Insights From the C-Suite: Sarah Best Chensky, Vice President of Luxury and Leisure Sales, MGM Resorts International
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 Sarah Best Chensky, vice president of luxury and leisure sales, MGM Resorts International. We asked Sarah a series of questions about her career journey, her leadership philosophy, empowering her teams, and more.
Women Leading Travel & Hospitality: What is your leadership philosophy and how do you embody it?
Sarah Best Chensky: My philosophy centers on the belief that teams are our most valuable asset. By actively listening, demonstrating empathy, and fostering their development, we create a path for collective growth. I prioritize spending time with my team, removing obstacles, and creating an environment where they can excel.
WLT&H: How do you ensure your teams feel included, valued and empowered to bring their authentic selves to work?
SBC: Each team member brings a unique skill set, area of expertise and passion. Tapping into what allows them to thrive is key to them feeling valued and fulfilled. I start by asking questions each week of what they loved and loathed in their work. I do this to understand what energizes them and what drains them. These insights help me to make adjustments to better align with their strengths and create a more supportive environment.
WLT&H: What innovative strategies or technologies do you see shaping the future of the industry?
SBC: As clients increasingly prefer less phone communication yet still desire immediate, personal connections, we’re evolving our approach. We aim to strike a healthy balance between automation and intentional face-to-face interactions. Our focus is on maintaining strong relationships while enhancing communication through modern tools and platforms that enable faster, more efficient responses. We recognize the need to provide and expedite resources for clients as part of their decision-making process, while also advocating for intentional, personalized experiences to truly connect with our brands.
WLT&H: How do you approach succession planning and developing future leaders within your organization?
SBC: We have a strong track record for promoting from within. MGM Resorts offers many tools for exploration, growth and mentorship. By fostering opportunities for team members to explore different career paths and engage in cross-functional projects, we broaden their skill sets and prepare them for leadership roles. This approach builds well-rounded individuals and opens new doors for their professional growth.
WLT&H: Travelers — especially luxury travelers — are now seeking more personalized, authentic experiences. MGM Resorts is already known for its experiences, so how are you incorporating the personal element?
SBC: Luxury travelers seek exclusivity, and with our iconic properties and vast resources we can deliver truly bespoke experiences. Whether through unique access to world-renowned venues or personalized services, we focus on making every guest feel like they’re part of something special, creating memories that last a lifetime.
Are you a C-suite woman in the travel and hospitality industry? We’d love to feature you! Reach us at wlt@skift.com.