3 minute read
Management
WHEN LEADERSHIP CALLS FOR TOUGH CALLS
By Brett Morris • General Manager/COO The Club at Admirals Cove • Jupiter, Fla.
IT WAS DECEMBER 28TH, the heart of the season. Members had their families down, our activities calendar was packed, and we were at capacity for our much-anticipated New Year’s Eve celebration. But then I got the news: Forty staff members from our F&B operations had tested positive for COVID.
Every leader deals with adversity, and now it was my turn. Springing into action, I huddled with my team and decided right away to shut the whole thing down: No family events, no parties, no brunches, and close up the club for five days until conditions improved.
I made my decision, then informed my Board President. For many, this thought process may seem backward. You told the Board after you decided to close? And the answer is yes. Boards are looking for leaders. They want someone to take charge, make the tough calls, and do so with confidence and compassion. Remember, Boards are there for oversight, while management is there to ensure the operation runs smoothly and efficiently.
Aspiring to be my best is a personal challenge I face every day, even after working in the club industry for thirtyplus years. Here are some tips from what I’ve gathered along the way on what makes leaders successful.
It starts with knowing your strengths. One of mine is authenticity. Being myself and creating meaningful relationships is everything. To achieve that, you need to be visible. I walk the dining rooms of our restaurants at least four times a week. I engage in thoughtful conversations, creating trust so that when a member has a problem, they feel comfortable coming to me or calling me on my cell phone, which I share with everyone. If a member is ill, I’ll reach out to see if they need anything, or we’ll send over a care package. That extra touch allows us to connect on a personal level.
Then there’s communication. We never want a member to feel like they don’t know something. I send weekly e-mails, host twice-weekly “lunch and learn” sessions, and survey the membership three times a year. The feedback allows you to understand your customers and chart your club’s future. It also allows you to challenge misinformation. For example, if someone says, “No one likes the
food at the restaurant,” you can easily share the data and highlight that a blanket statement like that is in fact false. Do not be afraid to stand up for yourself. It shows that you have character.
This emphasis on communication was critical to being able to close the club as we did after our staff members tested positive. We handled the situation delicately, and reassured the members that their safety and security is always our top priority.
Getting buy-in from your people and making sure everyone is on the same page will make you better. It starts with building great teams. The insecure leader focuses on hiring people who pose no threat. Great leaders surround themselves with the most talented staff and then compensate them well, while also holding them accountable. Along the way, it’s important to coach and mentor them, so you can help them succeed and reach their professional goals.
My last piece of advice is to keep learning. It’s a journey that never ends. I collaborate with colleagues and regularly brainstorm with outside consultants who bring a unique perspective. I attend Club Management Association of America conferences, scout out new concepts to enhance our member satisfaction, and strive to deliver excellence.
Leadership is challenging. If it were easy, there would be no followers. We all deal with challenges, but pushing past them requires self-awareness and the ability to build a forward-thinking team. To win in the marketplace, you must first win in the workplace.
I have faced my hurdles, and I am sure I will have to clear more. But if you believe in yourself and have a purposeful vision, you will be successful.
