When I think about leadership, I don’t think first about strategy, performance metrics or even results. I think about people.
Like many leaders, I’ve been shaped by those who came before me, often in ways they may not even realize. Early on, I was fortunate to see what leadership looked like long before I had a job.
My grade school best friend’s mom, Connie, was one of the first women I admired. She balanced a professional career while raising three children, and she did it with a quiet confidence that left a lasting impression. At the time, I may not have had the words or understanding for it, but I knew I was witnessing something I wanted to emulate.
Karen Pionk
Throughout my career, I have continued to benefit from strong women who have guided and influenced me. Leaders like Cindy Hayden, retired publisher of Lake Superior Magazine, and Laurie O’Melia O’Neill, marketing and public relations consultant and writer, have each, in their own way, modeled what it means to lead with integrity, resilience and authenticity. If asked, they would likely downplay their impact but for me, their mentorship has been invaluable.
I am a constant learner, always seeking new ways to grow as a leader. Authors like Simon Sinek have helped shape how I think about purpose and the responsibility of leading others. His message is simple but powerful: leadership is not about being in charge; it’s about taking care of those in your charge. That idea has stayed with me and continues to guide my approach every day.
In hospitality, this couldn’t be more true. Our business is about service, and service starts from within. The most meaningful moments in my career haven’t simply been tied to financial performance or operational success, they’ve come from watching people grow.
There is nothing more rewarding than seeing an associate start in an entry-level role and, through hard work and support, build a meaningful career. I’ve had the privilege of attending a Marriott General Manager conference and seeing a former colleague, Steven Kuehn, there as a peer! Years ago, he started as a shuttle driver. Today, he leads his own hotel. Moments like that are the reason so many of us choose this industry.
We are operating in a time when the traditional career path is shifting. It seems fewer people are focused on long-term tenure with one company, and the labor market continues to present challenges. But that reality only reinforces what I believe to be true: our associates are our most important asset. Period.
Not everyone who joins our team is looking for a lifelong career, and that’s OK. If someone is working part-time while in college, then our responsibility is to make this the best job they’ve ever had. If another associate discovers a passion for hospitality and chooses to grow with us, then we must provide the tools, the coaching and the opportunities to help them reach their goals.
Leadership, to me, isn’t about having all the answers. It’s about creating an environment where people feel valued, supported and inspired to do their best work whatever their path may be. It’s about recognizing potential and helping others see it in themselves.
At the end of the day, I hope our team knows how important they are. Not just in the work they do, but in the culture they help create and the community we serve. Because when people feel seen, supported and connected, everything else, service, success and growth, naturally follows.
Karen Pionk is general manager of Sheraton Duluth Hotel.
