Defining Hospitality

DH Ashli Johnson
[00:00:00]
Dan Ryan: Today's guest is a hospitality sharp shooter. She's committed to elevating communities and creating wealth through hospitality, ownership, and leadership. She is a recent recipient of the F I U Alumni Award. She is the executive director of the Marriott Sorenson Center for Hospitality Leadership at Howard University.
Ladies and gentlemen, Ashley Johnson. Welcome. Thank
Ashli Johnson: you so much Dan. It's a long time coming. Super excited to be here.
Dan Ryan: Well, it's a long ti Here's what's funny. It's a long time coming. I've been so excited to talk to you. Um, and what's super [00:01:00] funny is that we didn't really know each other before all of this and our alignment call back whenever it was.
But I think since then I've seen you like three or five times like in person. Yeah. Which makes me think, I'm sure we've been at the same place at the same time. Countless times, but now that we just have that power of relationship connecting
Ashli Johnson: us. Absolutely. Absolutely. I'm certain that we have shared, uh, space, uh, and energy for sure in the past
Dan Ryan: Yeah. And also as far as the journey to us speaking right now, I think a lot of it has to do with, um, Damon Lawrence. Yes. Homage, um, or homage, and. You know, he, he being a Howard alum mm-hmm. just always speaks so incredibly highly of the program that you have . Um, and that's developing. And that I think, to start it all off, is this Marriott Sorenson gift that was made after the un.
Um, I don't know, [00:02:00] really un unfortunate passing of of of Arne Sorensen because he was such a powerful figure in our industry and hospitality meant so much to him. I really feel like this legacy that they've left this 20 million gift to Howard to really bolster the hospitality program is it's just really kind of unheard of and it's so exciting.
So before we get into digging through all of that, what does hospitality mean to. And how do you define it?
Ashli Johnson: Hospitality to me is two parts, right? hospitality is most certainly the business of service. and it's also the heart, and the delivery of service, being of service, to one another, in community and creating really special and memorable experiences.
So, two part in, my mind,
Dan Ryan: that's wonderful. I think in every other conversation I've had, it's, there's been a [00:03:00] definition and I love how you've broken up into a business definition and a heart definition for sure. Um, for you personally, Ashley, if you were to put the business on one side of a scale and the heart on the other side of a scale, which way would a tip and why?
Ashli Johnson: Uh, it's got a tip towards the heart. Uh mm-hmm. . Cause that's what makes it unique. That's what makes it special. That's what attracts people, uh, to hospitality. Um, that is what makes, uh, experiences, um, special, uh, and memorable and, and makes us want more and more of it. Uh, and so without that heart piece, um, we could never make a business out of it.
Dan Ryan: I totally agree, because it's almost like. The people who are drawn to it and, and in this wonderful industry, and even the ones who are not in hospitality, that art and the heart of hospitality are empathy. It just affects every kind of [00:04:00] business and every kind of
Ashli Johnson: person really. Yeah, absolutely. Absolutely.
Um,
Dan Ryan: and I'd loved how you just said unique and special, right. The heart is really what makes it unique and special. Mm-hmm. . I would really love to dig in with you as far as, look, there's all these hospitality schools. Kids are like, I want to get into hospitality, whether it's developing hotels, operating hotels, or anything in between.
What makes the Howard program. Unique and special. It's, uh, and I would say even more unique and special since, um, the gift from the Marriott Sorenson Foundation.
Ashli Johnson: Yeah. Yeah. So, um, a little bit of a trip down his, uh, down memory lane. Uh, once upon a time there was a hospitality management major, uh, that existed here at Howard University.
And live within the school of business, very similar to any other hospitality program that you see across the country that, uh, tends to be very, [00:05:00] um, operationally focused, um, and produces, uh, leaders, uh, to lead the operation, uh, primarily at the property level. And so that program, that degree program, that major has been gone from Howard University for quite some time, I wanna say likely well over a decade.
And so after, uh, the untimely passing of Arne s Sorenson, um, the Marriott family and Ruth Swanson, um, gave really a landmark gift, um, to Howard University to establish what we now know as the Marriott Sorenson Center for Hospitality Leadership. And so one of the really unique things that we're doing here is that hospitality is not a major, right?
So these students that are. Welcomed into each cohort and we welcome a new cohort. Each fall, um, of roughly about 20 students, they are. Um, majors from all over, right? [00:06:00] They are finance majors and international business majors, supply chain management majors, um, uh, they are healthcare management majors, engineering, architecture, et cetera.
Because we know that, uh, the goal of this program is to increase black representation. at the highest levels of this business, meaning corporate and c-suite level roles, in addition to increasing the amount of black owners, um, in the hospitality space. And so we know, uh, that we can develop, uh, business-minded leaders to lead the hospitality industry.
