Janet Dell, CEO of Freeman

Women Leaders in Meetings is a new series celebrating the remarkable female leaders who are not only excelling in the meetings and events industry but also championing inclusivity and diversity at the top. Each month, we highlight women who are breaking barriers, lifting others as they rise, and leaving a lasting legacy of empowerment. These leaders are redefining success by fostering a more inclusive industry and paving the way for future generations. Join us as we honor the achievements and impact of these inspiring women who are making a difference in the world of meetings and events.

Janet Dell is the new CEO of Freeman, a global leader in events with approximately 5,000 full-time employees and many more contractors. Dell joins a small group of female leaders holding top roles in the events industry. This is the first time a woman has led Freeman in its 96-year history, although Carrie Freeman Parsons has been board chairperson for several years. 

Dell has held multiple roles since joining Freeman in March 2018. In her previous role, she led the company’s long-term strategy execution globally. Coming out of the Covid pandemic, she architected the ramp-up of the team by rehiring 95% of furloughed employees and onboarding over 3,000 new employees. It also posted record revenue growth.

What qualities do you believe make a good leader?

You have to be someone that people want to follow. That begins with trust. You earn trust by listening and responding. It’s a balance of empathy and decisive action. You want to ensure that team members feel heard and can see you driving the business forward with clear, strategic decisions.

How would you define your leadership style?

I’m a people-focused leader. I’m also a sports fan, so I probably think in terms of coaching. How can I enable my people to do their best? At Freeman, our people are our greatest asset, and their input is critical, at all levels. We work to be transparent about how decisions are made, so that people feel empowered to contribute, take ownership, and work through challenges as part of the team.

I’m a huge Dawn Staley fan. She said, “the biggest challenge is to get them to believe in what we’re doing.” That’s where leadership comes in. It’s about inspiring people to achieve more than they thought possible because they share a sense of purpose and a vision for what’s possible. 

What skills have you developed that have helped you grow into the leader you are today?

I’m still working on it. But the three leadership skills I’m really focused on are emotional intelligence, active listening, and adaptability. They are interdependent. 

Emotional intelligence helps me better understand and connect with my team. They need to feel safe about bringing me news I might not want to hear. They need to feel safe about exploring new solutions that are a bit risky. And being responsive to their needs and ideas requires active listening. It also requires flexible thinking. Adaptability has been essential, especially in navigating generational differences and industry changes. It takes all three.

As a leader, what are the challenges that keep you up at night?

We have five generations working side-by-side for the first time in Freeman history. That’s awesome, because these diverse perspectives make us stronger and better equipped to anticipate our clients’ needs and perspectives. But ensuring effective communication is an ongoing challenge, because we know that our people listen with different filters and view the world through unique lenses. We need to be intentional about weighing and leveraging these diverse perspectives, so that everyone feels heard, empowered, and eager to collaborate. 

Another thing I think about is the best way to balance the ongoing digital transformation with operational stability. Obviously, standing still isn’t an option. But we have to orchestrate the impact of evolving technology, like generative AI, while managing how it’s deployed across a multi-generational workforce. That means we leverage our core strength — people — and lean into core values, especially innovation, learning mindset, and empathy.

Which female leaders have inspired you the most?

The most influential female leader in my life has been my mom. As a former English teacher who chose to stay home to raise our family, she approached parenting with the same intensity and passion as a top executive. She held us accountable for our choices while encouraging personal and spiritual growth. Her generosity, forgiveness, and unwavering support have been instrumental in shaping my leadership style and helping me achieve my goals as an executive, mom, wife, and friend.

How has mentoring helped you become the leader you are today?

Mentoring has been invaluable in my personal and professional development. It’s how I learned to see beyond my blind spots. One pivotal experience stands out. I had a manager, Don Bailey, who gave me honest, constructive feedback after my first public speaking engagement. Despite my anxiety, he didn’t just offer reassurance; he helped me map out a path for improvement, pushing me beyond my comfort zone…again and again! This taught me the importance of open communication, trust, and providing actionable feedback. As a result, I strive to be the kind of leader who both challenges and encourages my team members in their professional growth. Again, it comes down to coaching.

Can you share advice for aspiring women leaders in meetings?

First, speak up with confidence. Your perspective matters, so don’t hesitate to share your ideas. Even in tough conversations — especially in tough conversations — diverse perspectives make us stronger as a company and as an industry. 

Second, be prepared and do your homework. Knowledge — understanding what goes into a successful event — builds confidence, earns respect, and gives you the ability to pivot when plans change. Everyone in the events industry knows that we have to adapt when the unexpected happens. We always have to be equipped to think on our feet.

Lastly, stay authentic and be an advocate for yourself and others. Authenticity builds trust and strengthens your leadership presence. Whether it’s taking ownership of your successes (and failures) or championing a colleague, your voice can inspire and create lasting change.