Marketing + Management

THE ART OF CHANGE

By Connor Thompson • Membership & Marketi ng Director Interlachen Country Club • Winter Park, Fla.

STARTING, CHANGING OR TRANSFER-

RING roles can be an exciti ng and stressful ti me for anyone within our industry. So many of us are coming out of two to three years of tremendous growth, and tremendous change to operati ons 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 impactf ul, nuances which make them unique. Navigati ng these nuances can someti mes be more diffi cult than rote memorizati on and applicati on of your new club’s bylaws.

When C+RB reached out to me regarding submitti ng 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 litt le 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, aft er some deep refl ecti on, and maybe a couple of pep talks, I came to the realizati on 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 starti ng a new role.

For me, eff ecti ve transiti on boils down to three things: Curiosity, Atti tude, and Trajectory.

Curiosity—I have oft en heard it said that “being curious is bett er than being smart” and I wholeheartedly agree. Bringing tenacious curiosity to the table allows you to understand not just the process, but the meaning behind the process. Being curious will help you navigate these club-specifi c niche nuances, and ulti mately help you succeed in your new role. It may also allow you to discover a bett er way to do something, or a more eff ecti ve soluti on to a problem.

Too oft en people begin a new role and simply absorb what has always been done without asking “Why do we do it this way?” Someti mes the answer may be concrete, and you may learn that, prior to your arrival, conti nual trial and error allowed your new team to determine that the process in place is, in fact, the most eff ecti ve. 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 latt er, take the opportunity to make a creati ve change which will lead to a more eff ecti ve soluti on.

Atti tude—Sure, it’s cliché. But it’s true: atti tude 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 atti tude is especially hard if it’s previously been a hat trick combinati on of all three. Leave those experiences, and any negati ve mindset that come with it, at the last club. Don’t let it damper any potenti al 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 fi t in to that plan is crucial to remaining successful in your new role. Take the ti me early on to fi gure out where your positi on fi ts in the club’s fi ve and 10-year plans. This will allow you to plan and execute more eff ecti vely 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 fi ts 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 att riti on rates. If you’re coming into a food-and-beverage role, it may mean a total revamp of your club’s food or beverage off erings or reconstructi ng daily operati ons. A new Course Superintendent may need to develop a plan to successfully navigate a total course redesign within the next fi ve years. In any of these instances, it’s important to have a deep understanding of where your role fi ts in at the present ti me, and how your role will evolve down the road.

No matt er what your role, or what club you’re at—we are extremely lucky to work within this industry, especially aft er the trials and tribulati ons collecti vely faced over the last two years due to COVID. Take ti me to refl ect on this fact. Take ti me to thank your membership for their support in unprecedented ti mes. And, especially, take ti me to give kudos to your teammates and colleagues—they’re the most deserved of the praise.