And really, if you take a survey, um, of the top leaders in this business, many of them. Do not have, uh, necessarily a bachelor's or a master's degree in hospitality, but rather, uh, their undergraduate studies were really focused on, uh, business, um, types of majors. And so, um, that first part of the definition that I shared about how this is the business of service, that's [00:07:00] really what we are, um, instilling in our students is understanding, um, how the business of hospitality.
Dan Ryan: I didn't realize it was only 20 students in a cohort. Mm-hmm. . So that's really amazing. Like you're getting, and then if you think about how 20 million can get amortized over 20 students in each cohort, , I mean, that's just so impactful.
Ashli Johnson: Yeah. You know, the, the, the three main areas of focus in terms of programming, Um, is that we really want students, um, to learn, understand, and be able, um, to impact hospitality, um, investment, real estate and tech and innovation.
And so these students, Um, have the opportunity to engage with industry in a very intimate way. Um, they are exposed to executive level leaders have the opportunities to travel both [00:08:00] domestic and internationally. They attend conferences and so, um, the programming that we're able to sort of wrap around them in their, um, individual degree program.
So, I mean, just imagine, Dan, if you are a freshman finance student. And maybe you're interested, um, in investment, you are taking courses that are best preparing you, uh, for a career in finance. Um, but then through your engagement with the center, you are learning about investment, uh, specific to hospitality, maybe specific to hotels or restaurants or.
Investment in the tech space. Um, it really, uh, will produce a very different caliber, uh, of graduate after they've been in this program for four years. So, very excited. Well, well,
Dan Ryan: I can also speak from personal experience because I think I was at the lodging conference. Mm-hmm. , and that might have been the first place that I actually met you.
And, uh, you had three or [00:09:00] four students with you who I think there was a sophomore. Maybe two juniors and a senior. Maybe there were three. I don't, I don't remember. But they were all super engaged. One was majoring in accounting, one was marketing, and I don't remember the other ones. Um, what they were, do what they were majoring in, but to be able to talk to them and here, like they're just coming from college.
And then going to this conference and going to super specific presentations on capital expenditures or, um, macroeconomic developments and trends like around all these people that are so focused and niche. I mean, just talking to 'em, their eyes were just so wide and like, I can't believe that people actually come here and speak so deeply about this.
This is amazing . Um, and you know, so much of it is about, um, about everything that everyone. Is really creating awareness around things. Absolutely. And it was absolutely, it was so cool to see those kids, so like [00:10:00] kids, those young adults. Those adults, young. Yeah. Young adults so moved and like their eyes were just open to a whole new world.
Ashli Johnson: Absolutely. Absolutely. We know that exposure, um, is definitely gonna be a major key for success, uh, for students enrolled in this program. Um, you know, we know that representation matters. We know that, uh, uh, access to executive level leaders matter. , we know that, um, uh, even being made aware of opportunities, right?
Um, you know, I am a, a two-time hospitality graduate. Um, and so, um, I didn't always know that, um, that you can sell hotel franchises. I didn't know that someone was, um, you know, designing a hotel rooms. I wasn't aware of these types of opportunities. And so, um, we wanna make sure that these students are fully aware.
But also equipped to be able to step into corporate roles and start making immediate impact upon graduation. Uh, if [00:11:00] not, uh, they would be stepping, uh, back into the classroom to pursue a master's after their time here at Howard University. So. Awesome.
Dan Ryan: Yeah. I mean, you said a minute ago that, you know, the, a mission of.
Of the program is really to increase black representation within our industry and black ownership within our industry. And I, on the ownership side is that, um, I guess it would be both. So business ownership and also real estate ownership in the hotel space. Absolutely. So how do you, like, how do you, like what's your baseline and then how do you measure success?
Because like, just from my perspective, it's sorely lagging. Um, but I am seeing. Recently a lot of progress, but I don't like, I don't have specifics like how do you. How do you define success? Sure,
Ashli Johnson: sure. So, Dan, for anyone, uh, that is listening to this podcast, I would certainly, um, encourage them [00:12:00] to research.
Um, the Castell project has, uh, commissioned, uh, a ton of research on specifically black representation. Uh, in leadership roles in the hospitality industry. And so, uh, they, um, complete a report, um, on an annual or biannual basis, uh, that. Clearly reflects, uh, that there is a huge gap in black representation by comparison to, uh, black leaders, um, or, uh, employees that work in the hospitality industry.
And so, um, I'm often invited to speak on panels. Um, and address, uh, groups of employees on the topic of d e I. And I always start by saying I'm not interested in discussing diversity in an industry that is likely the most diverse, uh, in the world. Right, by comparison to other industries. We know that hospitality, um, Is very much [00:13:00] representative of all manner of, of races and genders.
Uh, but that type of diversity disappears when we start looking at opportunities in the C-suite. And so we know that talent exists. The question is what are the barriers to getting them there? And so when you ask about sort of what is the benchmark and how do we achieve the goal here, um, a large part.
