Archive for the ‘service-based leadership’ Category

Leadership Consistency

Monday, December 10th, 2018

Management teams can be dysfunctional for a host of reasons, but there is none so basic as a variety of competing leadership styles.  To expect that any group of managers, each with his or her own background, training, and experience, will have a similar and effective leadership style is unrealistic in the extreme.

Yet as with so many other aspects of management, consistency is essential to faithfully communicate and reinforce the club’s culture, service ethic, and environment for employee empowerment.  Without leadership consistency, employees get a mixed service message, and their morale and commitment varies from manager to manager and department to department.

Imagine a management team made up of department heads with the following leadership styles:

  • Military – with its requirement of absolute, immediate, and unquestioned obedience,
  • Democratic – where decisions are only made after lengthy discussion and debate,
  • Gunslinger – with its emphasis on shoot first, aim later,
  • Absent – where the leader is never around or is hiding in his office,
  • Aloof – while he is there, he never interacts with or engages his followers,
  • Uncommunicative – where the leader gives everyone the silent treatment,
  • Angry – where the manager is angry all the time at everyone,
  • Screamer – where he assumes everyone is deaf and yells at everybody,
  • Political – where the manager believes his only function is to suck up to members,
  • From another planet – where the leader expects that everyone will know what to do and will do it without being told,
  • Fear-based – where the leader rules with an iron hand and scares the heck out of everyone, and
  • Service-based – where the attitude and primary motivation of the leader is service to others – to members, to employees, to shareholders.

Clearly, such a jumble of leadership styles will lead to a confusing and contradictory example and message for employees, as well as create barriers to cooperation and teamwork between departments.

The solution to such a fragmented workplace is for the General Manager to promote a consistent style and application of leadership club-wide.  This can only be done by providing consistent leadership training to the entire management team.  Given the uneven comprehension of leadership issues among any group of managers, the benefits of a uniform understanding and application of leadership will bring club operations to a uniformly high state of performance.

Tip:  Use Leadership on the Line:  A Guide for Front Line Supervisors, Business Owners and Emerging Leaders and Leadership on the Line – The Workbook to teach Service-Based Leadership to your management team.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

Assert Your Competence and Authority with Benchmarks

Monday, October 8th, 2018

At one time or another every club manager’s abilities are challenged by a pointed question from a committee or board member.  For example:

Mrs. Johnson, a member of the clubhouse committee, asks in a sharp tone, “Mr. Smith, why don’t you do a better job of training your waiters in the dining room?”

While there are certainly many possible responses to this complaint disguised as a question, consider the benefits of a reply like this:

“Well, Mrs. Johnson, last year each of our servers had 20 hours of formal training, plus we conduct brief on-the-go training sessions as part of every pre-shift meeting.  On average each server who has been with us for six months or more has had over 40 hours of job specific training.  Last year, club-wide we averaged just over 92 hours per employee of formal training on a wide range of topics, including organizational values, legal and liability abatement, work rules and club policies, and safety, as well as job-specific skills.  This was a 7% increase over the previous year. We’re currently working on a program to expand server training with a series of videos on tableside etiquette and serving techniques, which we’ll roll out next month.  We’re always working on ways to improve the efficiency of our training delivery system, but keep in mind that every hour of training costs the club $10.47 per trainee.  I’d be happy to share our methods, resources, and job specific curriculum with you, as we could always use another set of eyes on what we’re doing.”

Mrs. Johnson nods her head knowingly and replies in a much softer tone, “Uh . . . no thanks, Mr. Smith.  I was just wondering how we go about training our staff.”

As this example suggests, there is no better way to assert your competence and authority than to be conversant with a wide range of operational data.  Such information is as useful to the head golf professional, golf course superintendent, clubhouse manager, dining room supervisor, chef, and controller, as it is for the club’s General Manager.

But to have such information at your fingertips, ready for any and all challenges, requires that every club department benchmark their operations in detail.  While these details are absolutely essential to the department head, important summary benchmarks must be forwarded monthly to the controller for inclusion in the Executive Metrics Report.  This report is then attached to the monthly financial statement and forwarded to various board and committee members.  Ultimately this information, tracked over time, educates board members and helps the General Manager establish his authority while advancing his vision and agenda for the club.

