This article was originally featured in the November 2025 edition of WorkLife Business News which you can view here!
Written by Nicola Forshaw, Group Director of Talent and Culture, The Lancaster Landmark Hotel Company.
When you think about what sets apart a world-class luxury hotel, your mind might go first to its grandeur, its culinary excellence, or the warmth of its welcome. At The Landmark London, we’re proud of all of those things. But when we were named the UK’s number one hotel to work for by Best Companies and featured on The Sunday Times “Best Places to Work” list in 2025, the reason was clear: it wasn’t chandeliers, marble lobbies, or outstanding dishes that brought us here. It was leadership.
Leadership, when lived with authenticity and consistency, is the single most transformative factor for both people and performance. It shapes culture, drives engagement, retains talent, and ultimately creates the business results we are all striving for. Too often, it’s described as “soft.” In reality, it’s the sharpest commercial edge an organisation can have.
Let me share a few reflections on what leadership looks like at The Landmark London, how it fuels both people and profit, and what any senior leader can take from our journey.
Leadership Must Be Visible and Personal
Leadership here doesn’t happen from behind a desk. Every single team member at The Landmark London is welcomed personally by me and our CEO, Fergus Stewart, and the rest of our Executive team during their induction, or as we call it their welcome. We share our values, our history, and most importantly our vision for the future, we continue to remain present, approachable, and involved in day-to-day life across the hotel, as well as hosting event which include getting to know you breakfasts and welcome to work surprises.
This matters. Why? Because it removes distance and builds trust. When team members feel that their leaders are accessible, invested, and human, they’re far more likely to bring their full selves to work. The commercial impact? Higher engagement, lower turnover, and a reputation as an employer of choice.
For senior leaders everywhere: ask yourself, when was the last time your new hires saw you, heard from you, or felt your presence directly? Visibility is not symbolic – it’s strategic.
Leadership Means Listening, Not Just Talking
At The Landmark London, we have formalised listening into our leadership approach. From anonymous engagement surveys to “Communication Teas” (our monthly all-team forums) and cross-departmental task forces, we’ve built channels where voices from every level can be heard.
And here’s the critical piece: we act on what we hear. When team members see their feedback translated into changes – whether that’s wellbeing initiatives, improved rotas, or community projects – they know their contribution is valued. That breeds loyalty.
For senior leaders, this is a competitive advantage hiding in plain sight. Listening is free, but it delivers extraordinary returns: better decision-making, early warning signals on risk, and a culture of innovation.
Recognition Is Leadership in Action
Recognition is one of the simplest and most powerful expressions of leadership. At The Landmark London, our digital reward platform -VIPerks- enables team members to nominate peers, accumulate points, and enjoy memorable rewards. But while the technology supports us, it’s the leadership behaviours that make it stick.
Eight nine percent of our team members tell us they have confidence in management, which is an incredible 17% higher than the industry. That’s not a statistic we take for granted; it’s a deliberate outcome of a leadership culture that notices effort, celebrates wins, and says thank you.
The ROI is clear: recognition drives motivation, which drives service excellence, which drives guest satisfaction and revenue. For senior leaders, the lesson is simple: make recognition habitual, not occasional. It costs little, but it creates immense value.
Leading Through Wellbeing Creates Resilience
The hospitality sector is demanding. It can be long hours, high expectations, and unpredictable challenges are part of the landscape. That’s why leadership here must extend to wellbeing.
Our 360° wellbeing strategy includes everything from on-site yoga and Zumba to access to mental health first aiders and a 24/7 Employee Assistance Programme. We offer financial wellbeing support, health checks, and even four-day workweeks for some teams.
The impact? A more resilient workforce, reduced absenteeism, and higher energy levels. But beyond the metrics, it sends a powerful leadership message: “We see you as people first, employees second.” In today’s market, that’s what keeps talent committed.
Leadership as a Talent Multiplier
A true test of leadership is whether it leaves behind more leaders. At The Landmark London, we’ve built an internal academy and apprenticeship programmes that enable team members to move from junior roles into management and beyond. Many of our leaders began as waiters, receptionists, or room attendants.
This is not just a “feel-good” story – it’s a sustainable workforce strategy. By building from within, we reduce recruitment costs, safeguard institutional knowledge, and retain ambition within the business.
For senior leaders in any sector: invest in development not as a perk, but as a pipeline. The best retention strategy is a visible future.
Data and Leadership Go Hand in Hand
Some argue leadership is an art. At The Landmark London, we believe it’s both an art and a science. Alongside our values-driven approach, we track data relentlessly: tenure, engagement, turnover, wellbeing metrics. This allows us to lead not by instinct alone, but by evidence.
The results speak for themselves: in an industry notorious for turnover, our average tenure exceeds five years, with a flight risk of just seven percent. That’s not just unusual – it’s commercially significant. Stability in the workforce means consistency in service, stronger guest relationships, and ultimately, repeat business.
For senior leaders, the takeaway is this: emotional intelligence and data literacy are not opposites. The strongest leaders do both.
Final Thoughts: Leadership Is the Business Strategy
At The Landmark London, we don’t see leadership as a soft add-on to the “real” business strategy. It is the business strategy. Culture fuels engagement, engagement drives performance, and performance sustains profitability.
And here’s the truth: you don’t need to be a luxury hotel to benefit from this. Whether you’re in technology, retail, healthcare, or manufacturing, the fundamentals are universal:
- Lead visibly.
- Listen actively.
- Recognise consistently.
- Care authentically.
- Develop relentlessly.
- Ground decisions in data.
Leadership is not about titles or boardrooms. It’s about the daily, deliberate actions that shape the experience of your people. Do that well, and the impact on your business will exceed any KPI.
At The Landmark London, leadership is our landmark. My challenge to senior leaders everywhere: make it yours too.
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WorkLife Business News
This article was originally featured in the November 2025 edition of WorkLife Business News which you can view here!
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