Angie Ahrens: Empathy Is the Most Important Leadership Skill

With a career in events spanning more than two decades, Angie Ahrens has worked in a variety of settings, each of which contributed to her leadership style — including for the well-known leadership organization and conference, Leadercast. In recent years, she has found herself in the tech world, where she is now the head of global growth experiences at Intuit. She was also recently named to Skift Meetings’ inaugural Advisory Council.

Throughout, she has honed her skills as a leader, the most important of which she says is empathy.

Women Leaders in Meetings is a Skift Meetings series that celebrates remarkable female leaders who are not only excelling in the meetings and events industry but also championing inclusivity and diversity at the top. We highlight women who are breaking barriers, lifting others as they rise, and leaving a lasting legacy of empowerment. Through this series, we honor the achievements and impact of these inspiring women who are making a difference in the world of meetings and events.

When do you feel you became a leader?

What really catapulted me into my thought processes as a leader was when I was recruited to work for Leadercast. At that time, Angela Raub was the CEO — a powerful female CEO — who saw what I didn’t see in me and allowed me to really focus on my leadership skills.

At Leadercast, we were teaching people how to be better leaders, doing all of this research and content and events to train people. That was happening as I was growing into it on my own end. So it was like riding the bike and having everyone build the bike with you. I was able to surround myself with some incredible leaders because of that environment, and I really appreciate what Andrea did in giving me that opportunity. 

Since then, I've just always been a leader. At one point during Covid, I was let go from Leadercast and I was recruited by Infor, and I didn’t have a team any more. I realized how much I loved mentoring, and helping people grow into their own, and watching creativity work within a team. 

I really don’t like operating in my own little silo. It's always fun to be part of that team dynamic. 

What is your role at Intuit?

Head of global growth experiences is a new title. With the acquisition of Mailchimp by Intuit, they reorganized us and I was given a whole new team. We were essentially the field engagement team, but it wasn't a name that really showcased what we do, which is basically anything that is growth-oriented for the business. That could be events, it could be experiences. We do everything externally to make sure people understand the Intuit brand as a whole. 

I have five full-time people and four CWs [contingent workers]. We’re definitely a whole new team, and there are a lot of challenges that come with that. 

What is one of your favorite parts of your role as a leader?

I love to help be part of a solution where we all come together and we create something really beautiful and memorable. 

I'm in this industry specifically because I like to connect people to purpose and to experiences, and I believe in human contact and human interaction very deeply to my core. Leading a team that also sees how we can move the business forward by creating experiences to help make that happen is amazing. 

Can you share some of your memorable mentorship experiences?

I've had a lot of young individuals in my career, on my teams, who had just entered this industry. It's really fun to help get them going and then see where they are now and how they've grown. For example, the VP of events at Connect was my coordinator when I was there.

I've had team members from my different jobs who keep calling me to ask me if I'm hiring, because they want to come back and work with me. That’s so rewarding. Watching people grow in their careers is a highlight for me.

How would you describe your leadership style?

I truly believe in my team, and I'm not a micromanager. Any kind of micromanagement is definitely not a skill. You need to be able to trust your team based on their credentials, based on what they've done and what they bring to the table.

I hire to my weaknesses, because I can't do it all and I don't have the time to do it all.

It’s really important to have listening skills, and to provide feedback where you’re willing to protect and push at the same time. Encouragement is really important.

I also think it's important as leaders to advocate for the people who aren't in the room. 

How has your leadership style changed throughout the years? 

I think through the years I've learned how to delegate, and realized that I don’t have to do everything myself, that people want to help. I am a recovering people pleaser and have-to-do-it-all person.   

What is an important personal lesson you have learned as a leader?

I take on a lot of pressure from my team because I want to protect them.

But burnout is not a badge. I feel like I've gone through that before and I don't want to go through it ever again. And I don't want my team to go through it.

I see burnout as a huge issue right now, not only in our jobs but in the world around us. There's so much pressure. And that’s where empathy, again, is so important.