Knowledge is Power!  And the more knowledge you have about your operations, the more power and control you will have over the club’s direction and your own destiny.  So avail yourself of the great variety of benchmarking resources available on the Club Resources International website and start benchmarking your operation today!

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

How Consistent is your Club Leadership?

Saturday, August 11th, 2018

Strong, stable, and consistent leadership is the single most important requirement for successful club operations.  While there are many styles of leadership suited to any industry or endeavor, experience over many years in the club business makes it clear to this writer that a service-based approach to leadership works best in the service industry with its often young, mixed gender, and multi-ethnic workforce.  This style of leadership has as its primary motivation service to others – to members, to the owners of the club, and to the employees.

ed-jpeg-4This leadership style differs from others in its focus on serving the needs of employees to provide them with the proper tools, training, resources, motivation, and empowerment to serve the club’s members.  In simplest terms, when a club’s employees are served by their leaders, they will serve the members, who by their continuing patronage serve the club’s bottom line.  An understanding of the importance of this style of leadership can be inferred from the simple question,

“How can employees provide quality service if they are not properly served by the leadership and example of their managers?”

While it is recognized that the General Manager must be a strong leader, it is also critical that the club’s subordinate managers and supervisors are also trained to be strong service-based leaders.  While some degree of a leader’s skill-set seems to be inborn, such as personality and an analytic mind, and others, such as confidence, judgment, and basic communication abilities, are developed early in life, the great majority of a leader’s skills are attitudinal and can be learned.

But to expect that your managers with varying backgrounds, education, and experiences will have a common understanding of what constitutes effective leadership is naive in the extreme.  Unless junior managers are systematically trained to develop the skills which have to do with building and sustaining meaningful work relationships with their constituencies, particularly employees, their leadership development will be hindered and haphazard.  This results in the General Manager’s vision and message of service not being communicated consistently or faithfully to line employees.  Instead of having a cohesive team dedicated to a common purpose and acting in a concerted way to further the aims of the enterprise, the club is a collection of tribes who don’t necessarily approach the mission or their jobs in the same way or with the same attitude.

Without leadership consistency, employees get a mixed service message, and their morale, engagement, and commitment will vary from manager to manager and department to department.  It’s really quite simple – if your management team does not provide consistent:

  • Vision, values, and example,
  • Communication and engagement,
  • Training, resources, and support,
  • Regard for and treatment of employees,

You’ll never gain consistency of employee commitment, contribution, and performance.

But the good news is that successful leadership skills can be taught and learned.  Warren G. Bennis, widely regarded as a pioneer in the field of contemporary leadership studies, has said,

“The most dangerous myth is that leaders are born – that there is a genetic factor to leadership.  This myth asserts that people simply either have certain charismatic qualities or not.  That’s nonsense; in fact, the opposite is true.  Leaders are made rather than born.”

So the solution to fragmented leadership is to promote a consistent style and application of leadership club-wide.  This can only be done by providing consistent leadership training to the entire management team.  But how does the General Manager teach leadership when you have so much else to do and possibly haven’t given a lot of thought to the issue?

theworkbook_cover-4Over the years while serving as general manager in hotels, resorts, and clubs, I searched a number of times and read a number of books – most extolling the successful leadership techniques of Fortune 500 or celebrity CEOs, or written by Academics with a lot of theory but little practical advice for those toiling in hospitality management.  My frustration in trying to find something useful finally led me to write my own leadership guidance for my team, and this ultimately became Leadership on the Line:  A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders, first published in 2002 and now in its 2nd edition.

This past year, in response to frequent requests to prepare a more “hands on” learning tool, I wrote and published Leadership on the Line – The Workbook, a companion piece to the original book that builds on the themes of Service-Based Leadership from the book by offering self-study sections on Leadership Basics, Values, Lessons, Applications, and Assessments.  Taken together the book and the workbook provide an effective way to teach and to learn a consistent, service-based approach to leadership.

Given the primary importance of leadership in any successful venture, it should never be left to chance.  Even if confident of your own leadership abilities, do yourself and your managers a favor by promoting a consistent, club-wide conception and application of leadership.  When consistently reinforced by your leadership and example, it will have a dramatic impact on their performance, as well as the club’s.

