Archive for October, 2017

Value Your People

Sunday, October 22nd, 2017

In speaking of Employee Empowerment, business consultant Susan M. Heathfield said, “Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person’s unique value.”

So what things should a leader do to demonstrate your regard for people “in all your actions and words”?

Know and use employee names.  Everyone likes to be recognized as an individual and be called by name.  Certainly your members do, and your employees do as well.  Introduce them to members, guests, and visitors, when appropriate.  Failing to do so implies they’re just part of the scenery instead of key contributors to the success of your club.

Learn about employees as individuals.  Get to know them, their life situations, their dreams and plans, their goals in life.  This does not mean you are to become their friends, but it does mean you have enough interest in them as individuals to try to understand their situation, their needs, and motivations.

Greet employees daily.  You should never fail to greet employees when your see them each day.  You don’t like to be ignored as if you were unimportant, and neither do they.

Share your time with employees.  As busy as you are, make time for your employees.  They have questions, concerns, and needs that should never be ignored.  Be open and approachable.  When you are not, when they are afraid to come to you for fear of your reaction, you are kept in the dark about what is really going on in your team.  If any employee is monopolizing your time or is a “high maintenance” employee, do not be shy about letting him know the inappropriateness of this behavior.

Recognize each person’s strengths and weaknesses.  None of us is the perfect employee, manager, server, cart attendant, etc.  Don’t expect your employees to be.  Learn each person’s strengths and weakness.  Capitalize on the strengths and help each person overcome their weaknesses.  The time you invest in helping an employee develop his or her skills and abilities is well worth the effort and will be appreciated far more than you’ll ever realize.

Be involved in the workplace and work processes.  Do not create a hostile work environment by failing to adequately engage with your employees.  Without your ongoing guidance and direction, petty dissensions and friction will grow among the workers of your team as they struggle to figure out who must do what.

Look out for your peoples’ welfare.  Make sure your employees get adequate work breaks, that their workspaces are set up for comfort and efficiency, that they are properly trained and equipped for their jobs, that you adjust work schedules when possible to meet individual needs, that you resolve pay discrepancies quickly, that you get back to them to resolve issues they’ve raised.  Make sure they understand their benefits, taking the time to explain the details to them.

Treat employees as adults.  When you treat employees like children, they will act like children.  Don’t talk down to them or treat them as if they’re immature.  When you give people responsibility, most will reward your trust.  Those that demonstrate they can’t be trusted should be encouraged to move on.

Show respect.  This is critically important in the way you speak, the tone of your voice, your choice of words, and your body language.  Your respect for others cannot be faked.  You must sincerely value people to treat them with respect at all times.

Do not take advantage of people.  Employees are not your servants and should not be expected to perform personal services for you.  If you delegate tasks, make sure there is value in it for them, either in enhanced compensation or a genuine learning opportunity.

Thank employees often.  How easy is it to say “Thank you”?  It costs nothing and it reaps great rewards.  The only requirement is that it must be sincerely given.

Say goodbye at the end of the day or shift.  A farewell is a common courtesy that you would extend to family and friends, if for no other reason than as an acknowledgement of departure.  The members of your work team, who you depend upon for your success, should receive no less a courtesy.  Again, the need for sincerity is absolute.

Thanks and have a great day!

Ed Rehkopf

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.

The Many Ways to “Kill” Employee Empowerment

Saturday, October 14th, 2017

We have spoken before about the importance of creating a culture that promotes Employee Empowerment at your club.  We quoted from John Tschohl, President of the Service Quality Institute, who said, “Without empowerment, an organization will never be a service leader.”  Mr. Tschohl went on to say that, “Empowerment is the most critical skill an employee can master and a company can drive in order to lure and keep customers.”

quote1-2Given the importance of empowering your employees, it’s helpful to understand the many ways to destroy such empowerment and that none of them are caused by employees.  If your employees do not feel empowered, look no further than your leadership and the way you interact with your people.  In searching for reasons empowerment isn’t working, focus on the following:

You are only paying lip service to empowerment.  Without your sincere commitment to your employees and their success, they will recognize your “empowerment” as a sham and will become more cynical and disaffected the more you try to encourage their “empowerment.”

You don’t really understand what empowerment is.  If you fail to realize that empowerment begins and ends with your leadership, if you think that empowerment is something your employees have to create, expecting your employees to act in empowered ways is a waste of time and energy.

You haven’t provided the “big picture” context of what your organization is trying to achieve.  Your employees need to understand how their contribution furthers the basic aims of the organization.  Defining and sharing your values and goals is a first step.

You’ve failed to give your employees the information and training they need to understand the context and scope of their empowerment.  When you ask them to take on additional responsibilities as empowered employees, they need to understand why and what the benefits are to them as well as to you and the club.  They will also need examples of what empowered behavior is.  Lastly, they will need to know that they will not be blamed or punished for making mistakes.

