A few years back, I interviewed some of the most successful CEOs in the world in order to discover their management secrets. I learned that the “best of the best” tend to share the following eight core beliefs.

1.   Business is an ecosystem, not a battlefield.

Average bosses see business as a conflict between companies, departments and groups. They build huge armies of “troops” to order about, demonize competitors as “enemies,” and treat customers as “territory” to be conquered.

Extraordinary bosses see business as a symbiosis where the most diverse firm is most likely to survive and thrive. They naturally create teams that adapt easily to new markets and can quickly form partnerships with other companies, customers … and even competitors.

2.   A company is a community, not a machine.

Average bosses consider their company to be a machine with employees as cogs. They create rigid structures with rigid rules and then try to maintain control by “pulling levers” and “steering the ship.”

Extraordinary bosses see their company as a collection of individual hopes and dreams, all connected to a higher purpose. They inspire employees to dedicate themselves to the success of their peers and therefore to the community-and company-at large.

3.   Management is service, not control.

Average bosses want employees to do exactly what they’re told. They’re hyper-aware of anything that smacks of insubordination and create environments where individual initiative is squelched by the “wait and see what the boss says” mentality.

Extraordinary bosses set a general direction and then commit themselves to obtaining the resources that their employees need to get the job done. They push decision making downward, allowing teams form their own rules and intervening only in emergencies.

4.   My employees are my peers, not my children.

Average bosses see employees as inferior, immature beings who simply can’t be trusted if not overseen by a patriarchal management. Employees take their cues from this attitude, expend energy on looking busy and covering their behinds.

Extraordinary bosses treat every employee as if he or she were the most important person in the firm. Excellence is expected everywhere, from the loading dock to the boardroom. As a result, employees at all levels take charge of their own destinies.

5.   Motivation comes from vision, not from fear.

Average bosses see fear-of getting fired, of ridicule, of loss of privilege-as a crucial way to motivate people.  As a result, employees and managers alike become paralyzed and unable to make risky decisions.

Extraordinary bosses inspire people to see a better future and how they’ll be a part of it.  As a result, employees work harder because they believe in the organization’s goals, truly enjoy what they’re doing and (of course) know they’ll share in the rewards.

6.   Change equals growth, not pain.

Average bosses see change as both complicated and threatening, something to be endured only when a firm is in desperate shape. They subconsciously torpedo change … until it’s too late.

Extraordinary bosses see change as an inevitable part of life. While they don’t value change for its own sake, they know that success is only possible if employees and organization embrace new ideas and new ways of doing business.

7.   Technology offers empowerment, not automation.

Average bosses adhere to the old IT-centric view that technology is primarily a way to strengthen management control and increase predictability. They install centralized computer systems that dehumanize and antagonize employees.

Extraordinary bosses see technology as a way to free human beings to be creative and to build better relationships. They adapt their back-office systems to the tools, like smartphones and tablets that people actually want to use.

8.   Work should be fun, not mere toil.

Average bosses buy into the notion that work is, at best, a necessary evil. They fully expect employees to resent having to work, and therefore tend to subconsciously define themselves as oppressors and their employees as victims. Everyone then behaves accordingly.

Extraordinary bosses see work as something that should be inherently enjoyable-and believe therefore that the most important job of manager is, as far as possible, to put people in jobs that can and will make them truly happy.

Geoffrey James authors “Sales Source” on Inc.com, the world’s most-visited sales-oriented blog. His newly published book is Business to Business Selling: Power Words and Strategies from the World’s Top Sales Experts.

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.

Club Resources International - Management Resources for Clubs!

After several months John noticed that the cleanliness of the club didn’t meet his expectations.  In speaking with Joanne about it, he discovered that Joanne had assumed that Sonya and Maria knew what they were doing and how to properly clean the club – after all they came with excellent references!

