An Interview With Cynthia Corsetti
Enhanced Innovation and Problem-Solving: Empathy promotes a culture of inclusivity and collaboration. When people feel heard and valued, they are more likely to contribute creative ideas and work together to solve problems in innovative ways.
Empathy, the ability to understand and share the feelings of another, is increasingly recognized as a pivotal leadership trait. In an ever-evolving business landscape, leaders who exhibit genuine empathy are better equipped to connect, inspire, and drive their teams towards success. But how exactly does empathy shape leadership dynamics? How can it be harnessed to foster stronger relationships, improved decision-making, and a more inclusive work environment? As part of this series, we had the pleasure of interviewing Sloan Dean.
Sloan Dean is an award-winning hospitality professional and CEO & President of Remington Hospitality. Dean joined Remington Hospitality in January 2018 as Chief Operating Officer before being promoted to his current CEO role in November 2019, thus becoming the youngest-ever non-founder CEO of a Top 10 hotel management company in the US ever. Under Dean’s leadership, the company has grown more than 100% over the last 6 years. Dean has been named one of Dallas’ Top CEOs multiple times by D Magazine and is a Top 30 CEO award winner in the City of Dallas. A graduate of the Georgia Institute of Technology, Dean drives financial results and fosters an accountable and driven culture at the third-party management company, which currently manages approximately 150 hotels across the US & Latin America with annual revenues of over $1.5 billion. Prior to joining Remington Hospitality, Dean worked with established companies Ashford Inc., Interstate Hotels & Resorts, Alliance Hospitality Management, Noble Investment Group, InterContinental Hotels Group, and Oliver Wyman. He is active in the hospitality community and is a member of the Young Presidents Organization, AH&LA Board of Directors, Marriott MINA Board Member, and VisitFtWorth Board of Directors. Outside of the office, Dean is a wellness and fitness enthusiast and enjoys spending quality time with his family.
Thank you so much for joining us in this interview series. Before we dive into our discussion about empathy, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?
Certainly! I grew up in a small town in northeast Georgia, and I was always math-oriented. I earned a degree in industrial systems engineering with a minor in finance from Georgia Tech. Industrial systems engineering, as I learned, is the most business-oriented type of engineering, focusing on process and efficiency. During college, co-ops were required for graduation, so I started working in telecom with BellSouth and General Electric, where I quickly realized that telecom and manufacturing weren’t my paths. This realization pushed me to explore other industries, eventually leading me to Oliver Wyman, where I discovered my passion for revenue management in the hotel industry. From there, I began my journey in hotels with IHG and moved through various roles at Noble Investment Group, Alliance Hospitality Management, Interstate Hotels & Resorts, and Ashford Hospitality Trust.
Throughout my career, my goal was always to become a CEO. This ambition guided my decisions, including seeking opportunities that would broaden my experience and prepare me for leadership. Joining Remington in 2017 as SVP of Revenue Optimization and Underwriting, and eventually becoming CEO and President in December 2019, was the culmination of a deliberate plan to gain a diverse range of experiences and build the skills necessary for top leadership roles.
Can you share the most interesting story that happened to you since you started your career?
At 36, I was appointed as the new leader of Remington by the Board, a decision that caught many by surprise, though I had confidence in my readiness for the role. As I approach my eighth year with the company, I’ve gained valuable experience in the industry, but being named leader on January 1, 2018, was still a surprise to many.
What do you think makes your company stand out? Can you share a story?
To me, what truly makes Remington Hospitality stand out is our commitment to fostering a high-performance culture where passionate people thrive. Our emphasis on setting clear goals and providing continuous growth opportunities ensures that everyone has a clear path to success. What sets Remington apart is our dedication to empowering associates through best-in-class programs and partnerships. By offering robust support and resources, we not only attract top talent but also create an exceptional work environment.
You are a successful business leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?
- Authenticity: Being genuine is incredibly important to me. I strive to lead with honesty and transparency, and I think people respond positively when they see an authentic leader. This approach not only builds trust but also fosters stronger connections within my team.
- Approachability: Being approachable has been key to building strong relationships within my team. By fostering an open and welcoming environment, I encourage team members to share their ideas and concerns. This has cultivated a culture of collaboration and trust, which is crucial for effective leadership. For instance, I prioritize having a casual sit-down with each management team I visit — which has become a cornerstone of my leadership approach, illustrating that open-door conversations can greatly inspire and engage a team.
- Mentorship: I firmly believe in the power of mentoring and promoting from within. By focusing on mentorship, I aim to create pathways for growth that uplift our team members and foster a supportive environment. This dedication to investing in people has not only helped me build stronger, more resilient teams but has also been a key factor in my success as a leader.
Leadership often entails making difficult decisions or hard choices between two apparently good paths. Can you share a story with us about a hard decision or choice you had to make as a leader? I’m curious to understand how these challenges have shaped your leadership.
