History of the Women’s Leadership Initiative (WLI) 2001-2006
MPI’s Women’s Leadership Initiative was created in 2001 to determine why? - in an industry predominately populated by women - there were not more women in leadership positions in their own organizations/corporations.
MPI’s membership has maintained a ratio of somewhere around 75% women for many years. In 2002, 11% of the approximately 15,000 members who are women were in leadership positions - whereas 30% of the 5,000 men were. WLI was created to find out why – and do something about it.
The vision for the initiative came from a high level MPI member and leader in the industry, Christine Duffy, (President/CEO Maritz Travel Company in 2005). This visionary woman brought the industry to the awareness that there were not many women leaders “up there” with her. She gathered other significant women leaders and collectively they decided to do something about it.
MPI volunteered to house the initiative in its headquarters in Dallas on behalf of the industry. The MPI Foundation and Wyndham International stepped up to provide funding for the anticipated 2-year life of the initiative, and MPI hired a dedicated Vice-President.
Other industry-groups were invited to appoint representatives to sit on the founding “WLI Committee” and MPI appointed additional MPI members.
In 2001-2002 the first research - a major baseline research project - was accomplished through Michigan State University to determine what it “takes to be a leader” in this industry. Both women and men leaders in the industry (not just MPI members) were asked critical questions on leadership, compensation, staff size, responsibilities etc.
Not only did these leaders provided information as to what it takes to be a leader in this industry – they also provided comparative information as to what it takes if you are a woman or a man – and the differences, if any.
The results provided MPI with a benchmark. Read the Research Report
Also in that year, women-centric sessions began to be offered at major MPI conferences – and there was a flurry of media coverage and interest in the industry.
In 2002-2003, the initiative:
Replaced the VP with a Managing Director
Created a logo and marketing brochures
Launched the first-ever website for women in the industry
Launched a new monthly series in MPI’s magazine, The Meeting Professional titled, “The Leading Women Series”
Created a collection of women-specific books in the MPI Store for women in the categories of: Building Your Business and Building Your Career
Conducted new grassroots research to talk to those “aspiring to lead” in the US and Canada so as to listen to women trying to advance asking them: What is it like to advance in your organization? and What can MPI do to help you? This focus group research was conducted in 12 demographically-selected MPI chapters and resulted in a comprehensive report of the “voices” of these women.
Established the “WLI” in 39 of MPI’s then 58 chapters (now grown to 57 in 68 chapters)
Created a “start up” resource kit for chapter implementation
Collaborated in first chapter-level women-centric programming
In 2003-2004, the initiative:
Developed first WLI Strategic Plan.
Secured funding for three more years.
Expanded to Europe by conducting a third research project to identify leadership dynamics in the European meetings industry.
Read the Research Increased chapter adoption to 54 – including first European chapters.
Offered first European sessions at MPI’s European conference.
Launched first chapter-level “WLI Platinum” educational session (headquarters designed and funded).
In 2004 -2005, the initiative:
Offered the first-ever fundraiser-event just for women (LPGA Women’s Golf Clinic).
Developed a workbook/session to help women/men create a strategic life plan.
Launched major online “Chapter Implementation” resource site to post the work of chapters and link them with other chapters.
See the Ongoing Resources Launched monthly online leadership newsletter to support chapters.
Conducted major study to determine need and interest for an industry-wide “Women in Leadership Summit” conference or event.
In 2005-2006, the initiative:
Secured a decision by MPI’s International Board of Directors to integrate the “initiative” into the standard operating procedures of the organization.
Developed and implemented a transition plan with forty three (43) measurable objectives in sixteen (16) specific areas of the organization that would result in weaving the work and principles of the initiative into the fabric of MPI.
Succeeded in having the word “women” appear in MPI’s new FY 2006-2007 Business Plan – at least 18 times. (The first time the word has appeared other than referring to the “WLI” - in the history of MPI’s annual business planning.)
And Finally:
Over five years - hundreds of people put in thousands of hours to make a difference for the women through the Women’s Leadership Initiative. They are to be highly applauded for making history in this industry.
These people include the WLI volunteer Board and committee members, chapter team liaisons and teams, scholarship donors, sponsors and other women and men in the industry – as well as MPI’s staff. Without the vision, support and dedicated work of these people, this industry would still be oblivious to the obvious: this is an industry of women.
Together, these leaders collectively turned MPI and the rest of the industry to the fact that women are the primary workforce – and that translates to women being the primary: market, learner, attendee, revenue source – and justifiable leadership source.
And there is no turning back history.