As John began to list the things he felt were being neglected, a light went on in Joanne’s head.  Joanne realized that if Sonya and Maria were going to meet John’s expectations, she would have to make sure she understood those expectations and then communicate them to Sonya and Maria.  So Joanne asked John to walk around the clubhouse with her to point out all the things he expected in terms of cleanliness.  This illuminating tour helped Joanne better understand what John wanted.  In response to Joanne’s questions, John clarified what he meant by cleanliness by discussing both type of cleaning – vacuuming, dusting, sweeping, polishing, emptying trash cans, mopping, high dusting, window washing, bathroom cleaning, upholstery and drapery cleaning, carpet shampooing, etc. – and the frequency of each.

The conversation then swung to cleaning tools, equipment, and supplies.  They both agreed that bleach should not be used due to the danger of spills on expensive carpeting and overstuffed furniture, but that sanitizing wipes should be used to wipe door handles, railings, bannisters, and various areas in bathrooms and locker rooms.

During the discussion it was also realized that some of the heavier, periodic tasks should probably be handled by the maintenance staff, such as cleaning the bugs out of the portico light fixtures and power washing the exterior windows, and as the discussion progressed John and Joanne admitted that it probably made more sense to contract out some of the work such as shampooing carpets.

Based on these conversations Joanne drafted up what she called the club’s cleaning standards.  She then asked John to review and approve the requirements.  After several revisions, John approved the standards and asked Joanne to analyze the requirements to determine the most efficient and cost effective way to meet them.  A week later Joanne returned with her analysis and recommendations.

The end result was that the club hired an outside contractor to shampoo carpets and steam clean draperies and another to power wash the building exterior and wash windows on a schedule drawn up by Joanne.  She then turned her attention to working with Sonya and Maria to determine the best work schedule to meet the standards, keeping in mind the daily and weekly member traffic in various areas of the club.  Joanne then asked the two cleaning ladies for a list of necessary cleaning products, tools, and equipment to enable them to meet the standards.

Joanne also discussed with Sonya and Maria the cleaning requirements before, during, and after major events and large catered parties.  Both Sonya and Maria appreciated the fact that Joanne consulted with them about both the expected standards and cleaning strategies.

Over the next few weeks, Sonya and Maria enthusiastically set about meeting the standards and made numerous suggestions to overcome minor obstacles and to clarify and refine some of the requirements.  Maria even suggested a cheaper sanitizing wipe that she found and was using at home.

The renewed emphasis on club cleanliness made Joanne far more aware and observant as she went about her daily routine.  Once all the bugs and kinks were worked out, she finalized the cleaning standards, policies, procedures, and list of cleaning materials, supplies, tools, and equipment in writing so that when there was the inevitable turnover in the cleaning staff, all expectations and requirements would be consistently passed on to new hires.

For both Joanne and John came the satisfaction of knowing that the club was cleaned properly on an ongoing basis, but the real clincher came when the club president remarked that his wife had been unhappy with the cleanliness of the club for some time, but had failed to mention it to anyone.  Lately, though, she noticed and was impressed by a distinct improvement in all areas of club cleanliness.  He asked that John pass on his wife’s compliments to the two new cleaning ladies who were obviously doing a great job.

John smiled and with great satisfaction said that he would certainly pass on the compliments to all involved.

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.

Club Resources International - Management Resources for Clubs!

Definitions.  The following definitions can be found in The Random House College Dictionary.  For convenience sake, we have only included those definitions that apply to our purposes.

Standard

1. Something considered by an authority or by general consent as a basis for comparison; an approved model.
2. Anything as a rule or principle that is used as a basis or model for judgment.
3. Morals, ethics, habits, etc., established by authority, custom, or an individual as acceptable.
4. Fulfilling specific requirements as established by an authority, law, rule, custom, etc.

In a manufacturing setting product standards usually include material specifications, manufacturing tolerances, quality measurements, and the functionality of the finished product.  In the hospitality field, however, the establishment of a standard is usually made by management based upon an understanding or expectation of what will satisfy or impress the customer.  Often this satisfaction is based upon the manner in which some service or action is performed.  Therefore, the standard is a description of the desired outcome of that service or action and/or the manner in which it is performed, for instance the approved way of presenting and opening a bottle of wine, or the correct way to fill a form used for documenting personnel actions, the manner in which month-end inventories will be conducted, or the level of professionalism of our management and operations.

