Name: Karen V.
Position: General Manager
Hotel: Sheraton Brussels Airport Hotel

At Marriott, leadership isn’t defined by titles, it’s shaped through curiosity, courage, connection, and a deep commitment to taking care of others. We sit down with Karen, General Manager at the Sheraton Brussels Airport Hotel, whose career has been built on these leadership qualities and a passion for community impact.

Her story is the perfect example of what it truly means to grow, lead, and inspire at Marriott. 

Beyond work, Karen loves quiet outdoor moments to unwind after busy weeks, often accompanied by her dog. Walking, jogging, and biking help her rest, and when she wants a challenge, a 10km run is her go-to. Favorite destination? Karen loves to visit her best friend in New York City, where she feels at home.

Keep reading to learn more about Karen and the leadership golden rules that have taken her to the top of the hospitality game.

What does curiosity mean to you as a leader?

I believe curiosity is the most important part of our career development and evolution. When you ask questions, you show that you are interested in something. It demonstrates commitment, engagement, and a desire to develop yourself or learn more – that you can handle more.

How do you spot than in talent?

Curiosity shows the rest of the company that you are willing to move forward. If somebody comes to me asking questions about a topic that is maybe not directly linked to their department or daily tasks, it shows me that there is more in that person or more to develop.

How do you create an environment where people feel safe to speak up and foster a strong feedback culture?

Our job is all about communication. I know it may sound like a stereotype, but the open-door policy and transparency are the most important characteristics of a good leader. This is one of the things I immediately make clear on the first day, I tell them: please speak up if you have a problem, an idea, a comment, or if you see things we can do better. Please let us know, because we can learn as much from newcomers who don’t know what we are doing as they can learn from us.

How would you describe your leadership style?

I’m a participative manager, which means I like to integrate team members in the decision-making process. If you ask for opinions and comments instead of just implementing decisions and saying “this is how it is,” it gives your employees the feeling that their opinion matters. They feel empowered, engaged, and more satisfied because you really integrated them in important strategies, decisions, or approaches.

What does ‘Serve 360 & Take Care’ mean to you?

It’s a very important part, not only because I’m the chair of the Benelux Business Council where we talk a lot and do a lot for local communities, but also on a hotel level. Serve 360 is how we think further than only the four walls of the hotel, that we try to do good for the community in every direction, whether it’s helping people or in terms of sustainability.

It is part of our daily management, but it also brings people together. If we organize something with the hotel team to raise money for a local charity organization, or if we do a collection of clothes in winter for the homeless, these types of initiatives bring the hotel team together.

What advice would you give young talent who want to break in hospitality?

To look around, to observe, to chase their dreams, and maybe to be a bit more patient. Because chasing your dreams is good and I can only applaud it. But sometimes to achieve your goal or your ultimate dream, it needs a bit more time than just a couple of months before getting there.

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