Recently, CHL held a global leadership gathering at the Corinthia Brussels. Insider Plus spoke with Kirsten Lord, Chief People & Culture Officer, who answered a few questions and shared insights about the event.
All Smile!
What was the main purpose of this global gathering? A strategic retreat, leadership summit, or working conference?
It was a leadership summit designed to align senior teams around near‑term priorities and long‑term direction, with an emphasis on turning discussion into practical action.
From your perspective, what are the three most important outcomes achieved?
- Shared clarity on priorities for guests, colleagues, and owners.
- A tighter focus on execution – simple, practical steps that teams can own and deliver.
- Renewed cohesion across properties and functions, balancing brand consistency with local character.
Were these meetings more about vision‑setting or problem‑solving, reviewed performance, forecasts, business development or strategy? Or a mixture of all?
A deliberate mix – high‑level direction paired with pragmatic conversations about service, people, and commercial excellence.
Would the discussions now translate into actionable commitments? Who is tasked with the follow‑up?
Yes. Each team left with a small set of near‑term commitments, clear ownership, and timelines. Oversight sits with senior leadership through our regular business rhythms – no new bureaucracy, just tighter follow‑through.
How do you view the nature of this gathering – a strategic retreat, a leadership summit, or a working conference?
A leadership summit with working sessions – big‑picture alignment supported by practical tools and peer exchange.
What format did the conference follow (e.g., roundtables, breakout groups, panels)?
Focused plenaries, targeted working sessions, and structured discussions that enabled cross‑functional learning.
Was the drift more about aligning around group‑wide goals, or about learning from each region’s successes and challenges?
Both. We aligned on group priorities while sharing local insights so that delivery reflects each property’s context.
Was this conference a success? Did it surpass expectations?
Yes. The atmosphere was candid and constructive, and we left with momentum and clear next steps.
Without divulging details, were there commitments from the group by the end of the conference?
Yes – focused, measurable actions aimed at elevating team culture, sharpening local relevance, and enhancing our distinctive guest experience.
What does this gathering symbolise about our leadership culture as a hotel group?
A culture that is collaborative, accountable, and guest‑centred – ambitious about standards while protective of each property’s identity.
How can we ensure that the discussions here translate into real action across the group?
By keeping commitments few and clear, assigning single‑point ownership, setting realistic timelines, and reviewing progress openly.
Was this week more about aligning around global goals, or learning from regional successes and challenges?
It was about alignment with local intelligence – global clarity informed by on‑the‑ground experience.
What does this global conference symbolise about our leadership culture?Confidence with humility: we’re raising the bar, sharing what works, and holding ourselves to consistent delivery without becoming uniform.
Any other points which need to be included?
The spirit of the week was forward‑looking and practical. We left united around doing the basics brilliantly, differentiating thoughtfully, and acting as one team.