In the case of club standards, standards are the model for the optimum way of doing things.  They are established by the general manager as the acceptable model of performance by which members judge proficiency and professionalism.  They apply not only to the daily performance of individual duties, but also to the manner in which you conduct yourself and your business.

Policy (ies)

1. A definite course of action adopted for the sake of expediency, facility, etc.
2. Action or procedure conforming to or considered with reference to prudence or expediency.
3. Prudence, practical wisdom, or expediency.  (expedient:  tending to promote some proposed or desired object; fit or suitable under the circumstances.  Synonyms include advisable, appropriate, desirable.)

Policies and standards are so closely interwoven it is often hard to tell them apart.  Policies most often apply to those areas of the operation where they can be little or no leeway in how you do something, for instance in the area of Human Resources where so much of what you do is dictated by law or by the need for correct action to avoid litigation, or in the area of Accounting where exactness and consistency are necessary to ensure the correctness, accuracy, and transparency of financial reporting and fiduciary responsibilities.

Policies can also apply to operations.  For example you establish policies to ensure the consistent and fair treatment of members, for instance in how you take tee times or dining room reservations.  The need for policy here is to ensure that every member has equal treatment and the same opportunity to enjoy the club’s amenities, which as every manager knows is important to keeping members happy and satisfied.  Nothing will upset a member faster than believing he or she is not getting a fair shake from the club.

Procedure (s)

1. An act or a manner of proceeding in any action or process; conduct.
2. A particular course of mode of action.

Procedures are the “how to’s” of the club’s business.  Sometimes they flow from standards and sometimes from policies, but in the end they are the exact instructions of how to do or complete a particular process, act, or event.  Whereas policies are often the big picture of why we do something, procedures are the detail of how it is done.

Standards, Policies, Procedures. It is essential to develop detailed, written standards, policies, and procedures for every area of club operations.  Not only are these the basis for developing training material, but they serve as the foundation for developing a club culture that is consistently taught to new hires and reinforced by both management and other employees.  When everyone understands “the way things are done,” there is less opportunity for freelance behavior.  Eliminating freelancing or employee discretion fosters consistency of product and service delivery.  As Harvard Professor Theodore Levitt says in his book, Marketing for Business Growth, “Discretion is the enemy of order, standardization, and quality.”

In fact, employees will be the first to say that they appreciate the time and effort taken to teach them the accepted way of doing things and that management insists upon uniformly high standards.  People naturally take pride in being associated with quality and this is no less true for club employees.

Summary. Taken together standards, policies, and procedures form the bulk of the material that an employee must master to satisfactorily complete all their job functions, duties, and responsibilities.  Without taking the time to define, explain, and clarify standards, policies, and procedures, how can management realistically know what it is that employees need to learn?  Without well-defined (i.e., written and reviewed) standards, policies, and procedures, any attempt to train will be disorganized and inconsistent.

While department heads and junior managers are typically responsible for developing the operating standards, policies, and procedures for their departments, the general manager is still responsible for ensuring the overall quality of the operation and must therefore review all operating standards, policies, and procedures.  But how can this be done if they are not in writing and available for the GM’s review?

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.

Club Resources International - Management Resources for Clubs!

They also share something else; what many of them report as a major leadership challenge: knowing what to do in charged emotional situations. In spite of their technical expertise, they rarely feel confident when faced with subordinates who are experiencing outrage; who feel they are being treated unfairly; whose unacknowledged grievances have changed them into fighting men and women. In other words, they don’t know what to do when faced with people who have experienced repeated violations of their dignity, which are, by definition, highly charged emotional events.

Their default reaction is often to use their authority and the power of their position to control the situation, often leaving the aggrieved people angrier, more resentful, and less willing to extend themselves in their jobs or their roles within an organization. The dignity violations remained unaddressed, contaminating the work environment.

A reason why the default reaction is to exert authority and control over a volatile emotional situation is that they are afraid of it. They are especially fearful of being exposed and embarrassed by a bad move or a flawed policy for which they were responsible.