The book ($19.95) and workbook ($19.95) may be purchased at Amazon.com or on the Hospitality Resources International website (never a shipping charge).

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

Attending to the Basics in an Organized and Disciplined Way

Sunday, July 8th, 2018

I received a phone call a couple of weeks back from an industry colleague who belongs to a private club.  He said he was serving on a committee to look for ways to increase membership and revenues, while cutting costs.  While I mentioned a couple of ideas, I launched into my familiar pitch that almost any club could benefit from attending to the basics of the business in an organized and disciplined way.

Most of us recognize that our business is not rocket science.  The basics of what we do are well-known to any club professional.  What makes our jobs so challenging is the sheer volume of things that must be attended to daily in a detail and people-intensive business.  Unless a club operation is well-organized and its managers highly disciplined, it operates in a state of barely-controlled chaos interspersed with periods of downtime.  The challenge for all is to transition quickly from storm to calm back to storm while remaining focused on long term goals, ongoing projects, and continual process improvement.  The solution is to organize the club so that most things happen routinely and that managers at all levels be highly disciplined in approaching their duties and efforts to improve the operation.

The great majority of private clubs suffer from similar problems rooted in the same underlying causes:

  1. Standalone operations with limited resources and few economies of scale.
  2. Clubs operate multiple businesses – food and beverage, golf, tennis, aquatics, retail, recreation, and the major maintenance effort involved in golf course operations.  The knowledge and skill set to operate clubs efficiently is large and complex, and especially challenging for lean management teams working long hours and weeks.
  3. The club business is both labor and detail-intensive requiring significant ongoing training, yet without the necessary resources to adequately provide it.  As a result most clubs operate from oral tradition and service complaints are a continuing issue.
  4. Most clubs operate without a written operations plan made up of detailed standards, policies, and procedures which, as Jim Muehlhausen says in his book, The 51 Fatal Business Errors, requires managers to reinvent the wheel every day.
  5. The hospitality industry as a whole and clubs in particularly offer relatively low wage jobs, limited benefits, and challenging working conditions.  As a result high levels of staff turnover are common, particularly among line employees.
  6. Older clubs with aging memberships and outdated facilities find it challenging to find the right mix of facilities and activities to attract new members.
  7. In most markets, there is ample competition for the members’ discretionary spending – and often from operations that offer limited well-designed and executed products or services; whereas clubs must be all things to all members.
  8. In a sense, club members are a “captive” audience and can quickly grow bored or dissatisfied with the same old events and activities.  A club staff, without the ability or resources to provide frequently changing “wow” factor events, will often hear the comment, “What have you done for me lately?”
  9. In some clubs ever-changing boards offer little continuity of direction.

Given these and other specific challenges that vary from club to club, it is absolutely imperative that club managers organize their operations in detail.  My own list of requirements includes:

  1. Leadership and management training for all managers and supervisors with an aim of having consistent and disciplined, service-based leaders taking disciplined actions (the benefits of which are discussed by Jim Collins in Good to Great, Why Some Companies Make the Leap . . . and Others Don’t).
  2. Well-defined and consistently reinforced organizational values and culture of service.
  3. A written operations plan made up of standards, policies, and procedures – absolutely critical for human resources and accounting, and fostering organization and discipline in club departments.
  4. Communicate thoroughly with members through a variety of tools and techniques, including newsletter, members only website, management calling programs, and General Manager’s letters.  Understand members’ wants and preferences by taking the pulse of the membership with an annual online survey and monthly surveys of smaller subsets of members.  Analyze member spending habits and purchases to determine individual likes and dislikes, as well as popular and unpopular club initiatives and offerings.
  5. Provide ongoing, thorough training of managers and employees.  This coupled with service-based leadership and a constantly reinforced culture of service will foster employee empowerment, and as John Tschohl, President of the Service Quality Institute says, “Without empowerment, an organization will never be a service leader.  Empowerment is the most critical skill an employee can master and a company can drive in order to lure and keep customers.”
  6. Use Real Time Accounting of revenues, payroll, and other expenses to quickly spot and intervene to correct operational under-performance.
  7. Benchmarking of all areas of the operation to establish the norms of the operation.  The value of benchmarks tracked over time is immense and includes establishing realistic goals for future periods, establishing measurable accountabilities for managers, and easing the preparation and improving the accuracy of future budgets.
  8. Detailed planning, both strategic and tactical, at all levels of the operation and a habit of Continual Process Improvement.
  9. Thorough work planning and performance reviews, coupled with a policy of strict accountability for performance.  This requires developing measurable performance criteria for all managerial positions.
  10. A membership marketing plan based upon the realities of the marketplace and requiring weekly call and action reports from the membership director.  Recognizing that satisfied members are the best recruiters of new members, involve hand-picked members in the membership sales effort.

