arne sorenson daughter

Arne was clearly the right choice, and it was time. “Why don’t I make you your own tree?” her dad offered, and he did. See More. Previously he was Managing Editor at Forbes and the founding business editor of NYTimes.com. I don’t recall thinking of us as rivals until a, Without Reservations: How a Family Root Beer Stand Grew Into a Global Hotel Company. Do you agree with Bill Marriott, who says there’s a real benefit to having a family member in the CEO job in a family company? I don’t recall thinking of us as rivals until a Wall Street Journalstory appeared that described us that way. During his time at Marriott, I watched him become very patient with people. You also have the option to opt-out of these cookies. Family: Wife: Ruth Marie Sorenson, four children Age: 53 Born: Tokyo, Japan Current residence: Chevy Chase, MD, 20815 In February of 2012, activists with Jobs with Justice and “Shareholder Spring” attempted to visit Mr. Sorenson in his office. Check. If something had happened to me suddenly, those deputies would have been qualified to step in. Arne Sorenson became the CEO of Marriott International in March 2012. Copyright © 2020 Harvard Business School Publishing. BETHESDA, MA—Addressing investors in a tense early morning teleconference call, Marriott International CEO Arne Sorenson reportedly told investors Thursday that he’s had a pretty good first quarter just in terms of his personal life. I didn’t have much direct contact with him in that job, but I did get to know him a bit better. Daughter Pat grew up and married Arne Sorenson. So that was a concern. My oldest son, Stephen, has a debilitating disease—he’s blind and mostly deaf. But as he moved from running hotels to working at headquarters, he seemed less happy. Dan Bigman is Editor and Chief Content Officer of Chief Executive Group, publishers of Chief Executive, Corporate Board Member, ChiefExecutive.net, Boardmember.com and StrategicCFO360. It showed how proud of you he was and also shared 15 guideposts. My first real experience with him came on the day he prepared me for a deposition. Chief Executive’s latest poll of more than 230 CEOs finds optimism in 2021 business conditions on track and steady after the tumult of 2020. I care too much about Marriott, which has been my life’s work, to make a risky choice. Since then he has founded a medical testing company, which is going to be very successful, and he also serves as the CEO of JWM Family Enterprises, a family trust that he founded, which owns and operates 16 hotels. He was obviously very smart and articulate. Arne had already begun to handle some of the day-to-day jobs typically done by a CEO, and I decided it was time to make the transition official. Arne lived in 1920, at address , … So in 2003, with the support of the board, we made him president of our European operations, which at the time consisted of more than 150 hotels. That would be disloyal. Then, in the late 1990s, Bill Ford came on as chairman and served as CEO from 2001 to 2006, when he brought in Alan Mulally as the chief executive. Beyond his performance, the most important thing Arne did during those years was develop his people skills. Did you receive guidance on how to develop in that area? So, as an example, if you think about the last three years, we jump into trying to buy Starwood in October of 2015, that was a very intense period where the leadership team of the company was gathered around the table. Second, I had good momentum throughout my career here, so I was never dissatisfied. 1972. So, you’ve got a period of six weeks or so where you’re working like dogs to try and figure out as much as you possibly can and, then, ultimately, get to a place where you decide to disclose and what the strategy is around disclosure. The directors became very supportive of him, and he performed well. The conversation around the table was robust, transparent—but not uniform. The prior deal would have been $1 billion. It is just one of many polling places across the country. After all, I’d literally learned the business visiting restaurants with my father as a young boy, and I’d worked part-time in different jobs at the company since I was 14. A $13 billion deal—the largest in the company’s history—for rival Starwood? 3. The Idea:For decades Bill Marriott expected that his son would become the third generation to lead the global hotel company. But I never felt that with John. As expected, Sorenson replaced him, becoming the first non-family member to head Marriott. It’s been more than a year since Arne officially took over, and I’m quite happy with how the process has turned out. He writes here about meeting Arne Sorenson, hiring him, and grooming him to become the current CEO. Taken together, it’s a bravura performance that led our selection committee (see p. 8) to name Sorenson Chief Executive’s 2019 CEO of the Year. First is my relationship with Bill Marriott—he’s been a great boss and a mentor. I was only 32 and had worked at the company full-time for just eight years. He’s put himself on record advocating for infrastructure investment, tax reform, LGBT rights, immigration, diversity—and simple decency (political and otherwise). The culture here is much different from a law firm, where everyone has the same educational background and a lot in common. After World War II, Sørensen was a member of the Danish Parliament and Minister of Ecclesiastical Affairs . The case involved a lot of incredibly complicated financial details, and Arne helped me first to understand and then to explain them so that they sounded simple. He doesn’t want to be tied to his desk. Revenue jumped from $12.7 to almost $21 