I have seen otherwise brilliant leaders get caught in all of the predictable traps that ignorance of how to best handle dignity violations creates. They are not bad people who deliberately try to make life difficult for those whom they lead; they simply don’t have the knowledge, awareness and skills they need to navigate through emotional turmoil. Without an education in matters related to dignity, a most vulnerable aspect of being human, even technically gifted and well-intentioned leaders can unknowingly create an undignified work environment.

The need has never been more urgent for people in leadership positions to be educated in all matters related to dignity; both the human vulnerability to being violated, and the positive effect it has on people when they feel seen, heard, understood, and acknowledged as valuable and worthy.

The emotional impact of treating someone well and honoring their dignity has benefits that are incalculable. It’s the easiest and fastest way to bring out the best in people. The opposite is equally as true: treat a person as if he or she doesn’t matter and watch how fast a destructive, if not violent, emotional storm erupts.

Leading with dignity means that leaders recognize this; that they are willing to embody what it looks like to treat others as valuable, to know what to do with people when they have been violated, and to know what to do when they have violated them. Below are some steps leaders can take to establish a culture of dignity in the workplace:

1. Make a company-wide commitment to learn about the role dignity plays in establishing a healthy and productive (and profitable) work environment.
2. Make a conscious effort to honor the dignity of your employees; both in everyday interactions and in the policies you create.
3. Create a work environment where your employees feel safe to speak up about the dignity violations they are experiencing. Make it easy for them by inviting them on a regular basis to talk to you about ways that you or company policies may be unknowingly harming them.
4. When it is reported to you that other managers and supervisors are violating the dignity of others, take action to address the situation. Make it company policy to take responsibility for the harm one causes others. No one should be above accountability.

There is no greater leadership challenge than to lead with dignity, helping us all to understand what it feels like to be honored and valued and to feel the expansive benefits that come from experiencing it. Employees yearn to see good leadership from their executives and managers.

They all knows how difficult it is for their leaders to take courageous steps that could leave them vulnerable such as overriding the need to save face by admitting to having made a mistake; stepping beyond what is safe and comfortable by apologizing for hurting employees; confronting a fellow leader who has repeatedly violated people; championing one’s employees when their voices are not strong enough to speak up to a failed policy that violates their dignity.

While we all recognize how difficult leadership can be, we still have the expectation that the title of leader means something. We want it to mean that by watching dignified leadership, we, too, can expect more of ourselves and not succumb to the all-too-familiar default mode of making excuses for not opting to do what is right.

Donna Hicks Ph.D., author of Dignity: The Essential Role It Plays in Resolving Conflict, Yale University Press, 2011.  You can read more about the author and her book at http://drdonnahicks.com/

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.

Club Resources International - Management Resources for Clubs!

First, the meeting must be held in private, in a quiet, uninterrupted setting.  The supervisor may wish to include a witness, such as a trusted associate or the HR manager.  Do not use a departmental peer of the employee being counseled.

Second, the tone of the session should match the purpose.

• If the session is for counseling, the meeting should be less formal, more comfortable, and supportive.  The conversation should focus on constructive criticism, problem discovery, and proposed solutions.  While this should be done in a supportive way, it is also necessary to communicate to the employee the negative consequences of continued problems.
• When the purpose of the meeting is disciplinary, the session should be formal and the tone serious.  The idea is to impress upon the employee the serious nature his actions, the impending consequences if he does not improve his behavior or performance, and the issuance of the disciplinary report, suspension, or discharge, as the case may warrant.

Third, the investigation of any incident or documentation of a series of problems must be thorough and detailed.  Supervisors must not go off half-cocked to write somebody up before investigating.  Supervisors may have an incomplete picture of what happened and be embarrassed when the full story comes out.

Fourth, after telling the employee the reason for the meeting and relating the incident or allegations, the supervisor should give him a chance to tell his side of the story.  He may have mitigating circumstances or a very different version of what happened.  His story may require further investigation or corroboration.  The supervisor may need to call other people in as witnesses or to contradict his version.

Fifth, after hearing his side of the story, the supervisor will decide what action to take and prepare the Record of Employee Counseling, CRI Form 103, describing the incident or problem, allowing the employee to offer any response, and providing a summary of the counseling or disciplinary action.

