Real Talk With Ingrid Jarrett

The first-ever female President and CEO of the British Columbia Hotel Association (BCHA), Ingrid Jarrett is an industry powerhouse who has spent the past three decades directly contributing to building the tourism sector across BC and Canada. Her impressive resume spans leadership roles at organizations like Fairmont Hotels and Resorts, Watermark Beach Resort along with volunteer work in leadership positions on several tourism boards including Tourism Victoria, Thompson Okanagan Tourism Association (TOTA), and Destination British Columbia (DBC), where she served as Vice Chair of the Marketing Committee; Ingrid also was one of 5 members of the Tourism Task Force working on behalf of industry in the creation of Destination BC. Today, Ingrid channels her extensive knowledge and acute insights into supporting, and advocating for, members of the hotel industry province-wide, and leading the hospitality sector out of the crisis caused by COVID-19. She found time in her incredibly busy schedule to sit down and talk with us about her tourism leadership journey and share her advice for other women in leadership.

1. How did you get your start in the industry? 

   Growing up in the Okanagan Valley, my path toward the tourism and hospitality industry came naturally. I began my career working as both a housekeeper, and as a dishwasher at a local restaurant, where I later spent time serving, bartending and in the kitchen as a prep cook. At this time, two things became very clear to me: that I am passionate about the service industry and that I am a very social person who enjoys working with people. As I gained experience in the industry, I enjoyed training others, building a shared belief that we are all working together toward something great. I was a hard worker and always looked for opportunities to grow; the owners eventually approached me to become Assistant Manager, a position that I gladly accepted. 
   
   Due to my work ethic and keenness to reach the next level of my career in the accommodation sector, I quickly rose within the industry and became Hotel Manager of Quilchena Hotel. While I felt like I had many of the foundational skills to grow my career further, I recognized that I needed to better understand finance and I signed up for a two-year hotel management program at the British Columbia Institute of Technology (BCIT). As part of the program, I was tasked to interview three leaders in the tourism and hospitality industry. As a result, I landed two job interviews. I accepted the role of Assistant Restaurant Manager at the Fairmont Hotel Vancouver, where I began my decades-long career working with the global hotel and resort chain. While the role was below my current position as Hotel Manager, it was a key professional investment and highly beneficial career move as it opened me to new opportunities.
   

2. When you look back on your career in hotels, what helped you strive to senior leadership roles? What pushed you?

   A saying that has always resonated with me is ‘there are those who part the grass and there are those who take the path’. Early on in my career, I recognized that I enjoyed being in a leadership role, mentoring others and lending my voice to the industry that I love – and by extension, creating positive change on the communities-at-large.
   
   The hospitality sector is unique in that it offers an abundance of opportunity to learn and develop, with a diverse range of career paths to explore. Part of the magic of this industry is that it is a rich melting pot filled with people from different backgrounds, possessing various skill-sets to learn from. By nature, I am a very inquisitive person and this led me to constantly pursue new opportunities and reach the next chapter of my career. 
   
   At the beginning of my career, only two of the 144 General Manager positions at Fairmont Resorts and Hotels were occupied by women. And as a female in an industry where leadership roles were overwhelmingly filled by men, I had experiences where some questioned if I was the right fit based on my gender and ‘priorities’. 
   
   As a middle manager at a large hotel, I was being considered for a position as Assistant Food and Beverage Director. I worked tirelessly for the promotion but discovered a senior manager had shared concerns, stating that I would be a risk to the company because I would likely meet someone, have children, and it would end up costing the property money. This fuelled my passion to prove my capabilities – to demonstrate that I was absolutely the best person for the job. I would prove it to them. And I did. 
   
   To no one’s surprise, I am a strong believer in diversity in the boardroom. From a gender perspective, men and women often have different ways of thinking and both offer an essential viewpoint. When diverse backgrounds and perspectives are offered a seat at the table, it creates a stronger conversation, where all ways of being are considered. 
   

3. Can you share some of the achievements from your career that you are most proud of? 

   The biggest accomplishments of my career have routinely stemmed from the relationships that I’ve built, with my proudest moments being when people have shared the positive impact I have had on them. 
   
   Becoming the first-ever female President and CEO of the British Columbia Hotel Association (BCHA), a 104-year old organization, has of course been a monumental accomplishment, but I am most proud of the work I have done to support the industry I love. I was appointed to the position just weeks before we began to experience the impacts of COVID-19: the most dire crisis our industry has ever endured, with devastation witnessed in every corner and community in our province. 
   
   From mass layoffs and closures, to revenue loss in the millions, hearing the harrowing realities of our accommodation community has been painful but it has fuelled my resolve to protect the sector. 
   
   Over the past ten months, the BCHA, along with our industry partners, have advocated for accommodators, while further developing resources and tools to assist with resiliency and recovery. Many accommodators and industry leaders who I have a great deal of respect for have personally reached out to share their thanks, letting me know that our actions are creating a positive difference. This means the world to me. It is a responsibility that I do not take lightly and one that I truly cherish. 
   
   In 2017 I was recognized as one of the Top 100 Most Powerful Women in Canada by the Women’s Executive Network. While any leadership accolade is meaningful because it means I am supporting and providing others with an opportunity to learn and grow, this was especially touching as many of my mentees from past decades wrote incredible letters stating how I had influenced them. Hearing that I had a direct impact on their success was incredibly significant and something any mentor is lucky to hear. 
   