And in large part it is due to, um, black professionals really get stuck into operational roles. And so there, um, historically has not been, uh, very clear, clearly defined pathways out of operations into corporate roles that eventually will help someone ascend. Into executive level roles. Um, and so, uh, some of the work that we're doing here in the center is partnering, uh, with brands, uh, and REITs and companies, uh, to help them take, uh, objective looks in internal to their own organizations and [00:14:00] say, how have we possibly supported?
The lack of, um, black leaders in these spaces. Um, and, and what can we do about it? Uh, we are all familiar with, you know, the infamous management training programs that most college students are aware of. These are opportunities made available to them, um, and really that. Um, those types of programs won't, um, see a student pass maybe four years post-graduation.
Right. The, the plan, uh, the specific steps are not really laid out past five years. And so what I have seen in my own personal experiences is that. In the classrooms, uh, we are promoting hospitality. You can, you know, lead a team. Uh, you can create really amazing experiences for your guest. Um, but what happens after you've been in a role for three or four or five years?
Right? How do I [00:15:00] navigate past? An opportunity that solely exists at the property level. And so, um, that, that's a large part of the work that we're doing here is a helping students become more aware earlier of other opportunities that exist in hospitality, um, that will give them, uh, the greatest opportunity to ascend into, um, a high level, highly impactful role in hospitality and executive role.
Dan Ryan: Something that resonate. With me that you said a, a minute ago is that, you know, the talent is there, right? Mm-hmm. , but the path to leadership is not, and I, so I don't know who said this, but I, and I find myself repeating it a lot, um, it's the idea that talent is uniformly distributed amongst all people.
Yep. But opportunity is not correct. And so, and I guess. by looking past the five year plan and the management programs and [00:16:00] speaking on panels, and just letting everyone know that there is opportunity and making, I guess it's really just about making that space, right? Mm-hmm. , how do we, how do what are some really in incredible examples of breaking that kind of dead end and showing opportunity or creating opportunity that maybe wasn't there that you could share with?
Ashli Johnson: Yeah. So a few things, Dan. I think, um, it is very easy for us to take a look at. Um, Executive level roles in the business, uh, and sort of work backwards. Um, I'm a, I'm a big fan of like reverse engineering some things, right? So if you take a look at who is in the C-suite currently, um, and you look at who currently owns, uh, in this business, uh, through an entrepreneurial, um, effort, or they're a franchisee or they own a design firm, whatever the case is, and you start asking some questions of how did you [00:17:00] get.
Right. Um, more times than not, and again, this is just my own personal research. Mm-hmm. , is that it? It counts. . Thank you. Um, What you will find is that I knew someone, someone took a chance on me. Um, I was promoted into this role. I had a mentor, a sponsor, et cetera. Then when we start thinking about, okay, well people need more mentors and sponsors, um, so how do we go about doing.
we know, um, um, there's research that literally shows you are more likely to promote someone that is like you or that you have identified or established some sort of a connection with, right? So this is how we end up with C-suites and boards of directors that generally all look and feel the same because likely there is some, um, um, There's a thread that exists there.[00:18:00]
Our kids play on the same soccer team. We, um, attended the same school undergrad. We are a part of the same professional organizations, et cetera, et cetera. And so what ends up happening, um, intentional or otherwise, is that. We may overlook someone that is actually the most qualified person for the job because we don't feel as connected with this person.
Maybe we don't see them after work. Maybe , maybe they don't, um, spend as much time at, at company, uh, events as maybe the next person. I didn't know them before they got here, sort of thing. And so I think once, once we are able to sort of assess the issue and remove our own personal bias, but, but starting with identifying what that is.
Um, that's gonna be a huge step towards, um, us identifying talent that's really, um, ready to lead, right? Um, oftentimes when our speaking, um, you know, to CEOs and they may say, Ashley, you know, we're always [00:19:00] looking for great people. You know, you know what we're looking for. Send 'em our way. Uh, and I always remind them, you have great people already working in, in your organiz.
Right. You haven't seen them because you typically only interface with their boss or their boss's boss. Uh, when you, uh, swing past their group of cubicles or offices that maybe they're the last person that you speak with, maybe you didn't have enough time to engage that person. Uh, so often we have talent that's already working on our teams, and we have no idea that they have a masters in organizational behavior, right?
Like we, we just don't know. Um, And so sometimes I, I think it's just a matter of assessing, uh, the talent that you already have and getting to know folks, right? Um, oftentimes I hear, you know, I had no idea that she was interested in that role, right? Mm-hmm. . Um, so how proactive are we being? In, um, getting a better understanding of, hey, this is someone who's super [00:20:00] talented and passionate and impactful to the bottom line of our business.