Last, the supervisor will present the employee with the Report and ask for his signature.  If he chooses not to sign, so note it.  Make sure the Report is complete.  Provide the employee with a copy; send one to the HR manager for inclusion in his Personnel File, and save one for the departmental files.

The key to successful disciplinary actions is good documentation.  Supervisors have two documentary tools at their disposal – Staff Notes and the Record of Employee Counseling.

• Staff Notes are daily or weekly notes made about staff performance.  They should contain instances of tardiness, absences, failure to follow instructions and procedures, complaints, arguments or disputes with other staff, instances of outstanding performance, etc.  These brief notes are invaluable in helping a supervisor reconstruct circumstances, give details in review sessions, or document continuing disciplinary problems of a minor nature.
• Records of Employee Counseling are used for formal documentation of problems when the supervisor wishes to give the employee a copy.  These reports must be filled out completely and accurately.  If the supervisor fails to enter a date, fails to sign it, fails to present it to the employee, or fails to get his signature or note “chose not to sign,” the record may be useless as documentary evidence.

Right to Respond. Each employee subject to a disciplinary action or unsatisfactory performance review has a right to respond.  Such response should come within 7 days of the report or review.  Supervisors should consider the response, amend the report or review if warranted, and attach the response without alteration to all copies of the disciplinary report or review (personnel file copy and departmental copy).

Choosing Not to Sign. Employees are requested to sign all disciplinary reports and performance reviews, but have an absolute right not to sign.  The absence of the employee’s signature will not affect the validity of the document, so long as the supervisor notes that it was presented to him.  If an employee chooses not to sign, the supervisor does this by writing “chose not to sign” and the date on the signature line.  The words “refused to sign” should not be used as this connotes coercion or lack of choice.

One of the questions posed by supervisors with any employee disciplinary issue is “OK, so he cleans his act up for a time, but then at some later point, it starts up again.  What do I do then?”  The answer as usual depends on circumstances.

If his behavior has been exemplary for a number of months and then there is one instance of the offending behavior without a reasonable excuse, you may decide to give him the benefit of the doubt.  Certainly you may do this, but don’t miss the opportunity to sit him down again, remind him of the consequences should he do it again, and document the session.

You may also decide in light of any number of issues – poor attitude, sloppy work, lack of teamwork, unwillingness to go above and beyond requirements, complaints received, member feedback, lethargic work performance, etc., that you’ll discharge him.  This is also defensible, though the longer the period of time between this and his last offense, might cause the reasonable person to consider another, fresher warning.

If during the same period the employee had other documented incidents of misconduct and generally unsatisfactory performance, this would provide all the necessary cause to discharge the employee.

If in doubt, you should always seek the advice of the Human Resources Manager or General Manager.

- excerpted from Employee Development and Discipline on the Go

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.

Club Resources International - Management Resources for Clubs!

Remember the freedom of taking personal responsibility.  You cannot control your boss’ skill or lack of it, but instead of getting upset, focus on what you can control.  Do everything in your power to be the best leader you can be.  Try to insulate your team from the worst effects of the situation.  Do not disparage your boss in front of your employees.  They will size up the situation quickly enough and will respect you even more for not trying to make him look bad.

Possibly your efforts will have a positive effect on your boss.  If your area of the operation is performing well because of your leadership, it may cause him to take notice.  Maybe your boss will become curious enough to ask about the secrets of your success.  In any case, focus on your own efforts.  If the situation should become untenable, remember that you retain ultimate control over your future and can make the appropriate decision at any time.

Understanding the limits of your influence also entails the recognition that you have more impact and control over your employees than you do over your other constituencies.  Your customers are removed from your direct influence since they are served by your employees.  For the most part your influence on customers is secondhand.

Farthest removed from your influence are your company’s shareholders.  Unless as owners they take a direct role in your company, they are often absent from the operation.  Their role and status with the company is still of major importance, but their interests are served at a distance.

So as you work to accomplish your company’s goals, concentrate on those nearest at hand and those over whom you have the greatest influence – the employees on your service team.  If they do their jobs with enthusiasm and a sense of service, the needs of your other constituencies will also be met.

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.

Club Resources International - Management Resources for Clubs!