Each of these necessities, while challenging, will improve the organization and discipline of the club while fostering consistently higher levels of service.  The resulting efficiency and service of a well-run club will make it easier to attract members, which improves dues and revenues and ultimately better positions the club in the marketplace.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

The Hierarchy of Service

Monday, June 25th, 2018

While Service-Based Leadership stresses that the leader must serve the needs of his or her constituencies, not all constituent needs have equal weight or importance.

Owners or shareholders are usually the smallest constituent group in numbers, but their needs are paramount.  Why?  Because it is their capital that has been invested in the enterprise and their need for return on investment that permits the continuation of the business.  If it is not making a profit, if it cannot gain credit based on a potential for future profit, if it cannot meet its cash needs for payroll or to pay vendors, it will quickly go out of business and the needs of all other constituencies will become irrelevant.

Obviously, a return on investment is important.  Consider why an owner would want to earn 2% in a business when he could invest his money in a less risky investment and earn a better return.  While there may be other reasons for continuing to own a business such as prestige; a sense of obligation to family, community, or employees; or the expectation of improved future performance over the long haul owners will not be willing to risk their capital on a poor-performing venture.

Next in order of importance are the needs of customers.  Without sufficient customers  patronizing the business, it will not be profitable or viable.  If not viable, it will not last long-and all constituencies lose.

Ultimately, customers are attracted by price and the quality of products and services.  Taken together, quality and price create a sense of value the value perceived by customers.  If enough customers perceive value, they will frequent the enterprise to spend their money and will make it successful.  If not, the business will ultimately fail.

This statement brings us to our third constituency the employees.  They are the ones who execute the owners’ vision for quality of product and service.  They are the ones whose daily interaction with customers creates the value customers seek.  Properly led, valued, and supported, employees will enthusiastically commit to serving the business’ customers thereby fostering levels of business that enable it to thrive.

Organizational Models

org-chrt-traditional-41The basis for the traditional hierarchical organizational model is the military concept of “chain of command.”  In this model, management is represented as the sequence of authority in executing the will of the owners and certainly management plays that essential role.  But in addition to not representing the importance of customers, it also places the employees at the bottom of the chain thereby visually relegating them to the position of least consequence.

pyramid3-2The Service-Based Organizational model depicts the importance of satisfying customers, as well as the important role of employees.  The organization’s leaders are placed at the bottom, clearly emphasizing their role in serving the needs of all constituencies.

Excerpted from Leadership on the Line – The Workbook.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the Hospitality 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 managers throughout the country and around the world.

Employee Empowerment

Thursday, June 14th, 2018

The aim of Service-Based Leadership is to empower employees at all levels to think and act in alignment with your club’s values as they serve the needs of all constituencies — boards, members, and other employees.  Ultimately, employee empowerment is the end result of Service-Based Leadership.

Instead of the traditional view that employees are easily replaceable elements in an organization, people who must be trained to do narrow, well-defined tasks and who must be closely watched and supervised at all times, the concept of empowerment says that today’s more educated and sometimes more sophisticated employees need and want to contribute more to their employer and workplace.  Yet many clubs marginalize their employees by refusing to listen to them and by failing to let them contribute to the enterprise in any meaningful way.

Further, highly successful clubs who engage their employees in developing work processes and continual process improvement have discovered that these empowered employees make indispensable partners in delivering service.  Not only do they have a greater stake in the enterprise and are more fully committed to and responsible for their work, they actually equate their purpose and success with that of their club.

What is Employee Empowerment?

