Posts Tagged ‘club operations’

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.

Make It Sparkle!

Sunday, April 29th, 2018

When one considers all of the things that go into making a your hospitality operation distinctive and appealing to its guests or members, one of the most visible is its cleanliness.  Whether a facility has its own housekeeping staff or contracts with a cleaning service, cleanliness is an essential element of a quality operation.  As with any other aspect of quality, standards must be defined and ensured.

The following list includes some of the essential areas that must be monitored for a high level of cleanliness:

Entryways are one of the most visible areas of the facility through which every member or guest will pass and often make the first impression of any visit.  Sidewalks and pavers must be constantly blown or swept.  Cigarette butts must be policed continually; trash or butt cans must be cleaned and emptied frequently.  The entry door must be appealing.  Smudges and handprints on glass doors or sidelight windows are unsightly and require constant wiping.  The doorsill or plate has edges and grooves that collect dirt and debris and is often overlooked.  Entry walk-off mats need to be removed and cleaned daily.

Restrooms are areas where members or guests expect the highest level of sanitation and cleanliness.  They are used constantly and need constant attention.  Sinks and counters need to be wiped down.  Mirrors get spattered and must be cleaned.  Trash cans, particularly on busy occasions, can overflow with hand towels and waste.  Supplies must be checked and replenished as usage levels dictate.

Dining Rooms and Bars, because of the food and beverages served, must be kept clean and “appetizing” at all times.  Trash cans must be emptied frequently, wiped down, and sanitized to avoid offensive odors.  Carpets around tables and chairs receive spills and dropped food items.  They must be vacuumed thoroughly on a daily basis and shampooed with some frequency.  The furniture itself must be cleaned daily to prevent food buildup.  Young children can make a mess of highchairs.  These must be cleaned and sanitized after each use.  Menu covers can quickly get smudged and grimy and should be cleaned or replaced often.

Lobby or Seating Areas often have large overstuffed furniture.  These should be vacuumed daily, particularly the cushions which collect dust and debris, under cushions, and along raised seams.  Tables and bookshelves need to be dusted daily.

Picture Frames, Paintings, and Window Molding need frequent dusting and are often overlooked, particularly if high on a wall.

Windows allow light to enter and Mirrors reflect that light.  Often one doesn’t notice how dirty they can get until light hits them in a certain way and this will most certainly to be noticed by members or guests.

High Ceilings, Chandeliers, and Ceiling Fans give dramatic effect, but are the perfect place for cobwebs and dust to collect.  Inspecting with a keen eye and the use of a telescoping duster should be a daily habit, particularly in food service areas.

Verandahs and Porches require the same discipline, but even greater vigilance given their exposure to the elements and outdoor bugs and spiders.

While not as visible, Sanitation is of even greater importance given the health and hygiene implications.  A recent television report claimed that tests had shown that the handles on grocery carts harbored more germs than toilet seats.  While hospitality operations don’t use grocery carts, the undeniable implication of this story is the near universal transmission of germs by people’s hands (and this takes on even greater importance in light of the recent flu season).  A further story had a doctor saying that the most effective habit in avoiding the flu was constant hand washing.

These two stories combined point out the necessity of using disinfectant cleaners on any surface touched by human hand.  Some surfaces that readily come to mind are door knobs and handles, banisters and railings, flush handles on toilets, sink handles, armrests on chairs, bar and table surfaces, water fountains, ice machines, dish or glass washers, or any other surface or place frequented by members or guests, and employees – particularly those employees who handle food and drink.

Paying attention to these issues of cleanliness and sanitation will go a long way in creating the very real impression of a quality operation.  While the housekeeping staff or contractor is charged with the tasks of cleanliness and sanitation, it is still the managers’ responsibility to establish the standard and to ensure it is met.  Making all employees aware of the need for a clean and sanitized operation, and providing the necessary tools and training for each department to clean whenever there is spare or down time, will ensure that everyone recognizes the shared responsibility of keeping your facility clean.

And giving it that extra sparkle will help your operation and reputation shine!

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 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.

Operating Standards

Tuesday, March 20th, 2018

As anyone who has ever read my writings knows, I am a firm believer in written standards, policies, and procedures as the basis for a well-organized hospitality operation.  Here are some of the reasons why:

Written standards (or the expected outcome of our “moments of truth”) for our products and services must be detailed in written policies and procedures.