billion over the past five years (through the end of 2018), while adjusted earnings per share were up 178 percent during that time. These cookies will be stored in your browser only with your consent. Marriott opens its first international hotel in Acapulco, Mexico. In 2002 he joined our board. I have four children, and I had always hoped that one of them would succeed me as CEO, just as I succeeded my father. Two-year-old Debbie Marriott, Bill and Donna’s daughter, snips the ribbon. He currently oversees all our hotels in the eastern United States, from Maine to New Orleans. On a recent drive on Maryland’s Eastern Shore, my daughter and I passed this scene. Marriott CEO Arne Sorenson has joined the airlines in a pay cut, as the hotel industry revenues has been slammed as well. That leaves my son John, who is 52. Sorenson isn’t missing his morning workouts, and said he … That’s not all. And although succession is ultimately the board’s decision, I believe that if I’d pushed, the directors would have been willing to give John a chance too. A series of labor strikes across the U.S.? But that didn’t make it a horse race between him and John. But as time went on, Bill Marriott realized that it wasn’t the right fit—for either John or the company. This is an 85-year-old company that until 2012 had had only two CEOs, and our family’s involvement provides a great sense of continuity. He obviously had deep insights into the hotel business, which he continues to offer as vice chairman of our board. Furthermore, our name is on the door, and that signals a level of personal accountability. But gradually he realized that he had to make a different choice. This director came to think that the executive VP was the wrong choice, and he urged my father to make me CEO. That’s especially true at Marriott, where we fill most jobs from inside, which gives people an awareness of the potential to move up. Tell me about your relationship with John Marriott. Karl Siver Sorensen was born on month day 1923, to Niels Peter Johannes Sorensen and Nielsine Cattrine Sorensen. Although I miss working with him on a daily basis, in some ways our relationship is better now that we’ve gotten the question of succession out of the way. As I watched John adapt to this role, I could see that he wasn’t having much fun. He ran restaurants, ran the food and beverage operations of hotels, and was the general manager of the Crystal City Marriott in Virginia. That isn’t the life for him. I don’t mean to sound immodest, but over the years I had inquiries from most of our global competitors about either their top job or a very senior job, and I never contemplated taking any of them. Customers, too, appreciate companies that have a human face, and that face is easier to see if it’s the face of a family member whose name is over the door. We brought him in to head our mergers and acquisitions team. “This issue has gotten far too politicized, which is a tragedy,” Sorenson said during the meeting. “Marriott’s exceptional EPS growth track record in a rapidly changing sector is a testament to the leadership and strategic vision Mr. Sorenson has provided throughout his tenure,” said CEOY selection committee member Dan Glaser, CEO of Marsh & McLennan Companies. Photography: Getty Images/Bloomberg The Idea:For decades Bill Marriott expected that his son would become the third generation to lead the global hotel company. Third, I didn’t like the notion of taking my expertise and going to work for a competitor. Our associates view their connection with Marriott in a way that’s deeper than if the family weren’t involved. In 1998 our chief financial officer left, and although Arne wasn’t an obvious choice for that position, we moved him into it. That’s not the way I’m built. We’re going to be transparent with our customers. This category only includes cookies that ensures basic functionalities and security features of the website. And John is far happier in what he’s doing now than he ever could have been running a $12 billion company. My son John devoted his heart and soul to learning the business. There are a few reasons. This is the full obituary where you can express condolences and share memories. While I was leading the company, I often had several experienced nonfamily executives working with me. Not all my children were in the running to succeed me. I was really impressed that he could explain something so complex in a way that anyone could understand. When they built a new home in 1992, it left them with a pile of scrap cedar. A cyberhack that resulted in unauthorized access to hundreds of thousands of customers’ data—and acres of painful headlines? He devoted his heart and soul to learning the business. Prominent CEOs of public companies who think the Almighty is about more than the dollar. He was preceded in death by his parents; his step-daughter, Mollie Page; his granddaughter, Cora Page and his brothers, Kåre Haugen and Arne Haugen, both of Norway. When I became the head of Marriott, in 1964, many people were surprised. The family helps engender a kind of loyalty. (An edited interview with Sorenson accompanies the article.) Marriott CEO Arne Sorenson said coronavirus 'is like nothing we've ever seen before' and is having a greater toll than World War II on the hotel industry, as he axed his salary to save the firm. He’d enjoyed being in the field; now the pressure built on him to be in the office every day, attending long back-to-back meetings and focusing on administrative work. But as time went on, I realized that it wasn’t the right fit—not for John, and not for Marriott. Have you looked at how other companies have transitioned from family CEOs