From Chemistry to Culture: How Hazel Hagans Farris Leads with Heart at Le Meridien Washington, D.C., The Madison

Hazel Hagans Farris never imagined a career in hospitality. With a degree in chemistry and dreams of becoming a dermatologist, she graduated into the chaos of the 2008 recession and took a job at the W Atlanta – Buckhead as a way to make ends meet. What started as a temporary fix quickly revealed itself as a lifelong calling. Hazel discovered she had a knack for leadership, service, and connecting with people—skills that have carried her from her first role as a PBX operator to becoming the general manager of Le Meridien Washington, D.C., The Madison.

Her journey spans multiple cities—Atlanta, New York, Chicago, Dallas, and now Washington, D.C.—and is marked by her commitment to building empowered, inclusive teams and her passion for developing future leaders. We sat down with Hazel to talk leadership philosophy, navigating motherhood and management, and why culture always comes first.

You originally studied chemistry and had plans to become a dermatologist. What made you say yes to that first hospitality job?

The recession made job-hunting really tough for a new grad in 2008. I was working retail in the mall and spotted a W Hotels recruitment center. I thought, why not? I applied to be a PBX operator—called a “Whatever/Whenever Agent” at W—and figured it was just to get by. But I ended up loving it. I found my career.

Was there a moment you knew hospitality was where you were meant to be?

It wasn’t instant—it grew over time. I didn’t study hospitality in college, but I worked hard, picked up shifts in different departments, and kept saying yes. Leaders started to notice. I had amazing mentors, and within five years, I was Director of Style—W-speak for Director of Housekeeping.

You’ve worked your way up in several cities. How did those transitions shape your leadership?

Every city taught me something different. Atlanta was about hustle and humility—I learned the business from the ground up. New York was fast and full of energy. Chicago was where I got my first operations leadership role. Each time I moved, I brought the lessons with me. And moving often taught me how to adapt quickly, build trust with new teams, and stay open to growth.

What’s your approach to building great teams?

It starts with honesty and alignment. I always say during interviews: this is a two-way street. We’re not just evaluating you—you’re evaluating us, too. I want team members who are driven, open communicators, and genuinely care about the work we do. I make space for people to speak up, take ownership, and grow. I’ll ask a promising manager to lead a meeting, explain a decision, or troubleshoot an issue. That trust builds leadership.

Another big piece is modeling the behavior I expect. If I want my team to have a healthy work-life balance, I can’t be the GM who’s first in and last out every day. That mindset doesn’t build leadership—it builds dependency. If I’m always present, they’ll always lean on me instead of learning to trust themselves. Empowerment means showing your team you believe in them enough to step back. I also hold myself accountable—if I drop the ball, I expect my team to call me out. That creates real mutual respect, and it strengthens our culture.

You’ve talked about learning from male GMs early on—how has that influenced your own leadership style?

I had some great male mentors early on, but I also saw leadership models that didn’t align with who I am. I believe in recognizing great work immediately—not saving it for later. And I believe in balance. Working endlessly just to be seen as committed isn’t how I want to lead. I want to show my team it’s possible to be ambitious and human.

How do you mentor others—especially women or underrepresented team members?

I love helping people see their potential. If someone’s ready to grow, I might hand them the reins in a meeting, ask them to run a guest satisfaction session, or give them a leadership book. I give honest feedback—always starting with strengths, then highlighting areas to grow. And I share my own story so they know they’re not alone.

I believe in being real. If someone needs to grow in emotional intelligence or communication, I’ll recommend a book or have a direct conversation. That’s how I was coached, and I think transparency is essential. People respond when they know you believe in them and want them to succeed.

You have a six month old daughter, how did becoming a mother impact your perspective as a GM?

It’s been the hardest and most rewarding experience. Coming back from maternity leave was emotionally and physically tough. I had to lean on my team more than ever—and they showed up. It’s made me even more committed to modeling balance and giving myself grace. I work hard, but I also want my daughter to see what’s possible. She is my why—my motivation to show that women can lead with strength and heart.

Giving myself grace has been essential during this time—especially as I navigate the emotional toll of leaving her in the mornings and the physical demands of new motherhood. I remind myself that perfection isn’t the goal—presence, love, and doing my best each day are. I want her to grow up knowing that she can do anything she puts her mind to, because she saw her mom doing it, even when it wasn’t easy. I want her to grow up knowing that she can do anything she puts her mind to, because she saw her mom doing it, even when it wasn’t easy.

You’re part of HEI’s Women in Leadership Council. How has that shaped your growth?

It’s been game-changing. Back in 2018, HEI had only 4 female general managers across more than 70 hotels—just around 5%. Our COO, Rachel Moniz, recognized the need for change and helped launch the Women in Leadership Council alongside Kelsey White, HEI’s Director of Talent Acquisition and Compensation. Since then, HEI has made incredible strides—reaching 25% female GMs by the end of 2021 and aiming for continued progress.

The community, mentorship, and visibility I’ve gained through the Women in Leadership program helped me get to where I am. One of the most powerful aspects of the initiative is the annual conference, which brings together female leaders from across the organization. It’s not just inspiring—it’s practical. We host panel discussions, open forums, and invite guest speakers to share insights. It also creates opportunities to build relationships and form networks that extend beyond the event. I’ve walked away from those gatherings with real tools, deeper confidence, and new allies I can call on for support or guidance.

What’s your take on the Washington, D.C. market right now?

There’s a lot of uncertainty—especially around government budgets and travel. That affects our ability to book long-term group business. But we’re focused on staying nimble, diversifying our segments, and leaning into the strength of our team.

What’s one of your most unforgettable hotel moments?

There are a lot—but one that always stands out is from my time as the overnight front office manager at the W New York Times Square. I was called to handle a noise complaint and walked into a full-blown pillow fight—four grown adults, feathers everywhere, every pillow in the room busted open. It looked like a snowstorm of feathers. I had to keep a straight face while explaining the cleanup fee and warning them about quiet hours. Housekeeping was not amused—but it’s still one of the funniest moments of my career!

Quickfire with Hazel

Best advice you’ve ever received: Do your best—and serve others. That came from my dad.

Worst advice you ever got: Be the first in and last out every day. That’s not how you build balance or trust your team.

Morning routine: Nurse or pump, hand off the baby to my husband, then head to work with a good podcast or uplifting music—no caffeine right now!

Go-to leadership tip: Praise generously, give feedback honestly, and trust your team to rise.

Style hack for new moms returning to work: A few maternity pieces, a size up here and there—whatever makes you feel confident and professional.

Inspiration: I listen to podcasts for working moms and leadership content. It helps to hear others’ stories and know I’m not alone.

What keeps you going: My team—and my daughter. I want her to see strong women leading with heart.