MARKETING + MANAGEMENT
THE ART OF CHANGE By Connor Thompson • Membership & Marketing Director Interlachen Country Club • Winter Park, Fla.
STARTING, CHANGING OR TRANSFERRING roles can be an exciting and stressful
time for anyone within our industry. So many of us are coming out of two to three years of tremendous growth, and tremendous change to operations that occurred during the pandemic. Even now, many of us are re-learning how to thrive professionally post-pandemic. Although so many club fundamentals operate in the same way, it’s been my experience that each and every club has small, but impactful, nuances which make them unique. Navigating these nuances can sometimes be more difficult than rote memorization and application of your new club’s bylaws. When C+RB reached out to me regarding submitting a piece about what can be brought to the table when changing roles or moving to a new club, I have to admit that I was a little unsure if I was the correct person to provide such valuable insight. There are more seasoned, commensurate professionals in our industry who have been doing this a lot longer than I. However, after some deep reflection, and maybe a couple of pep talks, I came to the realization that I probably did know a thing or two about changing roles, and what can be brought on board—and left at the doors of your old club—when starting a new role. For me, effective transition boils down to three things: Curiosity, Attitude, and Trajectory. Curiosity—I have often heard it said that “being curious is better than being smart” and I wholeheartedly agree. Bringing tenacious curiosity to the table allows you to understand not just the process, but the 10
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meaning behind the process. Being curious will help you navigate these club-specific niche nuances, and ultimately help you succeed in your new role. It may also allow you to discover a better way to do something, or a more effective solution to a problem. Too often people begin a new role and simply absorb what has always been done without asking “Why do we do it this way?” Sometimes the answer may be concrete, and you may learn that, prior to your arrival, continual trial and error allowed your new team to determine that the process in place is, in fact, the most effective. However, your curiosity may help you, and in turn your team, discover the process is in place as a result of the “just always been done this way” mentality. In instances of the latter, take the opportunity to make a creative change which will lead to a more effective solution. Attitude—Sure, it’s cliché. But it’s true: attitude is everything. Generally, people seek out new roles because their former left something to be desired. They’ve previously been left unsupported, overworked, or generally underwhelmed. Bringing a good attitude is especially hard if it’s previously been a hat trick combination of all three. Leave those experiences, and any negative mindset that come with it, at the last club. Don’t let it damper any potential that is now in front of you. Consider it Tabula Rasa upon arrival. Use this new, fresh, completely blank slate to form a new mentality. Trajectory—Understanding where your club is going, and where you fit in to
that plan is crucial to remaining successful in your new role. Take the time early on to figure out where your position fits in the club’s five and 10-year plans. This will allow you to plan and execute more effectively on a professional and personal level. Although the ins-and-outs of your day-to-day were likely discussed in the interview process, take the extra steps to ask where your role fits in the long-term and ask what you can do on a regular basis to support the club’s future endeavors. If you’re in the membership and marketing realm, this may mean developing a sales plan to boost your membership over a number of years, or it may mean helping to create a system to immediately combat high attrition rates. If you’re coming into a food-and-beverage role, it may mean a total revamp of your club’s food or beverage offerings or reconstructing daily operations. A new Course Superintendent may need to develop a plan to successfully navigate a total course redesign within the next five years. In any of these instances, it’s important to have a deep understanding of where your role fits in at the present time, and how your role will evolve down the road. No matter what your role, or what club you’re at—we are extremely lucky to work within this industry, especially after the trials and tribulations collectively faced over the last two years due to COVID. Take time to reflect on this fact. Take time to thank your membership for their support in unprecedented times. And, especially, take time to give kudos to your teammates and colleagues—they’re the most deserved of the praise. www.clubandresortbusiness.com