to nonfamily CEOs? I look at Ford Motor Company, which family members ran from its founding until 1979, when a series of nonfamily CEOs took over. When I think of a litigator, I don’t see someone who’s putting his arm around people, coaching and counseling and loving them, supporting and promoting them. When you’re talking about the past few years for Marriott International and its CEO, Arne Sorenson, it may be easier to talk about what hasn’t happened than what has. I first met Arne Sorenson, who eventually succeeded me, in 1993. In both circumstances, you’re bred first to listen. All rights reserved. The worst news came on May 3, when the company announced Sorenson, 60, had been diagnosed with stage 2 pancreatic cancer and would soon begin treatment. HBR asked him to reflect back on the succession process. It is mandatory to procure user consent prior to running these cookies on your website. He was personally recruited into the company in 1996 by Bill Marriott (our 1988 CEO of the Year) after representing Marriott in a lawsuit a few years earlier. What follows is edited for length and clarity: It starts with a great team. I don’t believe in horse-race succession—it’s disruptive, and the person who loses inevitably ends up leaving the company. There, in some respects, I am involved in the conversations daily but not necessarily bringing more expertise to that set of challenges and questions than a whole bunch of people at the table. Chief Executive’s publications are designed to help CEOs do their jobs better and run their businesses more effectively. In turn, this gave them the pluck to advise the CEO on which direction the company needed to go and how it will get there. I recognized that Arne had great potential, but he didn’t have any experience in the operations side of the hotel business. Very different kinds of decisions, but every one fundamentally dependent on the right team around the table. We are not going to pay attention to the short-term ramifications of this because the name of the game is to maintain the trust that we have, and maybe even build on the trust we have by telling them what we know, by telling them as we learn more, what more we learn. By 2011 I was approaching 80. I imagine Sorenson receives regular executive physicals.. Sorenson, 60, received the diagnosis from a medical team at Johns Hopkins Hospital in Baltimore after a series of tests. The job gave him broader exposure to employees away from our headquarters—to general managers and frontline workers. Some of them were probably viewed as potential successors, but I was in no hurry to give up the job. He went on to work in nearly every part of the business over the next 30 years. During a meeting of the American Hotel & Lodging Association (AHLA), Marriott CEO Arne Sorenson said everyone wearing facial coverings would provide confidence to visitors that the property is following all health and safety guidelines. Feb 14. His father was a Lutheran missionary, and Arne was born in Japan while his parents were doing missionary work. In that kind of classic circumstance, the CEO ultimately has got to say, “Okay, how am I going to resolve this less-than-totally-synthesized bit of input I’m getting and decide what kind of bet the company should make?”. I know that some of our lodging competitors tried to hire him for very senior roles. We all shop at Target, but who is Mr. Target? I began to think about Arne as a potential CEO. Yet, somehow, he’s largely avoided the public tar-and-feathering that keeps many CEOs on the sidelines in these bruising times. He has tremendous potential, but at the moment, he is still learning. In 1989, when I was 57, I suffered a heart attack, and I began to think a little more seriously about succession. If I’d followed my own heart, I probably would have chosen John as my successor. Many companies have mandatory retirement at 65, and a lot of CEOs today are retiring in their fifties. Karl had 5 siblings: Tore Ingeberg Sorensen , Elis Sofie Magdaline Sorensen and … Yet, on Sorenson’s busy watch, Marriott International has exploded in value. He’s often thoughtful, and he’s a good listener. This was $13 billion and change. By 1998, he’d been named CFO (“a risky move even in a pre-Sarbanes-Oxley world,” he says) and was named CEO in 2012—the first nonfamily member to hold the job in the company’s history. The 60-year-old Sorenson will continue to lead the company while he undergoes treatment. Earlier today, President and CEO Arne Sorenson shared this message w... ith Marriott International associates regarding the events at the U.S. Capitol yesterday. He oversaw all our sales efforts as an executive vice president, and then he became president of North American Lodging, which gave him total responsibility for our largest business. Two of his sons have worked for the company for many years, and one of them, John, seemed destined to succeed his father. And if a family company chooses its first nonfamily CEO, that doesn’t necessarily mean no family member will serve as its top executive in the future. Here are some edited excerpts: HBR:Do you remember the first time you thought about yourself as a potential CEO? Harvard Business Publishing is an affiliate of Harvard Business School. Sorenson:I’d never even contemplated being chief financial officer, let alone having a job higher than that. The company still has deep family involvement, and hopefully will have continuing family involvement, so this isn’t a dramatic change. But he wanted to try something new, not law. No. Trained as a lawyer, Sorenson had an unusual path to the corner office. As personally disappointing as that was to both of us, I had