We wanna keep this person. So that means that we need to start asking, um, some questions that'll help us as employers and leaders, um, to help this person stay in place and continue to grow and ascend here. So
Dan Ryan: it's kind of, In a way, lifting where you stand, like looking around at again, I think it comes down to making space and yeah.
And if you think about
the representation in the C-suite and upper level management and ownership of black Americans in the hospitality industry, like what's the difference between the actual percentage? Like the real life percentage of people in, in those seats and the percentage of black Americans [00:21:00] amongst the the US population is the gap enormous.
There must be. Yeah,
Ashli Johnson: I don't have the exact numbers. Uh, I do know that the numbers tend to be a bit more skewed, um, for the hospitality industry. Mm. Um, by comparison. You know, when I think about, um, you know, I recently saw, you know, for the first time, um, maybe I think the, I think the figure is 10% of, you know, fortune 500 CEOs are women.
Um, Right. That's just, that's mind boggling. Don't have, yeah. We don't have that testimony in the hospitality industry, unfortunately. Right. Yeah. Um, so I, I think, um, you know, the numbers tend to be a bit more exacerbated here in hospitality, um, than other places, um, particularly when you think about how many underrepresented minorities work in hospitality.
Right? Yeah. Um, and certainly, you know, I'm not sure if we have that much time here today, Dan, but when we think about, um, you know, historically, [00:22:00] Who really created, uh, this industry, in this business, in this country, um, those are the folks that really should be first in line for these opportunities, right?
And so, uh, we know that that's not the case. Um, hospitality definitely has, um, a lot of work to do. Um, and honestly, we've been talking about issues of d e I for, you know, forever, seemingly mm-hmm. . And so, um, You know, back to my definition of hospitality, everyone in this business is, is in business to, uh, to make money, to be profitable.
And we know, uh, that diverse leadership, uh, lends itself, uh, to being more profitable organizations. And so I'm always of, of the frame of mind that when we really want to get serious about this, uh, similar to the way that we respond to any other huge, major issue or concern in hospitality, um, we can start [00:23:00] addressing it and start making progress, uh, in, in short fashion.
Dan Ryan: And I lo and hearing you say progress, I. , and that kind of brings me back to where we were on, you know, the baseline of like, it's crappy, right? The representation. Yeah. Yeah. So since you've been at the helm of, of Howard's hospitality program, like, is there any measurement of progress that you could see?
Is there any, like, how, what are you, what are you rowing towards if you. Yeah. And can, and can you, can you share any successes or.
Ashli Johnson: Yeah, so in full disclosure, I've only been in the role, uh, for about seven months now. So we have not yet changed the world, uh, . We are certainly rowing, uh, in that direction. Uh, but I most certainly see my role here at Howard University as twofold.
Certainly we are focused, [00:24:00] um, on developing incredible talent to gift to the hospitality industry, right. But we're also, uh, incredibly focused on ensuring that hospitality is serious about creating space and opportunity for those students. Um, here at Howard University, our students are highly recruited.
Um, as you can imagine, every Fortune 500 company, uh, and more, uh, recruit, uh, top talent from here. Um, and, uh, create a very competitive landscape for, um, securing, uh, you know, talent just as they're graduating. And so, We know that hospitality has, uh, has a, has some heavy lifting to do, to be able to compete with that and also to, uh, retain, uh, the type of talent, uh, that they're looking for.
And so, um, In addition to preparing students for [00:25:00] these types of opportunities, um, you know, a lot of my conversations are with owners, founders, um, c-suite level executives, uh, really encouraging them to take a deeper look into why is it. Your organization currently looks the way that it looks. Mm-hmm. , why is it that majority of the diversity that, that we can see, um, is at the lower ranks?
Um, and this is, and, and it's not, uh, brand exclusive, right? It's across the board. Yeah. And so we've gotta, we've, we've gotta start by asking ourselves the hard questions. How did it get this way? Certainly it wa, I'm not saying it's overly intentional, but it is overly intentional that we weren't more cognizant of some of these organizations that we've been building.
Certainly some of the legacy organizations included in that. Right. Um, And so we've gotta be intentional about identifying solutions, [00:26:00] um, that are equitable and inclusive in nature, um, for all people. And
Dan Ryan: I don't know, five or 10 minutes ago you were talking about when people really got their start, it was like, where did you get your start?
Who was your mentor? Who is your sponsor? And I think ask, asking those questions cuz most of. Have, uh, have mentees and most of us sponsor people and most of us engage with people in a different way to give them our experience, which helps shorten their journey to where they're going. Yep. Um, if you look back, cuz I know you started your hospitality career when you were at Lowe's a while ago, correct?
Ashli Johnson: Yep. That was my, my first role out of undergrad . It was a corporate management training at Lowe's Hotels.
Dan Ryan: Wow. And then if you. So if you look along your journey from then to where you are now, is there a mentor or sponsor that really [00:27:00] jumps off the page that you could, sh you could share like what that experience was like at a high level so that if other people are thinking about taking on a mentor or helping shorten someone else's journey, like what were the, what were the things that stood out the most to you by your mentor?