We have had the chance to buy multiple competitor management companies that have since been acquired by our competitors like Aimbridge, PM Hotel Group, Hotel Equities, etc. We have to stay disciplined to not overpay for mostly ‘for convenience’ termination rights contracts simply to grow faster. Remington could have grown much faster through mergers and acquisitions like Aimbridge has done, but we have been very intentional about organic growth. We want to maximize performance for the clients and partners we already have. Absent asset sales and/or recapitalization events, we have only lost three contracts over the last four years. Our contract churn is incredibly low, and we want to keep it that way as all fee income is not good income in third-party hotel management. Only Remington and two or three of our key competitors understand that.
Ok, thank you for that. Let’s now jump to the primary focus of our interview. Let’s begin with a basic definition so that all of us are on the same page. How do you define empathy in a leadership context, and why do you believe it’s a vital trait for leaders to possess in today’s work environment?
In a leadership context, I define empathy as the ability to genuinely understand and connect with the experiences, emotions, and perspectives of others. It’s about looking beyond your viewpoint and truly listening to your team, acknowledging their challenges, and valuing their contributions. This is particularly vital today, as the modern work environment is more diverse and dynamic than ever, with people from various generations, backgrounds, and life experiences coming together.
Empathy is crucial because it helps bridge the gaps between these different perspectives, allowing leaders to foster a more inclusive and supportive culture. For instance, I’m deeply passionate about understanding the generational divides and the unique motivations of Gen Z workers, who are often misunderstood or misrepresented. Empathy allows me to lead with compassion and recognize the individual needs of my team, which is essential when addressing challenges like staffing shortages or creating pathways for underrepresented groups.
Can you share a personal experience where showing empathy as a leader significantly impacted a situation or relationship in your organization?
Empathy and accountability go hand in hand, and I believe this is a key insight for effective leadership. Over the past year, we’ve made some difficult decisions regarding changes to our team as part of our ongoing evolution. Throughout this process, we ensured that those transitioning from the organization were treated with the utmost respect and gratitude for their contributions. While the leadership that helped us reach this point has been invaluable, we recognize that to achieve continued success, it’s sometimes necessary to bring in fresh perspectives and we are confident that these strategic changes will help us continue our journey toward becoming a best-in-class organization. At Remington Hospitality, we pride ourselves on promoting from within, but we also understand that evolving leadership is essential for sustaining our momentum and reaching new heights.
How do empathetic leaders strike a balance between understanding their team’s feelings and making tough decisions that might not be universally popular?
As an empathetic leader, one of my key focuses is striking the right balance between supporting my team and making difficult decisions that may not always be well-received. The dynamics of today’s workforce are nuanced, with each generation — from Baby Boomers to Gen Z — bringing its own distinct motivations, work ethics, and expectations. I’m passionate about fostering understanding across these generational divides, ensuring that younger voices are both heard and respected, particularly when they are often misunderstood. Empathy allows me to deeply consider the perspectives of different groups, helping me make more informed, thoughtful choices that resonate with my team.
How would you differentiate between empathy and sympathy in leadership? Why is it important for leaders to distinguish between the two?
In leadership, empathy and sympathy are often confused, but they serve different roles and have distinct impacts on how we connect with our teams. Empathy involves actively putting yourself in someone else’s shoes, and deeply understanding their feelings, perspectives, and challenges. It’s about being present, listening without judgment, and using that understanding to guide your actions and decisions.
Empathy builds trust, encourages open communication, and nurtures a collaborative culture by inspiring leaders to actively engage with their teams and provide meaningful support. In contrast, sympathy involves feeling sorrow for someone’s situation without necessarily sharing or fully understanding their experience, which can unintentionally create distance rather than fostering connection.
For leaders, this distinction is critical — while sympathy shows care, it often lacks the depth needed to inspire meaningful change. Empathy helps leaders navigate complex issues by understanding the unique needs of individuals and shaping initiatives that promote inclusivity and growth. By leading with empathy, we cultivate environments where people feel truly seen, understood, and motivated, transforming understanding into action that genuinely supports the team.
What are some practical strategies or exercises that leaders can employ to cultivate and enhance their empathetic skills?
Leaders can cultivate their empathetic skills through practical strategies like active listening, where they focus fully on what their team members are saying without distractions, showing respect and a genuine desire to understand.
Perspective-taking is another key exercise, where leaders consciously put themselves in others’ shoes, asking reflective questions like, ‘How would I feel in their position?’ Regular check-ins that go beyond work topics, creating space for open dialogue about personal well-being, can also strengthen empathetic connections.
Engaging in empathy-building workshops, role-playing exercises, or even reflecting on moments when they felt understood can help leaders refine their empathy. These practices foster a deeper connection with team members, enabling leaders to navigate diverse perspectives, build trust, and create a more inclusive and supportive workplace.
How can empathy help leaders navigate the complexities of leading diverse teams and ensure inclusivity?
Empathy is crucial when leading diverse teams, especially in an industry like hospitality which is traditionally dominated by white male leadership. I’m passionate about mentoring and promoting from within, and our efforts aren’t just about hiring more diverse talent but ensuring that they have the support and resources to grow.
