As part of a new, members-only series, Women Leading Travel & Hospitality is asking industry executives about their professional journeys, mentorship, how they stay up-to-date on the latest technology and trends, how they take care of themselves, and so much more. This week, insight comes from Stacy Ritter, president and CEO, Visit Lauderdale.

Can you share a specific instance where you successfully navigated a major change or challenge, highlighting the key lessons learned and how they shaped your leadership approach?
Applying for my current position and subsequently being offered the role was a serious challenge. I didn’t come from tourism; my world was politics and the entire hospitality community was against my candidacy. The local newspaper wrote two editorials opposing me. It was brutal but I knew I could do the job even if everyone else had their doubts. I put my head down, kept working at it and I was ultimately offered the opportunity to lead Visit Lauderdale. I lead with an “all things are possible” mentality and that people, especially women, should never have to wait their turn. Your turn is when you say it is and I encourage my women team members to go for what they want, even if it means losing them to another company.

How have mentorship and sponsorship played a role in your professional development, and how do you actively engage in cultivating talent within your organization?
Mentorship and sponsorship weren’t a thing when I came of age, although I’ve had supporters and cheerleaders for me and the things I wanted to accomplish. Now as a senior leader, I believe it’s my responsibility to foster younger women and encourage them to have confidence in their abilities. My door is open to anyone on my team who wants to talk about their career, work/life balance, new ideas and directions, or has constructive criticism for the work we do. I do, however, single out those with exceptional talent to groom them into the leaders they should and can be.

How do you maintain a healthy work-life harmony, and what strategies do you employ to prioritize your well-being amidst high-level responsibilities? How do you ensure your team does the same?
I give a routine speech to every new team member. I tell them we aren’t curing cancer and we don’t cut people’s brains open so there’s nothing so urgent that it can’t get done tomorrow. It’s important to take care of yourself and whoever else is your priority. For me, my family takes precedence over anything and everything, but I realize not everyone is so fortunate. I do let the team at Visit Lauderdale know that those are my priorities and I respect whatever priorities of a personal nature they have. I make sure that I shut down the computer at 7 p.m. barring some emergency like a hurricane. I know how never turning it off can affect your physical and mental health and it just isn’t worth jeopardizing my well-being or the health of the team.

How do you stay informed about industry trends and emerging technologies, and what role does continuous learning play in your ongoing personal and professional development?
I took a personality test which showed I’m a lifelong learner. It’s fun for me to read about and learn new things and then work to practically apply them if relevant. I also listen to a lot of podcasts about a variety of subjects when exercising, painting and driving. In a world that turns as fast as ours does and in an industry that’s constantly changing and evolving, we have no choice but to keep up with what’s current and what’s next

Are you a C-suite woman executive in travel and hospitality? We’d love to feature you! Reach us at wlth@napco.com.