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Peter Lederer CBE, Chairman of Gleneagles Hotel, reveals why service is still tops at the world-renowned AA Five Red Star hotel, golf and now spa resort in Scotland. It’s all down, he says, to the ‘people factor’.

It’s no surprise that for a quarter of a century now Profile has enjoyed a very special working relationship with Peter Lederer. Back in 1983, this undisputed grandee of the international hospitality industry returned to the United Kingdom from Canada via Profile. He’d just been recruited to the post of General Manager of Gleneagles at a time when Peter Tyrie was Managing Director and Peter Bates the Director of Sales & Marketing. The three made a dynamic and formidable team.

Looking back on those days, Peter – who since 2001 has also been Chairman of the national tourism organisation VisitScotland – believes that in terms of Gleneagles’ management ethos, nothing has changed. ‘Our distinguishing asset then was and still is our people. It’s our team that makes us unique and wins us our accolades. And it’s the job of management to help us achieve Gleneagles’ long-term vision, with the training and mentoring support needed to make things possible.’

Training as an investment

Excellent training is an essential part of Gleneagles’ success. Peter acknowledges a not unrelated fact, well known within industry circles: Gleneagles has always held an attraction for those who wish to associate themselves – and spike their CVs -- with a name synonymous with innovation and training. As a globally focused business employing some 800 staff across 35 nationalities, Gleneagles continues to invest heavily in its people. Its annual training and development budget of £250K is substantial, indeed enormous by the standards of many other properties. But it’s part of the Gleneagles formula for creating a superior working culture that offers impressive opportunities for people development. Ultimately, the customer wins too. And training activity is bound to increase as Ryder Cup 2014 looms.

Where Gleneagles leads, others follow

Equally committed to the ‘people factor’ is Bernard Murphy, who has recently returned to Gleneagles as General Manager. A 10-year veteran of the hotel, he had taken three years out to head facilities management at the Royal Bank of Scotland (RBS) HQ in Edinburgh, later managing front of house and catering services for RBS in UK and Ireland on behalf of the Compass Group.

Bernard’s appointment represents the next stage in the changes to the leadership structure at Gleneagles as the company plans its development and growth leading to Ryder Cup 2014. His mission is to ensure guests ‘are taken care of beyond their expectations, but with real sincerity and integrity.’ It’s a mission he believes critical to the long-term sustainability of the Gleneagles brand.

Indeed, the past 18 months have been a time of evolution for Gleneagles, both in terms of the physical product and brand positioning. Gleneagles has always been regarded as an innovator, a reputation that will only be burnished by the launch of its £8 million destination spa, a Mediterranean-style restaurant, a refurbished top floor ‘suite product’ and a ‘zone’ created for small children and teenagers. Such investments are a response to customer demand, but are also designed to secure Gleneagles’ enviable position as leader of the pack.

Four cornerstones

Part of the process of evolution has been the creation of a brand essence based on ‘a world of contrasts’. Gleneagles’ marketing activity revolves around four cornerstones designed to set it apart from competition: setting, authenticity, service and choice. In this way, the property hopes to redefine the contemporary view of luxury. Management is concerned to know what people really desire from a hotel experience. To Peter and Bernard, the answer seems clear. It’s down to authenticity, outstanding people, and creating memorable experiences. Whilst service should always be paramount – and guest reviews continuously show that at Gleneagles service is premier – there is a belief that this should also be friendly and relaxed, allowing guests to feel comfortable.

A wider sphere

Never one to become insular and therefore limit its positioning within the marketplace, Gleneagles is always keen to explore the wider sphere. The hotel works closely with a prestigious group of like-minded European properties – all fellow members of the Leading Hotels of the World -- on various benchmarking activities. Management teams from Gleneagles, Brenner’s Park in Germany, Evian Royal Resort in France, Victoria Jungfrau in Switzerland and Villa D’Este in Italy meet regularly to discuss all areas of business best practice and possible joint ventures.

2014 – A special year

However, according to Gleneagles Managing Director Patrick Elsmie, the biennial Ryder Cup 2014 will remain the real highlight for some years, destined ‘to put Gleneagles firmly and squarely on the map.’ The occasion will not only act as a focus for everything that the Gleneagles team does in terms of product, planning, and with their teams. It will also provide the crowning event of Patrick’s career. It’s a career, says Patrick, that has already given him ‘so much enjoyment and pleasure over the years in Gleneagles and all around the world.’

2014 certainly looks set to be a special year for Scotland, with the Ryder Cup and following Glasgow’s triumph as the site for the 20th Commonwealth Games. And we know of at least one Scottish landmark that’s already busily preparing to send its message of goodwill and hospitality around the world.

Editor’s Note: We invite Leader readers to send any questions they may have by emailing gleneaglesstory@profile-recruitment.com. Peter Lederer and his team will be happy to field your queries. They have also made a point of saying how welcome industry colleagues are to drop by and see for themselves what’s going on at Gleneagles should they ever be in the region.