   On a more personal level, as a mother of three young women, I am brought an overwhelming sense of pride witnessing how strong and resilient each of my daughters are and knowing that they will be powerful in their own right. I know that on some level I have demonstrated to them to speak their opinion, cherish their capacity to continue learning and to take a seat at the table. 
   

4. In February you were named the first female President and CEO of the BC Hotel Association, just as Covid-19 was beginning to impact the industry. What have been some of your biggest lessons this year? 

   While this year has been fraught with devastation for accommodators, I continue to be overwhelmed by the generosity and kindness exhibited by the hospitality and tourism communities. The COVID-19 crisis has demonstrated that in the face of adversity, our industry will continue to hold one another up, building trust, resiliency, and partnership to overcome obstacles in our way. We are collaborative people by nature and this characteristic has been integral in the industry building tools for recovery and survival alongside one another. 
   
   Furthermore, I’ve learned to listen. Really listen, pause, and then take action. Understanding the realities of those who are living them has been so essential to ensure that we are working toward a shared goal for the industry and taking all perspectives into account. Unquestionably, I have never had a more important or rewarding job in my life and a major part of that work is listening. 
   

5. What is needed to move the dial for women in hospitality and tourism to push for parity in senior leadership roles?

   A commitment to gender parity absolutely needs to be recognized at the highest levels where decision-making takes place and an example can be made to be followed. We need there to be recognition that the wage gap is not a myth, it is a reality throughout Canada and especially in British Columbia where women make only 83 cents to every dollar that a man makes.
   
   At the BCHA, we are proud to have committed to the 50-30 challenge, an initiative between the Government of Canada and business and diversity organizations, where companies commit to 50% gender parity and at least 30% significant representation of under-represented groups that include raciliazed persons, those with disabilities, and members of the LGBTQ2+ community, among others. While commitments like this prove steps have been made to amplify often silenced voices, we all must recognize the personal role we play in influencing our society to celebrate diversity, inclusion and the richness that results. 
   
   We need to provide the tools and resources, and encouragement that a fruitful career in the industry exists and can be attained. There is great honour that comes with a career in the service industry. We need this messaging to begin in middle school and high school through co-op programs or on the job training to ignite passion and implore young people to set their sights high. We need to be transparent and recognize there is an unequal distribution of power within the industry and create support and opportunities, as our partner go2HR has, to better balance the disparity. 
   
   Women are so fundamental to the present and future of the industry and collectively, we need to foster talents and put them on a path toward leadership.
   

6. What words of advice do you have for women in the industry interested in senior leadership, who may be discouraged right now? 

   Firstly, I believe that there is significant value in the mentor-mentee relationship and I encourage all women to explore this path in their career development. Having a network of like-minded individuals who inspire and support you, will help drive you toward greater things. They have the capacity to equip you with a wealth of knowledge, real examples from their own experience, a network of contacts, and they act as a personal cheerleader to lift you toward your goals. Having a clear vision of what you want and where you want to grow is also key and often mentors can shed clarity on this as well. 
   
   Secondly, over the course of my own career, I have witnessed the true value of education, and that we are never finished learning. If there is a topic or a skill that you are interested in learning, I suggest pursuing it as there is no such thing as wasted education. 
   
   My final piece of advice for anyone looking to grow their career to the next level is to understand the value of problem-solving. If you are able to find a solution to an issue or problem that no one else can solve, you will be jetted to the next level. Understanding the intricacies of an issue, creating a solution and implementing steps to solving it, is foundational for any leadership role and shows your capacity to lead and create solutions.
   

7. Can you talk about one woman who has impacted your life and career?

   Professionally, I must acknowledge Heather McCrory. In the early stages of my career, she was one of the few female General Managers that I knew. I was always impressed by her tenacity. She was smart, approachable, and she stuck to it. She set an example of what it meant to be a powerful female in hospitality and it was an example I have strived to throughout my career. Heather is now the Chief Executive Officer, North and Central America for Accor Hotels, proving that opportunities for females in hospitality are limitless. 
   
   Furthermore, I must acknowledge my three daughters for the magnanimous impact they have had on my life. Each unique and wonderful in different ways, they have been my constant cheerleaders while also grounding me and offering a healthy dose of humour. 
   
   Finally, my mother has had an immeasurable influence on me. She has continuously been a shining example of courage and bravery, beginning a new life as a young newlywed setting foot in Canada from Norway. She has an unwavering commitment to what she believes in, constantly celebrating diversity and the beauty diversity brings, and advocating for those who need to be supported; in 1989, she marched at the right to choose rally in Vancouver. Her intelligence and her tenderness is matched by her brilliance in the world of art. My mother is my rock.
   

8. What are your favourite books, podcasts, websites and/or resources on leadership?

   A current favourite book of mine is 64 Shots: Leadership in a Crazy World by Kevin Roberts. His writing brings an energetic boost of optimism and explores leadership from both a big-picture and granular perspective. 
   

9. What is the one thing you look for when you check into a hotel?

   A smile. The initial interaction is so important to a guest’s visit as it really sets the tone for the stay. When there is a level of thoughtfulness demonstrated, a stay becomes memorable.
   

10. What is your favourite indulgence when staying at a luxury property?

    The ability to embrace and experience where I am. A perfect stay for me is sitting outside overlooking the water and sipping on really good coffee.