Ashli Johnson: Yeah. So in all honesty, early, uh, in my career, I can't say that there was, I mean, I certainly had people that supported me that wanted to see me do well. Um, wanted me to work for their organizations, that sort of thing. Um, and so, you know, we always appreciate a, you know, a referral or someone willing to put in a good word, uh, with human resources.
And I think that that, you know, is certainly a form of, of, of support, um, that needs to continue. Right. But I think that there's another layer of sponsorship that frankly happens internal to organizations, right. You're, you're working for the [00:28:00] organization, said sponsor is working for the organization. And that's really how you become aware of opportunities that exist, uh, beyond your current role or the scope of that role.
Uh, that's how you ensure that your name, uh, is in rooms that you're not physically standing in, uh, in a positive way. That is how you, um, uh, confirm that, um, That, that someone is really working on your behalf. And so, um, while I. I, I, I can't say that there was, you know, any one person in particular that just like took me by the hand and was like, let me show you the ropes girl.
Really? That is really not exactly what happened, . Um, but what I can say is that ear, very early in my career, if there are any early careerists, uh, that are listening to this, Um, I studied people in their career paths, um, and so, uh, very [00:29:00] quickly, um, understood that no one had a very clearcut path to the top.
Um, and it seemed to me from my early observations that it's like, oh, I need to know people and people need to know me, right? And so, uh, that is really what informed. The way that, that I moved, um, and how I was being strategic in identifying roles that would, um, help me sharpen a particular skillset that I needed to sharpen.
Um, but also, um, put me within arm's reach of people that I knew, um, could be of assistance or support to me. And so I would say maybe, maybe later in my career, there were definitely. You know, I'm not . Uh, Ray, the late Ray Bennett, um, uh, is a former Marriott exec. He, he passed away last year, uh, was a, uh, was a very good friend of mine.
Um, always supported the work that I was interested in doing. . And so when I think about [00:30:00] even me stepping into this role, um, I know that Ray Bennett was someone that was, uh, contacted by the head hunters and this university to say, you know, what type of person do we need in this role? Um, who does that individual need to be?
Um, I know that folks like Ray Bennett, uh, when asked. I know that Ray mentioned me by name, right? Uh, and went further, um, past just mentioning me by name, but, uh, sharing, uh, clear cut examples, um, of why, um, I had already demonstrated that this was the type of work, uh, that I had dedicated my, my career towards.
And so, um, you know, I think sometimes when we think about mentorship and sponsorship, it just seems so formal and like committal, uh, . That sometimes they can scare people away, like, oh, I don't know if I had time for this. Um, but I think oftentimes people have more influence than they actually think. Um, I,
Dan Ryan: I agree.
I agree with you because I think to have a [00:31:00] formalized mentor or sponsor Yeah. That does exist. But I, I'm, I agree with you in the sense that if I look back on my career mm-hmm. , those mentors, it wasn't like a, it wasn't a formalized thing. It was someone. I just had a connection with them. They would kind of paint a picture of what was out there and how to get there and yeah.
So in the, and I guess that, and that's really kind of what I was looking for in the sense that it's, it's not a hard thing to do, right? Right. It's about making space and just taking an interest in those people who are in your organization. Yeah. And just ask them like, Hey, where do, where? Where do you see yourself in five years?
What do you wanna do? Yep. How, how can I help? And just asking questions and be genuinely curious about
Ashli Johnson: that. For sure. And I think a really great question, um, to ask is, you know, who should I be talking to? Right. Um, if this is, if I wanna do X, who would you recommend that I, that I speak with about [00:32:00] that? And even just that connection coming from one person to another?
Maybe it's just a quick, uh, email introduction. Right. Uh, again, I don't think people will sometimes fully realize how influential they are. Um, just getting an email, Dan, if you email me today and said, Hey, I've got someone that I'd like for you to speak with. Um, you know, you've got enough credibility with me that I'm gonna speak to that person and whenever it is that they need, I'm gonna be as, uh, of as much assistance to them as I possibly can.
And so, um, I think, um, being able to add value to relationships, uh, that will. Both plant and grow seeds, um, is, is huge. Um, yeah. But also even just offering that to people of, you know, how can I help? How, who can I connect you with? Um, really goes a long
Dan Ryan: way. Yeah. You know, it's interesting as you're saying that, um, you know, I'm getting more gray hair , I'm, I'm aging.
[00:33:00] Um, but I look at as I. More senior in my role in relationships, um, within our industry. I'm missing out on the young kids coming in. So I've just been, actually just last week I was like, you know what? I need to like block some time and do like, either via LinkedIn search or talking to someone like you mm-hmm.
um, and say, you know what? I need to find these young people who just want to ask questions and like, I'm gonna give an hour a week to just like, have two 30 minute conversations or whatever, just to get to know people and ask them questions and just really build that into my calendar. And that's what I'm, I'm starting that from February one onward, and I think I would do that a little bit organically.
