For Anna Skigin, Founder and CEO of Frank Porter, navigating the upheaval of the pandemic proved to be a defining moment in shaping her leadership style. The crisis forced rapid decisions and constant pivots, strengthening her resilience and reinforcing the importance of trusting instinct while guiding one of the region’s largest short-term rental and property management firms through uncertainty.

What defining moments or challenges most shaped my professional journey?
Numerous moments have probably shaped me – but what comes to mind is Covid. That was such a strange time for our industry where every rule was flipped on its head, and real panic set in initially. It definitely made me more comfortable with pivoting the business, making quick decisions and trusting my gut. It has made me more resilient. That moment taught me that anything can happen, everything can be managed, and to take things in stride.

What barriers do women still face in leadership today that aren’t talked about enough?
There are many barriers women continue to face, and one of them is the ‘likability vs. authority’ trade-off that I see over and over again in the workplace. Women still want and need to be liked, on some kind of primal level – and this messes up how women act as leaders: becoming inconsistent, losing authority and in the end, losing respect from the team. It’s really like working a muscle – being able to turn off this need to be liked at work. Another barrier is a subtle ‘boys club’ everywhere you turn – where informal networks that help men, continue to keep women out. These dynamics are very subtle, hard to pinpoint, but they can alter women’s careers over the long-term.

How have I built credibility and influence where women are underrepresented?
Women are deeply underrepresented in my industry – whether you consider it property management or tourism. Frank Porter is in its ninth year, and we are one of the largest in the region. I hope that speaks for itself.

How is technology — especially AI and automation — changing leadership expectations in our industry?
With many menial tasks being taken over by tech and AI in particular – leadership should be focused on the big picture stuff: strategy, growth, team improvement and ethics. What steps can we take to improve our industry as a whole and leverage AI to do it? These are the questions leaders should ask themselves.

What skills or mindsets will be most critical for the next generation of women leaders?
This is a difficult one – as so many women are blocked by outside factors they have little influence over. But in general, I would say that a critical mindset change for the next generation of women leaders would be to stop putting so much pressure on ourselves to be everything to everyone all the time. We don’t need to have it all, at the same time – ‘balance’ is an illusion and guilt is a useless and time-consuming emotion.

What role have mentorship and sponsorship played in my career, and how do I support others today?
I have not had significant mentors in my life, which I believe has been a disadvantage. It is also very difficult to find female mentors in general. This is something I reflect on now – such as what I can do to be a mentor to others, especially women.

At Frank Porter, we have many females in high-level roles – this has not always been intentional but has been most likely a bi-product of us not having this ‘gender bias’. I support others by giving opportunities for growth and development. I particularly want women to grow and reach their full potential and independence. It’s an ongoing journey.

How can organizations move beyond policies to create cultures where women genuinely thrive?
Create an environment where there are more women in senior roles (who hire and mentor more women), and hire men that respect and appreciate women. The culture will naturally change at a company where both women and men respect women. It’s obviously easier said than done, but if there is an intention behind the hiring, and an absolute intolerance to sexist behaviour – this is possible.

What advice would I give young women considering leadership roles?
Become really great at what you want to do and stay with it, honing your skills. The more confidence you have in whatever it is you do, the easier it will be to project that authority and become a leader in your field. Seek out mentors (women or men) who you respect and who can teach you something. Finally, say yes to uncomfortable opportunities or challenges – even if not 100% ready. This will push your boundaries and speed up your career growth.

What does International Women’s Day mean to me, and what real change would I like to see beyond it?
While I appreciate that we honour women on International Women’s Day – to me it’s another example of how far we still have to go. Women should be celebrated every day, and I want to see sustained commitments and real changes addressing all female issues.