Insights From the C-Suite: Ann Christenson, CHRO, Aimbridge Hospitality

As part of a new, members-only series, Women Leading Travel & Hospitality is asking industry executives about their professional journeys, mentorship, how they stay up-to-date on the latest industry technology and trends, how they take care of themselves, and so much more. This week, insight comes from Ann Christenson, chief human resources officer, Aimbridge Hospitality.

Women Leading Travel & Hospitality: Can you share a specific instance where you successfully navigated a major change or challenge, highlighting the key lessons learned and how they shaped your leadership approach?
Ann Christenson: Challenge is my middle name. If you want to ignite something in me, tell me it’s not possible. One of the greatest challenges I had in my career that truly helped define who I am as a leader today came when I was in healthcare. I was four months into my role as the vice president of HR for the healthcare system and the CEO called to tell me he was restructuring the leadership team, and that I would now be responsible for not only HR but also all administrative services, from security to facilities to our laundry and incineration business and even construction management.

I remember vividly my first thought at that moment was, “What do I know about any of these things and why does he think I can lead all of them?” The greatest challenge in that role was that the construction team I was overseeing was also the team leading the construction of a $494 million medical center. That experience and exposure, and the trust in me and my abilities by the CEO, shaped who I am today. I had to think beyond the traditional idea of HR. Now I’m someone who will use my voice, see opportunity, and not be afraid to take on new challenges. 

Today I don’t consider my job to simply be HR. I’m driving the business of Aimbridge forward. Some days that’s the people component, sometimes it's more operational or transformational. As a strategic leader in third-party hospitality management, I know our best resource is our people. If we don’t have the right strategies in place to develop, attract, retain and grow our talent, we will never be what we promised to be to our owners. 

WLT&H: How have mentorship and sponsorship played a role in your professional development, and how do you actively engage in cultivating talent within your organization?
AC: The best part of being in HR is watching others have their moment in the sun and opportunity to grow. As a leader in HR, I’m in a place where I get to see talent across the entire organization. I’m not focused on just one department or division. There’s something really special about helping to open doors for people and directly mentor them, to make them better at their craft, and to help them see what’s possible. Every company I’ve ever been part of has invested heavily in mentorship, including Aimbridge. That support from others is how I got to where I am today. I’ve also lived this myself. My career started because of an internship and every step of the way has been supported by people who have been willing to give me a chance to do something I never dreamed of. I think it’s so important to give back to others and continue that cycle. Therefore, I’ve committed to helping people see their own individual path to success in any role they might have with the company.

Another part of this in HR is sometimes being able to watch this growth behind the scenes. I cannot tell you how many people I’ve been able to see take those important steps in their career because of decisions I’ve made, and they have no idea I helped contribute to that journey. It’s powerful to influence the lives of others when they don’t even know what role you had in doing so. 

WLT&H: How do you maintain a healthy work-life harmony, and what strategies do you employ to prioritize your well-being amidst high-level responsibilities? How do you ensure your team does the same?
AC: I’ve always felt like work and life should blend together so you can be healthy, happy and fulfilled. What matters most has changed for me over time, and my focus is on my kids first and foremost. I’m raising five boys who have given me an entirely different perspective and purpose in life. I have a busy, big job, which I love, and I’m a better mom to my kids and a better partner to my husband because I’m doing something I love.

When you think about how to blend all of that together, you’re always going to feel like you could be doing more for someone. Sometimes you’re making time for work calls when your kids are having fun and playing in the background, and sometimes you’re making time for one of your kid’s football games and missing the call. One word I always feel fits for Aimbridge is family. Our leaders are focused on what it means to be a family to our team and spend time with their own family. I make sure to prioritize those things.

When you model that behavior, others within your organization are going to see how you find time to have these priorities. It’s important to me to show that to my team. Work is always going to be there, but we’re also people with personal lives and things to do and we can’t pretend we don’t have that. I want to bring that into my team and be transparent so people know the distractions are there sometimes and you’ve got to find a way to make different things happen all at once. You find a way to survive in chaos.

WLT&H: How do you stay informed about industry trends and emerging technologies, and what role does continuous learning play in your ongoing personal and professional development?
AC: In HR you have to be connected and pay attention to all that’s going on around you to understand what people need and want from their jobs. I love being on top of global trends around people, and people technology in particular. One of the things I’ve gone all-in on at Aimbridge is digital HR transformation. The biggest investment we make aside from people is our technology suite and understanding ways we can give our employees a better experience and a better life.

Aimbridge was a trendsetter in the hospitality industry with a shift-sharing initiative, which helped to “gigify” shifts at hotels following a more global trend. Our company wasn’t the first to do it, but I’m proud that we were the first to find a way to make this work in hospitality. Our people wanted more flexibility and I spearheaded this technology to make it happen. Now I’m looking at ways to use artificial intelligence in the people segment because we know the jobs we offer are going to change and transform through that technology. I want to help our teams become more efficient and effective. With AI there’s this open door to potentially offer different services, tools and experiences to employees that enable everyone to be better and make a greater impact.