Insights From the C-Suite: Julie Arrowsmith, President and CEO, G6 Hospitality

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 Julie Arrowsmith, president and CEO, G6 Hospitality.

Women Leading Travel & Hospitality: 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?
Julie Arrowsmith: Our company recently transitioned from an organization that owned and managed hotels while also operating a robust franchise business to one solely focused on a franchise growth strategy. This was an enormous undertaking and affected every aspect of our enterprise. I’ve found that with these large organizational and business strategy shifts, we as leaders can easily underestimate the time and amount of communication needed to bring along our team members on the journey. People respond to change in so many ways, based on many factors, including their own past experiences with similar changes. While sometimes 100 percent transparency isn’t possible, I’ve learned you simply cannot overcommunicate on the things you can share. Share early and often, while remembering that you and your executive team have probably had a lot more time to digest the change than everyone else. Therefore, plan for the time to bring your people along — win hearts and minds — and always be people focused.

WLT&H: How have mentorship and sponsorship played a role in your professional development, and how do you actively engage in cultivating talent within your organization?
JA: I’ve been so fortunate in my career to have had advocates along the way. Some were true mentors to me, sharing their experiences and pulling me into projects that would help me develop. However, oftentimes the advocacy takes place behind the scenes based on shared work experiences. I think one of the most important steps as you progress in your career is to get away from your desk and build relationships around the organization. Pick up the phone and have a conversation with a colleague across the country or walk down the hall instead of emailing. Volunteer for committees and projects. Volunteer in your community. You need to connect with your colleagues and peers and show them who you are.

At G6, we’ve utilized a mix of formal and informal mentoring programs over the years, and I think the process is invaluable for everyone involved. Our culture is inclusive, collaborative, energetic and provides opportunities to be a part of many business initiatives. This has contributed to a great deal of team member development and career progression with each of us invested in the success of others. In addition to extended mentoring relationships, I’ve found that micro moments of mentorship where I’ve provided or received guidance and support on a day-to-day basis are just as valuable as formal programs. We also have a mix of leadership development programs that range from desktop learning to offsite/multiday courses that focus on new leaders, high-performing teams, influencing people, creating a culture of accountability, and much more.

WLT&H: 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?
JA: “Harmony” is a great word, as I don’t think “balance” captures the ebb and flow that really happens as you navigate your personal and professional life. I’m very grateful to have worked for a company with a culture that respects the demands of caregiving, community interests, or other commitments outside of work while also providing enormous professional growth. As an executive, I value the opportunity to recharge my batteries with family time, hobbies and exercise in order to be my best when in work mode. We made the decision post-COVID to be in the office three days a week. This allows flexibility for team members to have time back during the days they don’t have to commute and take advantage of some heads-down quiet time to get things done. I also avoid emails on the weekends unless there’s something happening that my team and I have discussed in advance or other urgent matters.

WLT&H: 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?
JA: I read the usual suspects that a CFO turned CEO probably reads: The Wall Street Journal, Bloomberg. I like to read both CNN, Fox News and BBC to get a varied perspective on the day’s news. Of course the hospitality and franchise trades keep me up-to-date on competitors and trends. I really enjoy attending industry conferences and the networking groups with which I’m involved. I find so much value in face-to-face learning and interaction. And, most importantly, my executive committee keeps me updated — there’s no way I could keep up with technology trends, HR, operations, etc., at the same level that they do.

I’ve always been a curious learner, and I think that’s contributed to some of my success. I like questions, expect active discussion and desire clarity so that everyone can understand and align on direction. Big, new projects are fun, challenging and drive growth, but you also have to continually evaluate if current processes and strategies are still relevant or need updating. Technology, guest expectations and behaviors, and our operating environment are always evolving so we have to keep moving, too.