long been stereotyped for being too weak, sensitive and emotional for positions that put them in control, placing them in a fragile box that society’s made people afraid to shatter.
“As I grew in my company, I felt some of the male leaders didn’t always provide the tough, constructive feedback, and I found myself actively seeking that feedback more so from those I supervised rather than those who supervised me,” Pecorelli said. “They felt more comfortable sharing what I could’ve improved on. I think male leaders provide more constructive feedback now, but there’s still that stigma of being too hard on females, like we can’t take it.”
For Kong, Bowden and Pecorelli, these challenges were lessons that shaped the women they are today.
“In many ways, what I experienced foreshadowed who I ended up becoming,” Pecorelli said. “I faced doubts from others. I was asked to prove myself more than my male counterparts. It definitely required me to consistently demonstrate my capabilities and stay true to my vision, but I believe these challenges have played a significant role in shaping who I am as a leader, and they also highlighted the type of leader I did not want to be.”
[Related on-demand webinar: Special Panel: Women’s Leadership Through the Generations]
Mentorship Motivation
The hospitality industry has made undeniable progress in uplifting women in leadership but also continues to adapt and develop new initiatives such as female-focused awards ceremonies and educational opportunities like Hyatt’s General Manager Development program.
“I’m so glad for those women who paved the way,” Bowden said. “And I think we all have the responsibility to continue to do so. A general manager role is an opportunity to inspire.”
Mentorship is arguably one of the most inspirational things of all when it comes to career development.
“It’s so important to tell these stories of women leaders because when people hear these stories, it shows them what’s possible for them, what they can reach with their own potential,” Bowden said, which is exactly how Pecorelli’s story goes.
“As I continued in my professional career, a major influence on me was a female GM I had in Seattle. Her name’s Pina Purpero, and she’s just an incredibly inspiring leader who always led with care,” Pecorelli said. “She was always able to achieve results with the support of her leadership team. She managed to maintain a very healthy personal life; she consistently was honest and straightforward about my growth and provided clear direction and guidance on how I could improve—and she still created fun in the workplace.
“To see a female leader still be able to have that personal life and combine that with such a strong personality was so inspiring,” Pecorelli continued. “There’s always a time in your career where you’re like, ‘Is this really what I should be doing?’ And you falter a little bit. But when I had Pina as a GM, I truly think that showed me this is where I should be. And having her support was crucial in my growth and my journey to getting here.”
Richardson, who can only remember knowing one other female general manager when she earned the title herself, saw her future with more clarity when she realized what truly was possible for women in hospitality.
“When I had a great mentor, it became, ‘Why not? Why not me? Why can’t I?’” Richardson said. “I remember the first time I met with my boss after I became a general manager, she asked, ‘How are you feeling?,’ and I said, ‘I think I underestimated myself.’”
Many women often find themselves in that position, questioning whether they’re fit for a role or qualified for a promotion, which is why Kong believes it’s not just about female representation but a need to shift our focus toward ensuring opportunities are based on merit and potential rather than preconceived notions.
“It’s about identifying and empowering the individuals with the right talent and leadership qualities for the position, regardless of gender,” Kong said. “It’s essential to continue taking on positions we’ve never held before and to mentor future leaders by paying it forward. We should emphasize that individuals are the best at what they do not because of their gender, but because they are best-in-class and happen to be female.
“My advice to aspiring leaders is to never stop dreaming, but remember—a dream without a plan is just a wish,” Kong continued. “Take focused action, commit to a strategy and turn aspirations into reality. Embrace challenges, learn continuously and strive for excellence in every role. By doing so, you not only advance your career but also pave the way for others to follow.”
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