You’ve given them guidelines, but then micromanage them.  Maybe you’ve done a good job of defining limits, but then micromanage them.  When you do this they will quickly understand that they are not “empowered” and that you will continue to make all the decisions, no matter how trivial.

You second guess the decisions you’ve authorized your employees to make.  After giving your employees the guidelines to make empowered decisions, you second guess and criticize every decision they make.  Put yourself in their shoes; how long would you put up with this before throwing in the towel on “employee empowerment”?

You have failed to give feedback on how your empowered employees are doing.  Feedback, particularly early on, is critical so that employees understand by constant discussion and explanation what they are doing right and what can be improved on.  Once they achieve a critical mass of understanding, they will feel more and more confident of their actions, will need less guidance, and will be looking for more and more ways to contribute.

You have failed to value your employees.  Without the most basic sense that they are valued and recognized as partners in your efforts to provide quality and service to members, they will recognize that your program of “empowerment” is just a way to manipulate them.  People who think they are being manipulated are resentful and will be unresponsive to your continued exhortations to be “empowered.

Thanks and have a great day!

Ed Rehkopf

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.

Service Breakdown: A Failure of Leadership

Tuesday, October 3rd, 2017

After thirty-five plus years in the hospitality business in both hotels and private clubs, I can state categorically that poor service comes from poor leadership.  Show me an operation with poor, shoddy, inconsistent service, and I’ll show you an organization with a failure of leadership.  This observation flows from the understanding that leaders who recognize service problems in their organization will take corrective action.  They will establish a plan of action, set priorities, lead employees to execute the plan, and follow through to completion.

Why, then, is poor service so often the rule rather than the exception?  I have met many competent, hard-working, and professional general managers who voiced a clear and unequivocal service vision for their operations.  They understood the need for well-defined standards, thorough training of employees, and constant reinforcement of service ideals within their organizations.  Yet, they struggle to establish and maintain high standards of service.  While we all recognize the many demands on our time, the challenge of employee turnover, the training burden in a detail-intensive business, time constraints, and ever-present budget pressures, these are not the root problem.

In examining this challenge that never seems to go away, I believe I have discovered the most significant source of the problem – the lack of well developed and consistent leadership skills among subordinate managers, those who direct the day-to-day activities of the operation’s line employees.  While the general manager may clearly understand and articulate the requirements of service, unless that “gospel” is communicated faithfully, consistently, and continuously to line employees by their immediate supervisors, there is a breakdown in the service message.

Throughout my career I have inherited or hired front line supervisors whose background, experience, and education should have prepared them for the challenges they would face daily in our business.  While most had more than adequate technical skills to execute their responsibilities, they were often lacking in a critical aspect of leadership – how to direct and motivate employees to achieve high levels of quality and excellence.

While some front line supervisors demonstrated exceptional leadership skills, many did not.  Often my biggest problems were created by supervisors who did not treat their employees properly, who did not communicate expectations, and who did not seem to understand or follow the most basic requirements of leading or managing people.  These profound failings were crippling to the organization and required many hours of counseling, training, and, in some cases, terminations to remedy.

Over time I realized that any focus on training of line employees to smile and be friendly was a waste of time until I could be assured that supervisors developed basic leadership skills.  From that point on, I focused my efforts on training supervisors.  Regardless of background or education, I wanted them to learn to be effective leaders, to paint and preach a vision of excellence for their staff, establish goals, communicate expectations, provide support and training to their employees, and solve the inevitable problems that arise when people work in a service context.

The training called for a clear vision for hospitality operations and guiding principles that would shape our efforts.  I made it clear to supervisors that our employees were truly our most important resource, and they must be treated with dignity and respect.  Supervisors were told that their primary job was to provide direction, support, and training for their employees and that, based on their experience or education; I held them to a higher standard.  I also provided detailed guidance on how to develop line employees and correctly counsel and discipline when necessary.  Finally, I put a positive emphasis on communication and problem discovery.  In time these concepts were formalized into a leaders’ handbook which was issued to newly-hired supervisors.

How successful was I in achieving my ends?  I would frankly admit that the results were mixed.  While some supervisors responded positively, others seemed incapable or unwilling to grasp basic leadership principles.  These, typically, after much invested time and effort, were encouraged to take their talents elsewhere.  But on the whole, the effort yielded improved employee morale, lower turnover, better two-way communication, and a more upbeat team spirit among all staff.  We still struggled with budget and time constraints on training, but we were far better off than we would have been without the effort.

Consistency and high levels of service will always be a challenge in business.  Without competent and committed leaders at all levels, general managers will always be trying to “do it all.”  In time they will burn out or be forced to compromise their standards.  In either case the result is service breakdown.

Thanks and have a great day!

Ed Rehkopf

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.