What the #1 Westin in the World Can Teach You About Building a Winning Team

Heather Italiano
Jul 8
5 min read

When we picture top-performing teams, it’s tempting to assume they’ve discovered a silver bullet - a magic tool, the perfect hire, a budget we could only dream of.

But here’s the truth:

The best teams don’t use magic. They master momentum.
They execute old-school fundamentals with next-level discipline, energy, and care.
And they never stop raising the bar.

The team at The Westin Dallas Southlake, the #1 Westin in the world, is a masterclass in this kind of leadership.

Why This Matters to You (Even If You’re Not in Hospitality)

You don’t have to manage a hotel to learn from one.

Because this story is not about hospitality. It’s about leadership. It’s about what happens when a leader refuses to lower the bar and dares to believe that a disconnected, underperforming team is capable of greatness.

It’s a case study in culture transformation — one you can apply to any industry.

The Backstory

When Volkan Tekinkoc stepped in as General Manager of The Westin Dallas Southlake in April 2022, the hotel had only been open for a few months.

Despite its beautiful design and prime location, the team was disconnected. Morale was low. Guest satisfaction scores were hovering in mediocrity.

At his very first all-employee meeting, Volkan made a bold declaration:

“By the end of this year, we’ll be in the top 5 Westins in North America.”

At the time they were ranked #39 out of 123 Westins in North America. Many thought he was setting them up for failure. Even some of his leadership team pushed back against the aggressive goal.

But Volkan didn’t back down. He got to work.

8 Months later? They were #3 in North America.

A year later? #1 Westin in the US and Canada.

2 years later? The #1 Westin in the world.

Today? Still #1 in the world.

Volkan? Named the 2024 Marriott International Full GM of Year.

So… how’d they do it?

Here are five culture-shaping habits that transformed their hotel—and that any team, in any industry, can learn from and apply.

#1 - There Is No Lid on Their Potential

John Maxwell once said, "Leadership ability is the lid that determines a person's level of effectiveness.” Looking through a slightly different lens, this also means a leader’s belief in their team is the lid that determines the team’s potential.

Volkan Tekinkoc didn’t show up playing it safe. He didn’t just believe in the product—he believed in the people. And he saw their potential before they could see it themselves.

That’s belief-centered leadership.

He’s known for saying, “We’re delivering Ritz-Carlton service at a Westin,” refusing to let even their own brand standards limit what they can achieve.

That kind of belief raises everyone’s game.

Reflection: Could your current level of belief be capping what your team is capable of?

#2 - They Systemize What Others Leave to Chance

Some leaders hope things go well. Others make sure they do.

At The Westin Dallas Southlake, systems aren’t an afterthought - they’re the backbone of consistency. Volkan and his team treat routines like rituals, knowing that great service isn’t built on intention but on execution.

As Jim Rohn put it - “Successful people do what unsuccessful people are not willing to do. Don’t wish it were easier; wish you were better.”

Here’s what that looks like in action:

Daily huddles across every department—no exceptions.
Walks Without Purpose—intentional aimlessness to see the property through a guest’s eyes.
Weekly manager walks—catching issues before they ever reach a review.
AM-to-PM shift handoffs—so no detail gets lost in transition.
Departure emails to every single guest - with a same-day response. Volkan puts it bluntly: “If you’re not going to respond back to that email in a timely manner—same day—don’t do it.”

Most leaders underestimate the compound impact of consistency - but that’s exactly where excellence is built.

Reflection: What’s one critical part of your team or customer experience you’re still leaving to chance? What system could solve it—every time?

#3 - They Pursue Excellence Without Sacrificing Humanity

Volkan and his leaders hold exceptionally high standards - but not at the expense of people. Genuine care and the pursuit of excellence are often in tension with one another. This team believes care and accountability reinforce each other.

Director of Housekeeping Ricardo put it best - "You are a mirror. If you don’t show them your pride, they’ll just work for the paycheck." He also said - "You have to be able to read your people…that starts with knowing them. You have to be a part of them."

This mindset echoes throughout the leadership team.

The Hotel Manager, Marwan, shared, “I’m a little bit tough on them, but I love them so much. We all want to make it where people love their jobs.”

Another leader stated, “We celebrate the hell out of people here.”

This is a team that personalizes leadership, celebrates relentlessly, and treats connection as a performance strategy - not just a nice-to-have.

Reflection: Are your high standards lifting your team—or leaving them behind?

#4 - They Build a Culture of Score Ownership

For the non-hospitality folks, GSS (Guest Satisfaction Scores) are post-stay surveys that determine a hotel’s ranking. At many hotels, GSS scores live in inboxes, passed around between leaders or mentioned in meetings—disconnected from a larger goal, rarely explained, and often meaningless to the frontline.

Not this team.

Every team member - from leadership to line-level - knows their department’s GSS goals. And more importantly, they own them.

Daily and weekly meetings don’t just report on the past - they sharpen the team’s focus on goals, clarify expectations, and fuel personal accountability.
Teams review overnight survey feedback, celebrate wins, and anticipate upcoming events.
Metrics aren’t passively monitored - they’re dissected, discussed, and used to drive real-time improvement.

Ricardo, the Director of Housekeeping, tracks even the smallest dips - like a 0.8% year-over-year drop in cleanliness - and treats them like they matter. Because they do.

This isn’t about fear. It’s not passive awareness. It’s real-time accountability and pride.

Reflection: If someone asked your team how they’re performing—could they answer with clarity and confidence?

#5 - They Never Settle

Complacency is the quietest kind of failure. Some teams hit #1 and protect it. Some people hit their goals and maintain.

Not this team. The standard isn’t “stay #1.” The standard is: be better than yesterday — and widen the gap between you and whoever’s next.

They elevate - constantly:

They don’t just benchmark against other Westins. They now measure themselves against the top full-service and luxury brands in North America - constantly looking for the next summit to scale.
They don’t look at something that’s working and think, “That’s good enough.” They ask, “What’s next? What else?” (Ex: Instead of settling for a clean, functional pool, they added DJ nights, frozen grapes, and chilled towels.)
Volkan personally audits the guest journey through “Walks Without Purpose”, uncovering unnoticed moments to elevate.

Reflection: Where have you traded excellence for “good enough”?

Final Thought:

The Westin Dallas Southlake didn’t climb to #1 because of luck, money, or magic. They got there with bold belief, relentless consistency, and daily accountability.

And the best part? None of this is exclusive to hospitality. It’s a playbook that can be applied to any team in any industry.

So the only question left is.....What would happen if your team mastered momentum, too?

Written by Heather Italiano, Leadership Consultant and Founder of People Warriors