Q: How do you explain your job to them?
A: I don’t think they’ve figured out what Mommy’s job is. They know I travel a lot to tennis events and they see me doing media interviews, but I don’t take them to a lot of matches. During Wimbledon, my daughter said to me, “Mama, I was watching you on TV—why didn’t you wave to me? I was waving to you.”
Q: What’s the most challenging aspect of running the WTA?
A: Probably that it’s a very political sport, and we’re fragmented. You have the WTA, the men’s governing body, the four Grand Slams that are each independent, the International Tennis Federation—seven independent organizations trying to govern the sport and playing, at times, on the same stage.
Q: So each one is jockeying for position?
A: Sure. We have different agendas, different interests, so for me, it’s balancing all of the political interests while trying to advance women’s tennis. For example, in 2011, we have 52 events, and 25 of them will be combined with the men or back-to-back. But the men’s organization, the ATP, is completely separate. We sell our television rights to a separate group of broadcasters, they sell theirs to a different group. One of my strategic goals is to try to find a way to combine our television rights. Right now, for the fans, it’s disjointed. You could be watching a women’s match, and it’s, “Coming up next, Rafael Nadal and Roger Federer”—then the screen goes dark. I don’t think we’re making it easy for fans to follow us, as a sport, and we’re cannibalizing each other in the marketplace.
Q: Combining TV rights sounds like a no-brainer. Why do you have difficulty convincing the ATP?
A: I think there’s a willingness to sit at the table and look at this, but in some ways, we still have the same locker-room mentality we had 37 years ago when Billie Jean founded the WTA. I think we need to do what’s right for our fans and sponsors, and find a way to co-operate. And we are doing some things together, but we’ve just got some heritage, some guys-versus-girls dynamic.
Q: Sponsors have been pulling out of pro sports because of the recession. One of your big accomplishments was convincing Sony Ericsson to re-sign in March as the lead WTA sponsor for the next two years. What’s your secret?
A: It comes down to making sure you truly understand how a marketing investment in women’s tennis is going to meet a sponsor’s business objectives. And I’m lucky, because our athletes understand the importance of this. When I needed to go renew Sony Ericsson, Venus got on a red-eye and joined me for the meeting. I did not pay her to do that, she did it because it was the right thing to do to help us renew and extend sponsorship.
Q: Venus Williams caused a stir with that black lace number at the French Open—is this sexism, focusing on what women players wear?
A: What athletes wear has become a big part of pro sports. It’s show business—we call it sportainment. In tennis, each athlete can decide how she wants to manage her brand. You have some who enjoy the red carpet and fashion aspects, and others who prefer to represent themselves more as a performance brand.
Q: At least one Williams sister has played in the Wimbledon final for 10 of the past 11 years. Can you tell us something about them that we don’t already know?
A: They’re incredibly bright young women, and they’re very giving of their time. Venus has given 10 years of her time to the Players’ Council to provide leadership. We meet with the council, always, right before Grand Slams, when she’s under tremendous pressure to go to her sponsors, to do media. But she’s there, she’s read her materials, and is insightful and thoughtful. And Serena, she’s a very good businesswoman. She can be sitting in a meeting, tweeting away, but then she pops right up and says something—she’s been listening the whole time.
Q: You’ve said that to succeed in sports, you’ve had to be tough. What do you think is the biggest mistake women make in the corporate world?
A: In my 30s, I never thought there would be discrimination because of my gender. I always felt more age discrimination: “You can’t be a VP, you’re too young.” So in that period of time, I was just, “I’m going to work hard, and do a great job. I’m not going to play the political game, I don’t have to do that.” I remember that so distinctly! But the bottom line is, like everything in this world, business is political, and in many respects it’s been set up by men, so you have to learn how to play their games in their world if you want to succeed.
Q: What is the life expectancy of your job?
A: Hopefully, I can dictate it! They say 40 per cent of CEOs don’t last past their first 18 months, and I’ve just passed the 12-month mark, so . . . ask me in six months.
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