Club membership documents often require a resigned member to continue to pay dues after resignation for some period of time, whether it be to the end of the membership year, for 12 or 24 months, or in the case of a refundable membership, until the resigned membership is reissued by the club to a new member.  The membership documents also often (but not always) permit the resigned member facilities use privileges as long as the member continues to pay dues.  Some resigned members continue to pay dues even after their dues obligation ceases, with the consent of the club, in order to continue facilities use privileges.

When members vote in an election or vote on a matter, club management and the club board must determine whether resigned members may vote.   Club bylaws often are silent on whether a resigned member who continues to pay dues may vote.   If the membership documents give a resigned dues-paying member “use privileges,” this likely is not sufficient to give the member voting rights.  However, if the membership documents state that a resigned member has “membership privileges” as long as the member pays dues, then the resigned member has a good argument that he or she has voting rights, not solely facilities use privileges.

A related question is whether a resigned membership is outstanding for purposes of a membership cap or determination of how many memberships have been issued.  In the case of a refundable membership, a membership once issued, is always outstanding, because it counts as a membership for purposes of the membership cap.  Therefore, a resigned membership is outstanding for such purpose even if the member has no membership privileges.   In the case of a nonrefundable membership, the club probably should not count a resigned non-dues paying membership as outstanding, because it gets “turned back” to the club.

Even though club management and active club members often do not consider resigned members to be real members, the resigned members’ status and the treatment of resigned memberships often depend on review of club membership documents and whether the membership is refundable.

Glenn A. Gerena, a shareholder with the national law firm of Greenberg Traurig, P.A., concentrates his practice on structuring, documentation for, and restructuring club membership programs.  You can read more about the author at http://www.gtlaw.com/People/GlennAGerena, and read more club related articles by the author at http://www.hospitalitylawcheckin.com.

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.

Club Resources International - Management Resources for Clubs!

But the ad, which tells a great little story with a great little actress, is based on a false premise.  Technology by itself, never rules.  In the highly competitive and complex world of modern business, it is only the judicious use of carefully selected technologies by highly-disciplined people and organizations that rule.

Jim Collins in his groundbreaking book, Good to Great, Why Some Companies Make the Leap . . . and Others Don’t, states categorically that “good to great companies used technology, as an accelerator of momentum, not a creator of it.  None of the good to great companies began their transformations with pioneering technology, yet they all became pioneers of the application of technology once they grasped how it fit with their [Hedgehog Concept] and after they hit breakthrough.”  This statement is all the more cogent in that it’s based on careful research and empirical evidence, not cuteness and feel-good emotions.

In The Quest for Remarkable Service this author pointed out that, “Alone, technology can do very little, but as the capstone of the other carefully crafted and consistently implemented disciplines, it becomes a powerful partner in a club’s quest for remarkable service.”

Lastly, in an article entitled Do You Know What Your Club Management System Can Do? I reported that, while CMS companies provided feature-rich software, most of those features went unused by club operators.  What seemed to be lacking was not technology, but knowledge of technology and the discipline of how best to use it.

Don’t get me wrong, Susie’s Lemonade Stand is a great ad!  It tells a warm and fuzzy story of a winning character’s entrepreneurial spirit and success, but it doesn’t tell the greater and truer story of the underlying disciplined efforts necessary for that success.

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.

Club Resources International - Management Resources for Clubs!

Beverages.  Offering beverages is the usual way to start a meal.  In addition to offering non-alcoholic beverages such as water, tea, lemonade, and sodas, many diners will want an alcoholic beverage, so be prepared to suggest a wine, beer, or cocktail.

Cocktails.  There are a host of creative cocktails for any taste and occasion.  The heyday of cocktails was in the Forties and Fifties, but these retro drinks are making a comeback.  Many times the person who would routinely order a Vodka and Tonic might be induced to try a refreshing Tom Collins, Sea Breeze, Banana Daiquiri, or other mixed drink.  Talk to your bartender about his or her suggestions.  Learn about a new cocktail each shift or week, and in no time you’ll have a large repertoire to suggest.