We cannot begin in any meaningful way to train our employees until we have defined for them the standards which we wish to achieve.  These must be in writing to allow the General Manager and owners to evaluate and concur with the standards we contemplate.  When written they allow us to consistently pass on the standards to succeeding generations of employees.

Policies and procedures are the “what and how” of the way we do things.  Employees should not be allowed to freelance.  “Discretion [on the part of employees] is the enemy of quality.”  Again, policies and procedures must be written for consistency sake.  Taken together they form the basis for most training material.

Standards, policies, and procedures must be continually reviewed and updated as necessary.  Continual process improvement is the discipline that will not permit us to rest on our laurels, but instead be constantly working to make all aspects of the operation better.

What are some of the reasons that managers do not prepare written standards, policies, and procedures?

  • It takes too much time (so they don’t mind wasting immense amounts of time dealing with untrained staff and a disorganized operation)
  • No one told them to do it (in other words, they don’t have any initiative; they’re not, as Jim Collins described in Good to Great,  “disciplined people taking disciplined action”)
  • Their writing skills are not up to it (so they’ve given up instead of looking for creative ways to make it happen)
  • They don’t know what standards, policies, or procedures to prepare (then why are they a manager? – somewhere in their heads must be an idea of how they want to organize and run their operation)
  • They don’t know what format to use (could copying Hospitality Resources International’s already designed format be any easier?)
  • They have no excuse.  Which is exactly right!

Having faced these issues in job after job in both hotels and clubs, I have over the years prepared an immense amount of written standards, policies, and procedures which are available on the Hospitality Resources International website.  You can join the site for free and begin downloading these resources and customizing them for use at your club.  So honestly, there is no longer any excuse!

Thanks and have a great day!

Ed Rehkopf

This 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 hospitality managers throughout the country and around the world.

Benchmarking

Wednesday, February 7th, 2018

Imagine two professional baseball teams.  One team measures every aspect of every player’s performance – the number of at bats; number of hits, walks, and strikeouts; batting averages against right- and left-handed pitchers; slugging averages; and fielding percentages.  They also measure each pitcher’s earned run average, number of base on balls, strikeouts, wild pitches; and so on.  The other team decides it’s too much trouble and keeps no statistics whatsoever.

These two teams will meet each other eighteen times a season.  While well matched in player talent, hustle, and desire, and though each team possesses competent management and coaching, one team dominates the other season after season.  Would anyone be surprised to discover which is the dominant team?

As everyone knows, this example is ludicrous because every baseball team measures players’ performance and uses this information to make crucial game decisions.  What is it that baseball managers understand that some club managers don’t seem to grasp?  The fact that everything in life follows patterns. When patterns are tracked and analyzed, they can be used to predict future performance and set goals.

Benchmarking, the act of measuring and analyzing operating performance, seeks to understand the patterns underlying a club’s operation.  Reasons to benchmark include:

  • Benchmarks can be used to establish performance goals for future operating periods.
  • Benchmarks help identify under-performance and best practices.
  • Benchmarks from past periods can make budgeting for future periods easier and far more accurate.
  • Tracking revenues and comparing them to historical benchmarks allows management to measure member response to products/services and new initiatives.
  • Benchmarks create the measurable accountabilities for each manager’s work plan.

The club’s monthly operating statements provide good basic information, but these summary numbers can mask troubling trends within the operation.  For instance, higher food revenues can be a result of less patronage, but each member spending more because of higher menu prices.  The manager is happy with the higher revenues, but is blissfully ignorant of declining clientele.

Benchmarking is best accomplished by department heads who have bottom line responsibility.  Most performance measures will fall into the following broad categories.

  • Revenues and expenses, both aggregate and by type
  • Inventories
  • Retail sales mix to determine buying patterns of members

Most of the raw data necessary to benchmark comes from point-of-sale (POS) reports.  Much of this lode of daily information gets looked at briefly by department heads or the accounting office and is then filed away, rarely to be seen again.  The real value of this information comes from tracking it over time to determine trends by day of week, week to week, month to month, and year to year.  This makes it necessary for managers to pull the information from POS reports and enter it into spreadsheet software.

