Women shaping what's next: Katie Barr
This Women’s History Month, we’re spotlighting some of the incredible women leaders across Orchestra and inviting them to reflect on the influences and experiences that have shaped their careers.
To close out the series, we spoke with Katie Barr, the CEO of Glen Echo Group, an Orchestra company. Katie leads high-impact public affairs work at the intersection of policy, communications and advocacy.
Below, she reflects on the leadership lessons that have guided her, the impact of mentorship and what it takes to step into your own authority.
Q: During Women’s History Month, we reflect on the women who have shaped industries and opened doors. Who has influenced your leadership journey, and how have those experiences shaped the way you lead today?
Katie Barr: It may sound like a cop-out, but the person who has most influenced my leadership journey is Glen Echo Group Founder and former CEO Maura Corbett.
I had a front-row seat to watch her build Glen Echo from the ground up — not just building a client roster, but building a reputation, a culture and a standard of excellence. She showed me that you can be strategic and fearless in high-pressure environments while also being deeply loyal to your team.
She was also deeply loyal to herself. She trusted her instincts and made hard calls with conviction. Watching that up close taught me that strong leadership isn’t about volume or bravado. It’s about clarity, confidence and being willing to stand behind your judgment. She leads with both strength and generosity and proves that decisiveness and empathy can coexist. That example gave me the confidence to lead in a way that feels authentic and purposeful.
What I learned from her is that leadership is not about ego. It’s about conviction, accountability and creating space for others to step into their own leadership. That trust model is something I carry forward every day.
Q: Beyond your role as CEO, you mentor at 1871, a Chicago innovation hub for entrepreneurs and start-ups, and serve on the auxiliary board of Girls in the Game, a nonprofit providing young women and girls with access to sports and leadership programs in partnership with schools, parks and community centers in Chicago. How does investing in the next generation, and especially young women, influence how you think about leadership and impact?
KB: Mentorship has shaped my career in ways I'm still unpacking. I've been lucky to have people in my corner — advisors, coworkers and friends who opened doors and told me the truth. That kind of support changes what you think is possible for yourself.
So giving it back feels less like a choice and more like a responsibility. When I work with entrepreneurs at 1871 or through Girls in the Game, I'm not there as an expert handing down advice. I'm there as someone who knows firsthand what the right community can do for your trajectory.
What I want them to walk away with is simple: the belief that their voice belongs in the room. The goal is to help people grow into their own authority, then get out of the way.
Q: What advice would you give to women looking to build leadership careers at the intersection of technology, politics and communications?
My first piece of advice is to get deep on the substance. The people who have the most influence in this space are the ones who genuinely understand the issues, not just the politics around them but the actual policy mechanics and stakeholder dynamics. That expertise is what earns you a seat at the table and keeps you there.
Find mentors who will be honest with you, not just encouraging. People who will tell you where you actually stand and advocate for you when you're not in the room.
And don't wait until you feel ready. In my experience, women are far more likely to talk themselves out of opportunities they're actually prepared for. Take the meeting. Raise your hand. You are more ready than you think.
