The boutique hotel that leads with heart

After 33 years scaling brands like Hilton and Marriott, Glen Williams recently stepped into the top spot at Hotel Hartness in Greenville, SC. As the new general manager of this 449-acre family estate, he blends big-brand precision with the intimate soul of a former private residence. Here, he shares the art of the takeover: how to honor a property’s family roots while steering the property toward growth in the modern luxury space. 

—Interview by Jennifer Glatt, edited by Bianca Prieto

You’ve led major portfolios for major brands; what was the very first "hidden" detail you looked at to gauge the guest experience at an independent estate like Hotel Hartness? 

The hidden detail lies within the Hartness family and the employees. [Patriarch] Thomas Patterson (Pat) Hartness and Sean Hartness [CEO] are very involved in the hotel. They are interactive with the employees when they are on property; most hotel owners don't involve themselves with line-level employees. Sean and Pat try to build relationships with the team; I often see Sean or Pat conferring with a restaurant server or a bartender. It's obvious that they care for the well-being of our employees.

This hotel is the Hartness family's actual former home. How do you distinguish between a "sacred" family tradition and a process that’s just ready for a modern upgrade? 

I don't think you need to distinguish between the two. We embrace the history of this wonderful manor as part of the modern tradition of the hotel; they work wonderfully together. The way the hotel is built provides an almost seamless transition from the past into the contemporary.

After 33 years with big brands, what is one "corporate habit" you had to intentionally drop to succeed in a high-touch boutique environment?

I have been fortunate to work with really good owners in my experience, [and] never viewed myself as having corporate habits. I have always been accountable to ownership. The main difference comes back to the Hartness family and my accountability to them to continue with the success of this wonderful facility. Decision-making becomes quicker in this environment; there are more levels with the brands. I can literally pick up the phone and talk with the owner about a big decision instead of trying to find two or three people who have to sign off on things.

How do you identify which members of an inherited team are the "culture carriers" worth building around versus those who might struggle with a new vision?

We want to be the best hotel, restaurant and spa in the Southeast. We have four core values that we live by: Honesty, Accountability, Return on investment and Thoughtfulness (we “lead with H.A.R.T.”). It becomes clear very quickly if a team member is not on board with these values. I have to say that the majority of the team in place certainly abide by those values already.

What is your best tip for a new GM taking over a legendary property who needs to earn the staff's trust without being afraid to make big changes? 

Get to know the staff first, ask questions, work with them, attend stand-up meetings, let them know you are there for them. As that trust builds, the team becomes more cohesive, and the vision becomes clearer. That's when the magic starts.

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Mint Pillow is curated and written by Jennifer Glatt and edited by Bianca Prieto.