Mm-hmm. . But now as I'm getting grayer, , uh, I think I really need to schedule time. More time to actually formally do it because much like you say, those simple [00:34:00] interactions that are really like a low barrier can have such a huge impact. And , I might not even notice it. Uh, and, and it's funny, I'm sure it happens to you where, you know, you might interact with someone.
And years later you run into them again. They're like, you know, I remember that time you said blah, blah, blah, or introduce me and you that changed my life. And you're like, I don't even remember
Ashli Johnson: all the, well, you know what, here's the thing I always remember. Um, but you know, People don't always circle back in the moment, right?
I have introduced people to their spouses and fiances and I don't hear about it until, you know, years after the fact. Like, you know what? That one event that you invited me to and I came and I met my husband at that event, or , I hired someone from that event, or that's how. I got connected to person A that connected me to person B and person C that they, um, scheduled a coffee or a lunch with is, is how [00:35:00] I, um, was able to get my foot in the door for, you know, whatever the opportunity is.
And so, you know, it, it's, it's always important to reach back, uh, and say thank you. Right. And, and hopefully that motivates people, um, to wanna do the same for
others.
Dan Ryan: A hundred percent. Yeah. Um, going back to the business and the heart. Um, you've chosen this incr and created this incredible career within our hospitality industry, and I know you said that your, the Lowe's, uh, corporate management position was your first one, but had you had an inkling that you wanted to get into hospitality, or at what point did you know that, oh, you know what, I'm kind of drawn to this and I want to do this.
Ashli Johnson: Yeah, I absolutely knew that hospitality. Was it ? Uh, I grew up in a military family. Um, my father, uh, is a retired Marine Corps officer, so we traveled around, uh, an enormous amount, uh, growing up. And so I [00:36:00] think that was, uh, um, initially where the hospitality. Uh, bug bit me. I was, I was in charge of picking the hotels if we were going on a road trip or we were moving cross country or around the world.
Um, and, uh, you know, um, dining at nice restaurants was, was was the treat for a great report card, that sort of thing. Uh, and my mother, uh, is a retired social worker. And so, um, certainly grew up in a household that understood, uh, the value of service, uh, to one another and to c. . Uh, and so, uh, my brother also, uh, works, uh, in the business, studied hospitality, um, and leads a division for, um, a large contract services company and, uh, specifically on the healthcare side of things, but absolutely rooted in hospitality.
And so I knew that this was it. Uh, didn't quite know what it looked like. Um, You know, I was having a blast in undergrad. I was like, look at all this stuff. They got [00:37:00] cruise lines, they got, they got spas, they got hotels. This is like my cup of tea. Um, and so, , you know, at some point, uh, thankfully just in, in me being, um, uh, a hospitality nerd had stumbled upon, um, like, oh, they have these conferences that people go to.
Maybe I should check one or two of these out. Um, and that is really what opened my eyes to, oh, okay. There's a whole nother side of the business here that I didn't know about that I wasn't previously exposed to. Um, And certainly once I identified, um, you know, like, wow, like all of this exists and I can be a part of it.
Um, and I can contribute to sort of the transformation of this, um, to a more equitable reality for everyone. Sign me up .
Dan Ryan: And maybe I just learned something about you that I think maybe why we're drawn to each other too. We're both children [00:38:00] of Marines.
You know, my, my dad was not an officer though, but, um, I think it's a certain, it's a certain mindset that's, uh, it's a very good thing. . I love that. I love that intense . Um, so, but it's really, again, you're putting yourself out there. Mm-hmm. . Yeah. Yeah. Um, okay. You're basically given a check for 20 million to affect all these, all these kids' lives, um, and shorten their journeys and make our industry more equitable and more diverse.
Okay? Mm-hmm. , so I know you're, you're newly into this mm-hmm. . But if you look forward, what is exciting you the most about what you see out there in the future? Yeah.
Ashli Johnson: Um, so. [00:39:00] In addition to the initial gift, um, that was, uh, endowed from the Marriott family and from Ruth Swanson, um, the industry really stepped up in a big way.
So you can imagine every, uh, just about every hospitality brand under the sun has also supported, uh, the center in some shape, form, or fashion. Uh, and I think that that is what gives me, um, Uh, the most hope about the change that we'll be able to affect is that, um, certainly the initial gifts that came in, um, You know, our courtesy of, of, of a love and respect that people had for ar Sorensen, right?
Just a really, uh, phenomenal leader who, you know, thankfully, um, you know, our paths crossed, uh, several times over the course of my career. Um, and I think that also makes this role very special for me, um, because, you know, AR was not a [00:40:00] stranger to me. Um, and so I understood what type of leader he. How, I mean, we can obviously see how well respected he was.