So what are empowered employees and how can they help your club meet its Mission and Vision?  In the simplest terms empowered employees are viewed as full-fledged partners in your quest for high levels of quality and service.  They are encouraged to think, act, and make decisions on their own based on guidelines defined by the club.

Leaders must understand that empowerment is not something bestowed on employees like some magical gift from management.  The leaders’ role is to establish both the environment and atmosphere where employees feel their empowerment and are emboldened to make decisions, knowing they have the support and backing of their leaders.

The major role that leaders make in empowering their employees is to create a culture where employees are valued and recognized as vital resources of the enterprise.  They must also understand that to be successful with employee empowerment, employees must fully sense the club’s commitment to such empowerment; simply saying that employees are empowered, does not make it so.  Leaders at all levels must do more than talk the talk.

While employee empowerment may be seen as a desirable practice by management, it ultimately comes about only with the recognition by employees that they are empowered.  This means that the focus of leaders must not be on what employees are doing to achieve empowerment, but on what they themselves are doing to promote and enable it.

Excerpted from Leadership on the Line – The Workbook.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

Personal Responsibility and the Will to Lead

Monday, May 14th, 2018

The Freedom of Taking Personal Responsibility

Personal freedom is often thought of as the absence of responsibility.  In this respect, no one is free.  Everyone is responsible for and to someone else.  There is, however, a freedom that comes from accepting personal responsibility for oneself and one’s sphere of influence.

When you blame no one else for the challenges you face, when you realize that where you stand today is the result of all your past decisions and indecision, you look to the true source of any difficulties.  It is never the undefined “they.”  It is always the ever present “I.”

Realizing this is the true source of your freedom.  Instead of being buffeted to and fro by uncontrollable forces, you accept the power of your own authority.  For good or ill, you are the one in charge of your life.

For the supervisor, this means that, as you seek opportunity, you also take responsibility for all aspects of your duties.  Size up those around you, your superiors, peers, and employees.  If they demonstrate responsibility, learn to depend upon them.  If they don’t, find ways to compensate for their inadequacies.  In the case of your employees, take action as necessary.

In the end, you are the only one responsible for your success or failure.  If something goes wrong, there is always more you could have done.  In the case of the truly unexpected event, it’s not so much what went wrong as how you respond to it.  Instead of blaming circumstances or others, take responsibility to make things right.  By accepting this degree of personal responsibility, you free yourself from the unpredictability of life and those around you.

The Will to Lead

Taking personal responsibility equips you to assume a leadership role.  But the will to lead is a far cry from being willing to lead.  A good number of people are willing to accept positions of leadership.  But accepting and exercising leadership are two very different matters.

Having the will to lead implies a commitment to face whatever challenges may present themselves.  Simply put, it’s the will to make things happen.  Consider this example.

Bob was the front desk manager of an older hotel.  Hospitality was his profession, but running was his passion.  Each day at lunchtime, regardless of the weather, he took a five-mile run.  After running he used the employee locker room to change and shower before returning to work.

The poor sanitation and maintenance of the locker rooms disgusted Bob, but for a long time he said nothing.  Finally, he had had enough and announced at a staff meeting that the employees deserved better and that he was going to petition the General Manager to clean and fix up the locker rooms.

One of the other supervisors commented that it would be a waste of time and that they would quickly return to their former condition.  He said that the employees didn’t care and wouldn’t keep them up.  Bob responded that it didn’t matter whether the employees cared or not – he did!

Over the next few weeks with the General Manager’s blessing, Bob organized the maintenance and housekeeping staffs to scrape and repaint walls, strip and refinish the floor, replace broken and unserviceable lockers, and improve the lighting.  Then he got the General Manager to assign different departments the rotating duty of keeping the locker rooms clean.  Finally, he checked them daily for several months to ensure that they were being properly maintained.

The end result was improved employee morale and a changed attitude about their locker rooms.  Employees did care – they just needed someone to lead the way and to overcome the erroneous notion that they didn’t.  They needed Bob’s “will to make things happen.”

Excerpted from Leadership on the Line: A Guide for Front Line Supervisors, Business Owners, and Emerging Leaders.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 hospitality managers throughout the country and around the world.

