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Take advantage of our curated list of reports exploring topics that are crucial to women leaders and the travel and hospitality industry as a whole.
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2021 Top Women in Travel & Hospitality

Women Leading Travel & Hospitality is proud to present its first annual list of top women executives in the travel and hospitality industry. Coming off a very challenging year for our world and the travel and hospitality industry, the 2021 Top Women Leading Travel & Hospitality report features women leaders who continuously showed resiliency, perseverance and grit through difficult times. Some of the 2021 honorees include: President, Carnival Cruise Line; Chairwoman, Booking.com; Global Head of Operations, Airbnb; Chief Global Diversity and Inclusion Officer, Delta Air Lines; Group President, Marriott International.

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3 Tips to Avoid WFH Burnout

As millions of employees around the world have had to make a sudden and unprecedented shift to remote work amid the coronavirus pandemic, many might find themselves feeling like they need to work all the time to signal their devotion and productivity — and, as a result, may struggle to create healthy boundaries. Even more than before, afternoons will blend with evenings, and weekdays will blend with weekend days, leaving a sense of little time off. So, how can we “leave our work at the door” if we are no longer going out the door? Research shows it will be important to: 1) maintain physical and social boundaries; 2) maintain boundaries on how you use your time; and 3) focus on your most important work.

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Covid-19 U.S. Travel Sentiment Survey

Longwoods International, with the support of Miles Partnership, is undertaking a tracking survey of U.S. travelers’ intentions. This summarizes four critical data points from our survey using a national sample of 1,000 adults from January 6, 2021.

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2020 Women on Boards Gender Diversity Index

In celebration of our 10th anniversary, we're pleased to present this year’s Gender Diversity Index, an annual review of the status of women on the boards of Russell 3000 companies. Women now hold a historic 22.6 percent of the board seats of companies in the Russell 3000, consistent with the steady progress women have made gaining board seats over the past decade. In our first decade we achieved a lot of firsts: We were the first organization to lead an education and advocacy campaign that encouraged a national dialog about the issue of boardroom diversity. We were first to define gender diversity as a minimum of 20 percent women on public company boards. We introduced the first online directory of 3,000 companies showing the gender diversity of their boards and made it freely available to the general public.

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Women CEOs in America

This Women CEOs in America report is the first of its kind overview of the positioning of women leaders. To build it, Women Business Collaborative (WBC), an alliance organization dedicated to building a movement to rapidly change the numbers of women in leadership positions, teamed up with two of its partners: C200, a global nonprofit for women business leaders, and Catalyst, the global nonprofit that accelerates women’s leadership. We’re working together to highlight the progress and opportunity for continued advancement in promoting women CEOs in businesses of all types. Our organizations are focused on driving women CEO leadership, so we celebrate the accelerating pace of change at the highest levels and call on all women business organizations and other business organizations to join us in increasing the numbers of women CEOs.

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Board Monitor US 2020

This year’s Board Monitor report explores how corporate boards sought to diversify in 2019 — with impressive gains for women but minimal changes for people of color — and added a mix of new and familiar expertise. As boards seek to help their companies through the greatest global economic contraction in a century, a pandemic, and ongoing global demands to end racial injustice and inequality, these are directors with valuable and fresh perspectives.

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2020 Equity, Diversity and Inclusion Study on Destination Organizations

We know it will be critical for destination organization leaders to embrace the role that Equity, Diversity and Inclusion will play to move our industry forward, especially at a time when our industry must face one of the most challenging moments in modern history to recover from the devastating impact on the travel industry due to COVID-19. The following summary report outlines baseline results, collected from 718 respondents, identifying age, gender, title, racial ethnicity, sexual identity, religion, ability and military veteran status. Additionally, nearly 20 statements on EDI were developed to measure how destination organizations and staff embrace Equity, Diversity and Inclusion.

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Women in the Workplace 2020

Women in the Workplace is the largest comprehensive study of the state of women in corporate America. In 2015, McKinsey & Company and LeanIn.Org launched the study to help companies advance diversity in the workplace. Between 2015 and 2019, close to 600 companies took part in the study, and more than a quarter of a million people were surveyed on their workplace experiences. Now, in 2020, women in corporate America are facing a new challenge: the Covid-19 pandemic. This year’s report focuses on how the pandemic has affected women at work, including the unique impact on women of different races and ethnicities, working mothers, women in senior leadership, and women with disabilities. It also looks at the emotional impact of incidents of racial violence in this country on employees. Finally, it tracks the changes we’ve seen in women’s representation over the past six years, and assesses how Covid-19 could disrupt those trends going forward.

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The Travel Industry Turned Upside Down

Navigating the COVID-19 pandemic, for many players in the travel industry, has been like sailing into a hurricane. Six months in, many are trying to right themselves and realizing that their navigational charts are no longer adequate. Although the travel industry is no stranger to hardship and has been seriously damaged by the pandemic, we have already seen strong leadership actions that are keeping companies and their people above water while remaining focused on long-term growth. Many players have acted quickly to retain customer goodwill, tap new sources of liquidity, and work effectively with unions to agree on voluntary redundancy programs. We have also seen innovation and a focus on customer experience. These examples illustrate the travel industry’s strength that will help it chart a way forward through these challenging times.

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Make it Better, Not Just Safer: The Opportunity to Reinvent Travel

The future of the travel industry will depend on more than just travelers’ pent-up demand. For some, the romance that travel used to inspire was already wearing thin even before the crisis. We spoke to people across multiple geographies who have traveled in the last two months,5 and the one constant across their experiences was added stress—whether due to limited entry points, multiple new checkpoints, or fellow travelers’ inconsistent compliance with published safety measures. Safety must be the first priority. Wherever possible, however, intensified health and hygiene protocols should be implemented in ways that avoid making journeys more difficult in the aftermath of the pandemic—for example, the way that travel became logistically more complex after 9/11 because of additional security measures. The imperative to move fast has often meant unilateral decision making, rather than solutions developed through quick, iterative feedback. Any further advance of cold or sterile experiences as a result of the (appropriate) pursuit of safety could radically shift behaviors toward simpler experiences, such as choosing to drive instead fly, or could even dampen the overall recovery.

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Elevating Customer Experience Excellence in the Next Normal

To win in the next normal, companies need to identify the current behaviors that will define customer experience in the near term. They must then ensure that these opportunities are aligned with their business strategies and capabilities. We believe three priorities will define customer experience in the post-pandemic era: digital excellence, safe and contactless engagement, and dynamic customer insights. Each organization will pursue these priorities differently based on its industry and starting point as well as competitive landscape. Many companies are already demonstrating their understanding of what matters to customers as well as innovative ways to meet their old and new expectations. These early movers offer a valuable point of reference for how to proceed.