The club industry is facing difficult times and while we are all facing challenges, each club faces its own particular problems.Â As is usually the case when facing difficulties, this is the time to get back to the basics of our business.Â Here are 8 things each club should examine:
1.Â Leadership.Â Clubs need clear-sighted individuals to guide them through tough times – but not just at the top.Â They need strong leaders at all levels of operations.Â It’s also important that the leadership styles of club leaders at all levels are congruent.Â Different leadership approaches can dilute or damage the General Manager’s service message when it’s not reinforced consistently by all managers and supervisors in both word and deed.
2.Â Organizational values and culture of service.Â Every employee needs to understand what, how, and why you do what you do.Â The basics of what you stand for as an enterprise are of absolute importance.Â Defining your values is only the first step.Â They must be continually and consistently reinforced to all employees.
3.Â Planning. Â Haphazard planning results in haphazard operations and equally haphazard performance.Â Your club should have a 3 – 5 year strategic plan focused on your competitive position in the marketplace.Â The club should have an annual plan for what it expects to accomplish and the General Manager and all Department Heads should have detailed annual work plans.Â As important, the requirements of work plans must involve measurable performance parameters.Â Detailed benchmarking of all areas of the operation is the easiest and best way to do this.
4.Â Benchmarks.Â You need to understand the variables of business volume and average sale that underlie all of your revenues.Â Without this knowledge you may be lulled by historical levels of revenue when they are actually made up of declining volume, but higher prices and fees.Â Benchmarking in detail is also an excellent way to listen to what members are saying with their buying habits.
5.Â Accountability.Â The club business is too demanding not to hold individual managers accountable for results.Â The performance of every manager and supervisor must be measured against their annual work plan and there must be consequences for failing to meet goals.Â Poor performing managers degrade the efforts of the rest of the team and drive away good employees.
6.Â Employee Turnover.Â There is a high cost to turnover and it usually related directly to the quality of the club’s leadership at all levels.Â It is particularly costly when you do a good job of training your people.Â Do not become the minor league training ground for your competitors – both private clubs and local restaurants.
7.Â Training.Â There is much for employees to know in serving your members.Â You cannot expect that your employees will inherently know what to do unless they are systematically and consistently trained.Â Training gives your employees the knowledge and confidence they need.Â Confident employees are more apt to engage your members and provide higher levels of service.
8.Â Member feedback.Â You need to understand what your members think about your club, the products and services it provides, and the service your employees render.Â Surveys are an excellent tool to do this, but you must act on the information you receive in intelligent and thoughtful ways to make the most cost-effective decisions in satisfying wants and needs.
Getting back to the basics is a sure way to regain your footing during and after the current seismic shift taking place in our industry.Â The good news is, and there’s always a silver lining, that the best leaders and their operations will inevitably rise to the top.
On another topic:Â I would like to recommend to all managers of club food service operations that they subscribe to Jim Sullivan’s free newsletter.Â Jim writes for the restaurant industry, but his wise counsel would be a great help to club operators as well.Â You can visit his website and sign up for the newsletter at www.sullivision.com.
Thanks and have a great day!
This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers – those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.
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