This means going beyond quotas and creating programs like our partnership with the Department of Labor and the Hotel and Lodging Association, where we mandate that 50% of participants are minorities or women. Understanding the inherent biases and socio-economic hurdles that diverse candidates face allows us to create opportunities that truly level the playing field.
Based on your experience and research, can you please share “5 Ways Empathy Will Affect Your Leadership”?
- Stronger Team Connections: Empathy helps you build deeper, more authentic relationships with your team members. By understanding their perspectives, challenges, and needs, you create a sense of trust and belonging, leading to more cohesive teams.
- Improved Communication: When you lead with empathy, you listen actively and encourage open dialogue. This fosters an environment where team members feel comfortable sharing their ideas and concerns, leading to clearer, more effective communication.
- Increased Motivation and Engagement: Empathetic leaders recognize individual strengths, challenges, and motivations. By addressing these factors, you can better support your team, boosting their morale and engagement.
- Conflict Resolution: Empathy enables you to navigate conflicts with greater understanding and sensitivity. By considering the perspectives of all parties, you can mediate disputes more effectively, finding solutions that satisfy everyone involved.
- Enhanced Innovation and Problem-Solving: Empathy promotes a culture of inclusivity and collaboration. When people feel heard and valued, they are more likely to contribute creative ideas and work together to solve problems in innovative ways.
Are there potential pitfalls or challenges associated with being an empathetic leader? How can these be addressed?
Being an empathetic leader is a powerful approach to fostering a supportive and collaborative environment, but it does come with its own set of challenges. One potential pitfall is the risk of becoming too emotionally invested in your team’s issues, which can lead to burnout or difficulty in maintaining professional boundaries. Another challenge is balancing empathy with the need to make tough decisions that might not always be popular.
To address these challenges, it’s crucial to maintain a balanced approach to leadership. For example, my commitment to fitness and wellness plays a significant role in how I manage these demands. By adhering to a consistent routine that includes tracking my circadian rhythm to optimize sleep, waking up early for meditation, and fitting in a workout, I ensure that I remain energized and centered. This personal discipline helps me stay grounded, enabling me to approach leadership challenges with a clear mind and a balanced perspective.
Additionally, setting boundaries and practicing self-care are essential strategies. Regularly engaging in wellness activities allows me to recharge and maintain my own well-being, which in turn supports my ability to lead effectively and empathetically. By fostering resilience through personal routines and self-care, I can better navigate the complexities of empathetic leadership and remain both supportive and decisive.
Off-topic, but I’m curious. As someone steering the ship, what thoughts or concerns often keep you awake at night? How do those thoughts influence your daily decision-making process?
As someone steering the ship, my thoughts often revolve around navigating uncertainty and ensuring that we’re prepared for whatever challenges may come our way. I’m an optimist by nature, and I view hardship as a catalyst for growth — like weights that build muscle. Every struggle we face, no matter how daunting, presents an opportunity to learn and strengthen our team.
Reflecting on the past two years, I wouldn’t want to relive those moments, but I am grateful for the resilience and opportunities that have emerged from that period of crisis. For example, we’ve seen travel demand surge to unprecedented levels, which reminds me that perseverance and adaptability are crucial. These thoughts influence my daily decision-making by encouraging me to approach every challenge with a mindset that looks for the silver lining, guiding our strategies to not just survive but thrive in the long run.
You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. 🙂
If I had the opportunity to start a movement that could bring the most good to the most people, it would be focused on reshaping how we view and engage with generational differences in the workplace. There’s often a lot of talk about Millennials and Generation Z being “entitled” or “lazy,” but in my experience, that narrative often stems from a misunderstanding by older generations. I believe it’s important to move beyond these stereotypes, as they don’t reflect the reality of these younger workers. Millennials and Gen Z are eager to understand the “why” behind decisions, but at times, older leaders may not fully provide that context. They also want to feel that their work is making an impact and creating value in real-time. The shift in the workplace is not necessarily about younger workers but about how leaders engage with them.
I see my age as an advantage, especially after seven years as CEO. It allows me to connect with both my Boomer and Gen X colleagues, as well as the younger generations within our workforce and customer base. I’m passionate about understanding how generational influences shape the workplace, and while diversity in race, culture, and gender gets a lot of attention, I believe generational differences are equally important and often overlooked or misunderstood.
How can our readers further follow you online?
https://www.linkedin.com/in/sloandean/
Thank you for the time you spent sharing these fantastic insights. We wish you only continued success in your great work!
About the Interviewer: Cynthia Corsetti is an esteemed executive coach with over two decades in corporate leadership and 11 years in executive coaching. Author of the upcoming book, “Dark Drivers,” she guides high-performing professionals and Fortune 500 firms to recognize and manage underlying influences affecting their leadership. Beyond individual coaching, Cynthia offers a 6-month executive transition program and partners with organizations to nurture the next wave of leadership excellence.
Sloan Dean Of Remington Hospitality: 5 Ways Empathy Will Affect Your Leadership was originally published in Authority Magazine on Medium, where people are continuing the conversation by highlighting and responding to this story.