Wine by the Glass.  Many diners who wouldn’t want a full bottle of wine for either cost or consumption reasons, can easily be tempted to have a glass of wine.  In addition to house wines, many clubs will offer upscale or premium wines by the glass.  Make sure you’re familiar not only with what wines are available by the glass, but be able to entice members to try them by knowing about the wines, where they come from, what they go with, their flavorings and aromas, sweetness or dryness, and reputation for quality.

Appetizers.  Appetizers are a great way to start a meal, usually taking less time to prepare, allowing diners to snack on something while thinking about what entrée they want, and they go well with cocktails or other beverages.  As you’re taking drink orders, suggest appetizers to go with them.  Another great way to sell appetizers is to offer a medley or sample of several appetizers that the entire table can share with their drinks.

Soups and Salads. Most clubs will offer a variety of soups and salads, with light, refreshing ones in hot weather and more hearty offerings in the winter.  Many diners will opt for just a soup or salad or maybe a soup and salad combination.  Often, if your soup, salad, and dressing offerings are really creative, you can interest diners in a cup of soup or a salad by creative descriptors and your wholehearted recommendation.

Desserts.  Your club will offer a variety of desserts for those with a sweet tooth.  Like appetizers they are often shared.  Be prepared to tempt your diners with mouthwatering descriptors and don’t forget everyone’s often overlooked favorite – ice creams.

Liqueurs.  Club bars carry a wide assortment of liqueurs (cordials) that make wonderful after-dinner drinks.  Many are world-famous for their proprietary flavorings and recipes, and have been around for decades, even centuries.  They are great served neat, on the rocks, or even over a scoop of vanilla ice cream.  Make a point of becoming familiar with these; just make sure you pronounce their names properly.

Cognac, Brandies, Ports make a great closing complement to a meal.  Again, familiarize yourself with those your club carries and be prepared to recommend them after dinner or with coffee service.

Espressos, Cappuccinos, Specialty Coffee Drinks.  Many clubs will  offer specialty coffees and after dinner drinks made with coffee.  Don’t hesitate to suggest these to those diners who want to linger at the table over conversation.

Sparkling Wines and Champagnes.  These wines are usually associated with celebratory occasions, so be aware if someone is celebrating a birthday, anniversary, or other occasion.

The keys in any effort to suggestively sell are product knowledge, menu familiarity, and creative enthusiasm.

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.

Club Resources International - Management Resources for Clubs!

• Little or no feedback/coaching
• Feel devalued and unrecognized
• Lack of trust or confidence in leaders

Given the widely-recognized cost of high levels of employee turnover, every club should be vigilant for the causes of turnover; but how best to do this?

First, to be aware of turnover, clubs should benchmark their personnel actions and turnover rate by department.  Employees depart for one of the following reasons:

1. Discharged for cause – misconduct or performance issues
2. Laid off for business reasons – either at the end of the busy season or downsizing
3. Voluntary quit or abandonment of position
4. Retirement

In benchmarking turnover, it is category #3, the voluntary quits, that warrant the closest scrutiny.  If a particular department seems an endless revolving door for employees, it bears looking into the reasons.  There are two primary ways to find out why.

One is a routine program of exit interviews by the HR Manager.  Basic inquiries during the interview should be, “Why are you leaving our employ?  Is there anything we could do to change your mind?  Tell us about your work experience while working here.”

A second method is for the General Manager to call several of the departing employees to inquire about their reasons for leaving.

Typical responses would be “returning to school,” “leaving for a better paying position,” “lack of benefits,” and “too much evening/weekend work.”  Sometimes the answer is an honest and direct, “Didn’t like my boss” or some variation thereof.  In any case, the General Manager should be concerned about any trending reasons for departure.  If it’s low wages and lack of benefits, it might prompt a review of prevailing wages and benefits with the view of improving one’s own.

If it’s problems with the boss, and the complaint is heard with any regularity, it may be time for the General Manager to coach a department head on his or her style of leadership, communication skills, and engagement with staff.  Just as the General Manager would be expected to intervene in any matter affecting the club’s performance and bottom line, high levels of turnover caused by poor leadership skills in one department or another cannot be tolerated.

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.

Club Resources International - Management Resources for Clubs!