What a brilliant business mind, uh, and bright heart he had. Um, but I think I am most, um, energized and enthused by so many hospitality professionals and leaders and companies stepping up to say, um, how can we help? Now Dan, many of them probably are not expecting for me to say, uh, you know, I think most folks are like, okay, well how can we help?
How much money do you want, Ashley? And be clear, we accept all financial, Don. And gifts, but really I am not minting my words about challenging them. And their leaders to take another look internal to their own organizations. Uh, and let's get honest about how [00:41:00] your organization looks like this, why it looks like this, and what is it gonna take realistically, um, for that to change, for it to be, um, Uh, an inclusive environment, uh, for all people that wanna be a part of your organization.
And so, uh, I'll take that any day over, uh, over another financial gift. Uh, really when people call and say, Hey, how can I help? 10 times outta 10. It is a conversation about an investment of time and talent. Um, not so much treasure, thankful, uh, thankful to, uh, uh, to the gifts that, um, that initially endowed this center and this effort.
Um, but, uh, I've, I've been telling everyone pull up to Howard University and the Marriott Wanson Center for Hospitality Leadership. Uh, and we're gonna pull up, uh, to your headquarters as well, right, . Um, if, if you really want to get involved with, [00:42:00] um, changing and transforming this industry for the better, uh, that's what we're here for.
Dan Ryan: Love it. Yeah. We'll take your money, but what's more important? Is your
Ashli Johnson: connection. Absolutely. Absolutely. Yep.
Dan Ryan: Wow. Um, and it's real. It's so simple. It's really so simple. It is, it
Ashli Johnson: is. It takes, it takes intent, right? I mean, we're all business people. We know if there is, you know, some glaring emergency and red flags are flying, we are absolutely jumping into gear.
We are, uh, gathering, we're rounding up the troops. We are getting a strategy together. We are implementing it because whatever it is, we are gonna solve for this issue immediately because we can't have anybody messing with our be. Hospitality industry. Right? And so this issue, um, and concern has been around for too long.
Um, so I, I, um, recently, [00:43:00] um, as I'm in the process of building out, um, uh, an executive board and an advisory board, uh, to serve this center, um, and, and the work that we're doing, Um, you know, somehow still the natural assumption is that this board would look like everybody else's board. It's like, nope, we're taking a completely different approach.
Um, , can you wrap your mind around that? If so, let's go. Uh, the, the language that I've been using is like, you know, I, I'm looking for the Avengers, right? . Mm-hmm. , we've got work to do. Um, and I am looking for, you know, leaders that, that wanna get serious about this, that are tired of talking about it on a panel, uh, that, that really wanna, um, dig deep on, on, um, you know, just doing the work.
Just doing the work.
Dan Ryan: Yeah. And to me, what's resonating the most is this idea like you, you're actually going from top [00:44:00] down, so board level, but also bottom up. And the bo, I think the most striking bottom up thing is just coaching your kid, your students to be like, who should I talk to? Mm-hmm. , you said that, right?
Just, yeah. Hey, ask this question. Who should I talk to and just shut up. Right, right. Yeah. And then full stop, . Yeah. And you'll be amazed what, what, where that conversation and connection will lead.
Ashli Johnson: And what type of access that provides you, right? Because how else would you get in touch with, you know, the c e o of X, y, z if you didn't ask someone, you know, who should I talk to if I'm interested, uh, in leading, um, you know, a major hospitality brand?
Well, you should talk to the people that are leading. A major hospitality
brand.
Dan Ryan: Oh, okay. Yeah. And, and, great. And here's their, here's their number, and I'll
Ashli Johnson: connect you via email. Would love for you to send that introductory email. Right. Um, and obviously if that person can reach that other individual, [00:45:00] right?
Um, that comes with some credibility. , uh, Dan's introducing me to this person, right? And so, um, again, It could all be so simple. Damn . It could all be so simple.
Dan Ryan: Well, it's not a matter that it could be, it actually is. Mm-hmm. . And again, it's just a matter of looking at where you are. Right? Yeah. Yeah. Um, okay. So I wanna, I, I do this on every conversation and I love it.
So the Ashley I'm speaking to now mm-hmm. , I want you to, Pretend you're standing in front of that 15 year old Ashley who's going from, uh, Marine Corps base to Marine Corps base, picking hotels, right? Mm-hmm. , mm-hmm. and getting your feet wet in the, uh, in the hospitality mindset. Um, what advice do you have for your younger self?[00:46:00]
Ashli Johnson: Huh. That is an excellent question. Um,
I think I would probably share, uh, some of the best advice I've ever received is to do it now. Right? Don't wait. Don't Terry, do it now. And I say that because I think so often. Uh, young people, um, students, young professionals, uh, and, and even some of the, some of us more seasoned folks as I like to call us, um, it's very easy to talk yourself out of something because we, we've always got something else going on, right?