Guiding Principles and Operating Standards

Sunday, April 15th, 2018

Some time ago I blogged about a Culture of Service and the need for constantly reinforced organizational values.  Among those values I suggested the need for principles and standards to guide the enterprise.  Here’s one attempt to define the underlying values of an organization:

GUIDING PRINCIPLES: Principles that guide the conduct of our business!

  • Proactive leadership with service-based philosophy. Our leadership is active and engaged, while strictly adhering to service-based leadership principles (per Leadership on the Line).
  • Forward-thinking, professional expertise. Our professional knowledge should not only be up-to-date, but should be constantly looking ahead for cutting edge concepts and practices.
  • Proven management and operating systems. We utilize proven management practices and operating systems to efficiently organize and operate our club.
  • Sound planning and effective implementation. All of our projects and tasks must be planned thoroughly and implemented completely.
  • Innovative programs, continually reviewed. We offer innovative programs and we continually review them to make improvements.
  • A commitment to staff development and empowerment through formal, ongoing training. We operate in a detail intensive business and can only achieve excellence by thorough training and retraining.  Employees must be empowered to succeed and to solve member/guest issues whenever encountered.

OPERATING STANDARDS: Standards that form the basis for our operations!

  • Our vision and goals are articulated.  Our Club Strategic Plan lays out the long term goals for the operation.  Club Annual Goals are prepared as guides and targets for accomplishment.  We put them in writing to formally commit ourselves to their accomplishment.
  • We are uncompromising in our commitment to excellence, quality, and service.  To serve the highest echelons of our community, we have to set and commit to the highest standards.
  • Authority and responsibility are assigned and accountability assured.  Managers are assigned both the authority and the responsibility to direct their areas of the operation according to our highest standards.  These individuals are held accountable for their results.
  • We embrace innovation, initiative, and change while rejecting the status quo.  We seek continual improvement in all aspects of our operations.
  • Standards are defined, operations are detailed in written policy and procedure, and we seek continual improvement of products, services, programs, and operating systems.  Written standards (or the expected outcome of our “moments of truth”) for our products and services are detailed in written policies and procedures.  We seek continual improvement in these.
  • Member/guest issues are resolved politely and promptly to their complete satisfaction by our empowered employees.  No explanation needed.
  • Constant communications and feedback enhances operations and service, while problems and complaints are viewed as opportunities to improve.  We can never communicate too much or too well.  Informed employees are better employees.  Problems brought to our attention allow us to focus on solutions.
  • We benchmark revenues and sales mixes to evaluate members’ response to products, services, and programs, and we benchmark expenses, inventories, and processes to ensure efficiency and cost effectiveness.  We must pay close attention to what our members are telling us by their spending habits.  Benchmarking and analyzing expenses, inventories, and processes help us be more efficient.
  • We ensure clean, safe, well-maintained facilities and equipment while safeguarding club assets.  A good bottom line is only one measure of our effectiveness; we must also take care of all club facilities and safeguard their assets.
  • We acknowledge each operation as a team of dedicated individuals working toward common goals and we recognize the ultimate value of people in everything we do.  While each employee has his or her own duties and responsibilities, every member of our staff is important and works toward the common goal of understanding and exceeding the expectations of our members and guests.  Ultimately our business is about people and they must be valued and respected wherever and whenever encountered.

By themselves such statements have little value.  But by the  consistent example of management and the constant reinforcement to all employees these values are elevated to an animating spirit that permeates the organization.

Thanks and have a great day!

Ed Rehkopf

This weekly blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

Service-Based Leadership – It’s Just Common Sense

Sunday, April 1st, 2018

I recently read an Internet-posted news article entitled, “Disney Offers Customer Service Training.”  Written by Adrian Sainz, the article talked about Miami International Airport employees taking customer service training from the Disney Institute, a division of Walt Disney Company set up to teach its principles and practices to other companies.  Let’s pick up on the story.

“Now the Institute has taken another client: Miami International Airport, which many travelers will tell you needs customer service training like an airplane needs wings. Surveys rank its service among the nation’s worst. The airport’s terminal operations employees are taking classes taught by Institute instructors, learning leadership practices, team building, staff relations and communication skills-many formulated by Walt Disney himself.

“Disney takes great pride in ensuring a fun time and repeat business, mainly by emphasizing customer service and attention to detail while trying not to appear too sterile or robotic.