A few caveats:

  • There are as many aspects of an operation to measure as time, resources, and ingenuity will allow. Focus on those most critical to one’s operation.
  • Data used in benchmarking must be defined and collected in a consistent manner.
  • When comparing data, always compare like to like.
  • Ensure benchmarks measure events with only one underlying variable.
  • Do not draw conclusions from too small a sample.  The larger the sample, the more accurate the conclusion.
  • When two pieces of data are compared to generate a benchmark, both a small sample size or extreme volatility in one or the other, can skew the resultant benchmark.

Benchmarking is not complicated, but it does require discipline and persistence.  It is best accomplished by setting up routine systems to collect, compile, report, and analyze the information collected.  Like a baseball team, the knowledge gained by benchmarking will bring a club to the top of its game.

Thanks and have a great day!

Ed Rehkopf

This 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.

A Discipline of Planning

Monday, January 22nd, 2018

Managing a club without a plan is like driving through a strange land without a road map.  Given the size, complexity, and money invested in making a club successful, why would anyone consider operating it by the seat of one’s pants?  Yet, this is exactly what managers do when they fail to establish a discipline of formal planning.  And make no mistake about it, it is a discipline – requiring managers and supervisors at all levels to conceive and document their plans for upcoming periods and specific events.  It also requires that the General Manager review all planning documents, as well as review progress toward completing those plans on an ongoing basis.

Every enterprise demands a plan.  Without a formal, written plan to focus attention and action upon the completion of specified goals within a specified time period, the club will lack clear direction and purpose.  By putting plans in writing, the responsible manager formally commits to its accomplishment.  Further, there is a common understanding on the part of both the subordinate manager and the General Manager of what will happen and when.  Often, the planning and execution of one department will impact other departments or the club as a whole.  Written plans ensure that all managers and department heads are fully informed about where the club is going and when things are supposed to happen.  Taking all this into account, planning is not a luxury, but a necessity for efficient operations.

Types of Plans.  Planning is necessary on many levels and in many settings.  Formally, the club should have the following:

  • A Club Annual Plan covering a period of 12 months, coinciding with the budgeting cycle.  This plan lays out the specific goals to be accomplished during the year as part of the club’s efforts toward continual improvement.
  • A General Manager’s Work Plan for the 12 months covered by the Club Annual Plan.  This plan lays out measurable accountabilities for the General Manager and is the basis the GM’s performance appraisal.
  • Departmental Plans for the 12 months covered by the Club Annual Plan.  These plans lay out the goals and objectives of each operating department.
  • A Work Plan for each Department Head for the same 12 months.  These plans do the same for the club’s department heads.
  • Plans for major project and events.  These are plans developed for specific major tasks or activities such as purchasing new golf carts, renovating a facility, or preparing for the Member-Guest Tournament.

Planning Tips.   Having gone through the planning process a number of times, I offer the following advice to all General Managers:

  • Start early.  Procrastination results in poor, disjointed planning.
  • Lay out the broad outlines of what the Board or GM wish to accomplish.  These outlines will impact the priorities and initiatives of the club’s operating departments.
  • Involve your staff.  The departmental plans must take into account the broader goals of the club, but will also include the plans and agendas of individual Department Heads.  Further, since no department works in isolation, one department’s plan may affect others – either materially or in the timing of events and accomplishments.
  • Challenge staff.  General Managers should explain the big picture of club direction and progress and then challenge Department Heads to work on specific initiatives within their departments, for example, implementing Benchmarking, setting up Tools to Beat Budget, reviewing departmental training material and plans, Continual Process Improvement.
  • Planning is a process.  No plan is completed after one pass.  Back and forth discussion between the General Manager and Department Heads and among the different departments will further refine plans insuring a well-integrated club plan.
  • Use planning as a team-building exercise.  Given the preceding tips, I encourage General Managers to use the annual planning process as a team-building process.  Call an early planning meeting with all Department Heads to lay out the purpose, process, and planning timeline.  Then establish a series of planning meetings at which each Department Head presents his or her plans to the rest of the management staff for input and feedback.  One Department Head’s ideas may spark others to similar accomplishment.  Encourage critical review of plans and challenge groups of Department Heads to work together to work on larger club or departmental initiatives.

When departmental plans are completed, General Managers must review them and incorporate the more significant items in the Annual Club Plan.  All this should be done in time to allow adequate review and feedback by the Board before the start of the budgeting process.