Um, and so if I would've acted on. Pursuing, let's say, um, investing in [00:47:00] hotels and owning hotels, when it first crossed my mind, We'd be having a very different conversation right now, Dan. Right? ?
Dan Ryan: Yeah. Those, those 20 plus percent compounded rates of return, do little things over time. Yeah. Yeah.
Ashli Johnson: Um, and you know, oftentimes, you know, again, we can talk ourselves out of something.
Uh, and I'm not saying that, you know, I should have rounded up every dime that I had at the moment and, and tried to invest in a hotel. But when I say do it now, I mean, Start gathering the information that you need. Start meeting the people that you need to meet. Um, and, and I would also caution people, um, to ask the question, um, how can I best serve?
How can I be of the highest form of service to. Wherever it is that you find yourself right to this role. How can I be best and highest service to, uh, the team of [00:48:00] people that I lead to, um, to, um, you know, a any of the, any anywhere that you find yourself, I would be asking how can I best be of service here and then find a way to do.
Dan Ryan: Yeah. Massive. Immediate action. Exactly. Don't wait. Inertia is the mind killer.
Ashli Johnson: Yes, . Absolutely. And the
Dan Ryan: opportunity killer, right?
Ashli Johnson: Yes. Yes. Mm-hmm. Yeah. Oftentimes we know what needs to be done. We just can't figure out, uh, how we can make it happen. It's like just start, right. Everything snowballs.
Dan Ryan: Yeah. It's one of my favorite terms.
Like, you know how to eat an. One bite at a time.
Absolutely. I think my kids have heard me say that I'm thousand times. Yeah. . This goes in my book of [00:49:00] Dad. Yes.
Ashli Johnson: I was about to say that's, that's dead joke for sure. . Yeah.
Dan Ryan: Uh, wonderful. So, If people wanted to learn more about you, Ashley, or, um, Howard University and the, the Sorenson Hospitality, uh, school, like what, how can people take that first step to do it now?
Ashli Johnson: Yeah. Um, I would say the, the quickest, fastest, easiest, most efficient way to find me is via LinkedIn. Uh, I spell my name pretty uniquely, uh, so I'll be fairly easy to find .
Dan Ryan: We'll put it in the show notes too for everyone.
Ashli Johnson: Perfect. Perfect. Um, and, uh, and they can also email me directly, uh, it's just ashley dot johnson howard.edu.
My first name is a s h l i I. . Um, and, uh, yeah, you know, oftentimes, you know, I, I do get phone calls, emails, um, just a quick direct message on LinkedIn from folks [00:50:00] saying, you know, how can I, you know, how can I best be of, of service? How can I best be of assistance? And so, um, Yeah, we will , we will find a way, uh, to get you plugged in and engaged.
Uh, because like I said, you know, you know, recently I was having a conversation, uh, with a group of leaders, um, just talking about, you know, hey, we need to bring more, you know, maybe we need to start earlier, right? Maybe we need to start bringing hospitality leaders into high school classrooms and middle school classrooms, and.
You know, my, my little bit of pushback on that is that Yeah, but if the folks that we're bringing into these classrooms don't look like any of these students, , how are we compelling them, um, to want to dream bigger for themselves in hospitality. Right? Yeah. And so, uh, to your earlier point, it really is starting at the bottom and [00:51:00] starting at the top, right?
We are trying to check all boxes in short order. We know that that change has to be affected, uh, at every level. Um, and, and that's gonna be the quickest way for us to eat that elephant.
Dan Ryan: Oh, I love that. Yeah. Okay, cool. Well, I'm gonna, I'm gonna put that there. Uh, I mean, I think just ha you know, ha having a conversation or coming into a classroom or like, or talking that's, that's a higher bar barrier of entry.
It's time, it's getting there. It's that, it's all that where really I think my takeaway from this conversation is look within. Absolutely ask, be curious about those within your organization.
Ashli Johnson: Absolutely. Absolutely. Yeah. Yeah. Yeah.
Dan Ryan: Awesome. Um, well, Ashley, this has been so awesome and I That's a pleasure.
Yeah. And I'm so glad it happened. And it was so good to see you last week, and I can't to see you, uh, [00:52:00] in person in the next endeavor. So thank you. Thank you,
Ashli Johnson: thank you. Absolutely. No, thank you, Dan. This has been really great. I appreciate you so much and love the platform, .
Dan Ryan: Oh, thank you. And thank you very much.
And also, I want to thank all of our listeners because without you, we wouldn't be sitting here with Ashley. So again, it's all word of mouth. And if this changed your way of thinking in hospitality and how to make a difference by just looking. Right around you or within your organization, please share it with others because we keep growing every week and it's just humbling.
So thank you. Thank you. Thank you.