to make the right decision for the company. https://chiefexecutive.net/2019-ceo-of-the-year-marriott-arne-sorenson Any cookies that may not be particularly necessary for the website to function and is used specifically to collect user personal data via analytics, ads, other embedded contents are termed as non-necessary cookies. CEO Arne Sorenson is optimistic, even as he prepares for surgery to treat his pancreatic cancer. I believe there were people skills in his DNA, even if they weren’t immediately apparent. In 2009 Arne was promoted to president and chief operating officer. You handed over the role of CEO to Arne Sorenson in 2012, the first time the company was led by a non-Marriott. Marriott was involved in a big lawsuit, and Arne was one of the lawyers who represented us. Arne and John didn’t act like rivals, and I’m sure that if John had succeeded me, Arne would have given him a chance and stayed on in a senior role. She became a U.S. citizen, learned English and raised her bright, beautiful daughter, Iris. But the more I looked at the situation, the more I realized that John is a natural-born entrepreneur. Now, the board, of course, approves everything, but was I going to present to the board the biggest transaction by far that the company had ever done? Necessary cookies are absolutely essential for the website to function properly. Over time we both came to the conclusion that, wonderful as it would have been for me to hand Marriott off to my son, he wasn’t the right choice. Marriott was involved in a big lawsuit, and Arne was one of the lawyers who represented us. I don’t necessarily believe that the experiences of other family companies are relevant here. At Marriott our culture is focused on people, because treating one another well is essential to creating an atmosphere in which everyone treats guests well, and that’s the most fundamental element of our business. My father, who’d started the business in 1927 with a root beer stand in Washington, DC, before moving into restaurants and then hotels, had an experienced executive vice president working for him who many thought would succeed him. Yup, that too.
To offer a short summary of “Clotel : Or The President’s Daughter” by William Wells Brown it should be noted that the author presents a number of complex characters who, even though they may be recognizable literary stereotypes of the period, have equally complex relationships to … If you have any question about this novel, Please don't … Overview. “His presence among other CEOs and recognition among peers was a real standout. I worry that too many businesses today have become depersonalized. But, ultimately, a decision had to be made. Marriott International. Today she works as Marriott’s head of government relations, but she’s been in that role only a few years. Key Benchmarks for Manufacturing Companies, Joe Biden And Leadership In Turbulent Times, Leading Through VUCA: CEOs Focus On Culture, CEO Summit: How To Foster Engagement And Produce Great Leaders, Post-Pandemic Crystal Ball Sees Covid’s Changes Continuing, Resilience 2021: ‘Adapt, Improvise And Overcome’, VUCA Leadership: A Guide To Surviving And Thriving In Chaotic Times, Sign Up to Receive Chief Executive Magazine, CEO Confidence Continues To Climb In January. But in my experience, fears about retention are overblown: If you treat people well, they’ll want to stay. John just shook his head and laughed. John performed very well in all those roles. He was 20 years older than I was, and when it came to finance, he was brilliant. But he was a micromanager. By most measures, Sorenson has enjoyed extraordinary success. He worked extremely hard, and he knew the business from A to Z. I was determined to mentor him and to give him all the tools he would need to succeed. After the case wrapped up, Arne and I kept in touch. He founded the Danish Unity party and was a resistance fighter during the occupation of Denmark . The group “call[ed] on Mr. Sorenson to meet with members of Organization United for Respect at Walmart (OUR Walmart) and to ask Walmart board chair Rob Waltonand CEO Mike Duke to do th… But that doesn’t rule out another Marriott as the fourth chief executive, he says. My youngest child, David, is just 39, and a phenomenal executive. Arne Sorenson was born in 1876, at birth place, to Arne Sorenson and Ellen Sorenson. In 2016, he led Marriott International’s $13.6-billion acquisition of Starwood Hotels & Resorts, catapulting the company’s total number of hotel rooms to more than 1.2 million. The past year was full of compelling events and personalities within the hospitality industry, and looking back, many leaders stand out as strong contenders for the title of "Leader of the Year." Marriott announced that their CEO Arne Sorenson has stage 2 pancreatic cancer.Pancreatic cancer is asymptomatic in the early stages so it’s incredible that it was caught at this point. Arne married Edith Irene Sorenson on month day 1917, at age 41 at marriage place , Ohio. John had worked here for 20 years before I arrived, and by that time he had a big job. If I’d followed my own heart, I probably would have chosen him as my successor. He remained based at our U.S. headquarters, in Bethesda, Maryland, but he spent one week every month visiting hotels in Europe, and he really began to understand the business from the bottom up. We get a cyber hack that surfaces in September. I didn’t find it difficult. He obviously had deep insights into the hotel business, which he continues to offer as vice chairman of our board. But opting out of some of these cookies may affect your browsing experience. 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