“Early in the training, a handful of Miami airport managers visited the Magic Kingdom, where they were shown examples on how paying attention to detail and removing barriers were integral in making guests happy and keeping them informed.”

The article went on discussing various techniques used by Disney to enhance customer service.  While I found this discussion somewhat interesting, it was the reader comments posted below the article that caught my attention.  Here they are (emphasis added is mine):

1st Posted Comment:  “I work for a medical practice in Georgia that sends a few of their employees to Disney for training each year. Our patients (guests) really responded well to our new customer service guidelines. However, management really needed to attend the training as well as the regular employees. They became complacent in their ‘ivory tower’ and expected all of us to treat the patients well (and of course we did); however, management needed to extend the same courtesy and good manners to their employees. In the past 3 months the company has had record turnover and still harbors a large disgruntled employee pool. No idle words …. ‘Treat others the way you would want to be treated.'”

2nd Posted Comment:  “When we returned, all 1st level management (the ones dealing with the customers) were asked to implement the Disney experience in our daily activities. To this day we have weekly meetings with our senior management to report how our teams are embracing the changes. Unfortunately many of the associates treat it as ‘the flavor of the month’ program to improve customer satisfaction. We are still trying to make a culture change with our staff.  The most unfortunate part of the Disney experience was that although our senior management went along on the trip, I am yet to witness the impact it had on them when dealing with us 1st level managers.”

ed-jpeg-43rd Posted Comment:  “I agree with the posters who feel that senior management should lead by example and treat their subordinates with dignity and respect. It just seems like common sense, that when employees are happy and feel well treated, this will filter down to the way they treat the customers. Everyone in an organization deserves to be treated well and this makes for optimum performance.”

Three of the four postings by readers made the same point about management.  This suggests the obvious:  that without the active involvement and example of leadership (and Service-Based Leadership at that), improvements in employee morale, dedication, empowerment, and ultimately in customer service will not happen.

Thanks and have a great day!

Ed Rehkopf

This blog comments on and discusses the hospitality 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 managers throughout the country and around the world.

Eight Key Basics to Successfully Operating a Private Club

Sunday, November 26th, 2017

The club industry is facing difficult times and while we are all facing challenges, each club faces its own particular problems.  As is usually the case when facing difficulties, this is the time to get back to the basics of our business.  Here are 8 things each club should examine:

1.  Leadership.  Clubs need clear-sighted individuals to guide them through tough times – but not just at the top.  They need strong leaders at all levels of operations.  It’s also important that the leadership styles of club leaders at all levels are congruent.  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.  Organizational values and culture of service.  Every employee needs to understand what, how, and why you do what you do.  The basics of what you stand for as an enterprise are of absolute importance.  Defining your values is only the first step.  They must be continually and consistently reinforced to all employees.

3.  Planning.  Haphazard planning results in haphazard operations and equally haphazard performance.  Your club should have a 3 – 5 year strategic plan focused on your competitive position in the marketplace.  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.  As important, the requirements of work plans must involve measurable performance parameters.  Detailed benchmarking of all areas of the operation is the easiest and best way to do this.

4.  Benchmarks.  You need to understand the variables of business volume and average sale that underlie all of your revenues.  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.  Benchmarking in detail is also an excellent way to listen to what members are saying with their buying habits.

5.  Accountability.  The club business is too demanding not to hold individual managers accountable for results.  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.  Poor performing managers degrade the efforts of the rest of the team and drive away good employees.

6.  Employee Turnover.  There is a high cost to turnover and it usually related directly to the quality of the club’s leadership at all levels.  It is particularly costly when you do a good job of training your people.  Do not become the minor league training ground for your competitors – both private clubs and local restaurants.

7.  Training.  There is much for employees to know in serving your members.  You cannot expect that your employees will inherently know what to do unless they are systematically and consistently trained.  Training gives your employees the knowledge and confidence they need.  Confident employees are more apt to engage your members and provide higher levels of service.

8.  Member feedback.  You need to understand what your members think about your club, the products and services it provides, and the service your employees render.  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.  The good news is, and there’s always a silver lining, that the best leaders and their operations will inevitably rise to the top.

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.