Lastly, plans must not be a one-time task not to be looked at again.  To be truly useful departmentals and the Club Annual Plan should be reviewed often.  I recommend a brief review of plans and accomplishments during the Monthly Review of Operating Statements.  This ongoing review and discussion of planning will ensure timely completion of tasks and keep the club on target to meet all of its Annual Goals.

Summary.  The importance of disciplined planning cannot be overstated.  Haphazard planning results in haphazard operations and equally haphazard performance.

Thanks and have a great day!

Ed Rehkopf

This 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.

Training

Monday, December 25th, 2017

All of us who work in this business understand that club operations are both people intensive and detail intensive. It takes a lot of employees to provide the requisite levels of service in a club and every aspect of service involves countless details. These two facts make detailed, ongoing training an absolute necessity for any successful operation.

Types of Training. There are a wide variety of topics that must be taught to both managers and employees to fully prepare them for their jobs.

1.  Leadership Development Training for managers and supervisors – designed to enhance consistent leadership skills, which are the driving force behind any successful endeavor.

2.  Organizational Systems Training such as HR and Accounting Standards, Policies, and Procedures for managers and supervisors – designed to teach the underlying organization and operational systems that permit the club to operate efficiently.

3.  Club Culture Training for all employees – designed to foster a thorough understanding of the club’s values and service ethic.

4.  Legal Compliance Training for managers, supervisors, and employees – designed to provide all required training in matters with legal implications for the club such as Equal Employment Opportunity, Fair Labor Standards Act, Sexual Harassment, Family Medical Leave, etc.

5.  Liability Abatement Training in such matters as Safety and HR for managers, supervisors, and employees-designed to limit the club’s liability exposure.

6.  Service Technique Training for employees – designed to give each employee the skill set necessary to perform his job and meet the club’s high standards of service.

Items 1 through 5 above should be developed by the club for consistency sake and provided club-wide; item 6 is specific to each department and should be developed and taught by individual department heads.

 

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.

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.

Principles of Employee Relations

Monday, November 13th, 2017
We have spoken frequently about the importance of well-defined values in club operations.  None is more important that the manner in which we conduct our employee relations.  Here is a sample statement of those values.
1.  All employees will be treated with dignity and respect.

2.  We pledge to conduct our employee relations in an honest and straightforward way.  Any necessary criticism or counseling will be conducted in private in a constructive manner with the intention of instructing and correcting rather than blaming.

3.  Every employee contributes to the overall success of our operation.  The only difference among employees is their level of authority and responsibility.  Every employee is important.

4.  The great majority of people want to do their jobs well and take pride in their work.  When an employee fails, it is often a failure of management to properly train or communicate performance expectations.  In other words, we can’t expect employees to do something properly unless we have properly shown them how to do it.

5.  Employees have no idea what goals management has for them unless those goals are communicated.  They have a need and the right to know how their performance is contributing to the achievement of those goals.  Continuous feedback is essential.

6.  Management must make every practical effort to keep employees informed on matters concerning standards, policy, procedures, long range plans, projects, work conditions, and compensation and benefits.  An informed employee is a better employee.  Supervisors should be available at reasonable times to answer questions and hear employee concerns.

7.  Recognition is important to all of us.  If we have the authority to correct, we also have the responsibility to praise.  We cannot have one without the other.

8.  Every one of us has a responsibility to help our fellow employees.  We do not work alone.  Rather we work together for a common purpose.  We owe it to ourselves and everyone we work with to be personally pleasant and mutually supportive.  One unpleasant personality or negative, non-cooperative attitude can ruin the workplace for all of us.

9.  We must empower our employees through meaningful contribution, while striving to make our workplace interesting, challenging, and rewarding. We can do this only by involving employees in decision-making and continual process improvement.  The ideas and energy of our employees are truly the driving force behind any success we may achieve as an organization.

10.  Our workplace must also be pleasant, enjoyable, and even fun.  Too much of our lives are given to work for it to be viewed as a necessary drudgery.  Each employee is challenged to do everything possible within good taste and reason to make their workplace more enjoyable for us all.

When a leader make it clear to all in her organization how employee relations will be conducted, it reduces the problems created by inappropriate and inconsistent treatment by managers.  Just as children get mixed messages when their parents have different approaches to child rearing and discipline, club employees can suffer when their managers have different ways of dealing with staff.

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.

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.