The historic, 103-year-old New Orleans Country Club (NOCC) is a private golf and country club that has only gotten better with age. In addition to the challenging 18-hole, 6,655-yard golf course, the club’s 1,450 members enjoy full-service golf and tennis pro shops, 10 lighted clay tennis courts, two swimming pools, a fitness facility, casual and fine dining options all leading to an active social calendar.
General Manager/COO Bobby Crifasi, CCM, CCE, has been in management at the club for 30 years, 26 of them in his current position. New Orleans Country Club has been chosen as a Platinum Club of America six times during his tenure. Bobby successfully leads his staff of approximately 200 by taking a coaching approach to leadership and encouraging his department heads to take this same approach to leading their respective teams.
“I truly think our jobs as GMs are most similar to a coach in sports. We’re constantly trying to put together our best team, constantly trying to get better through education, hard work and teamwork. I like John Wooden, Nick Saban and Bill Belichick—their successes are unparalleled,” Crifasi said.
Complement the Culture of the Club
Crifasi credits the members of NOCC with fostering a culture where the staff is treated warmly and with great respect and dignity. Though clearly his personality and leadership approach are a natural fit for the club, he takes his cues from the members. “Our club is like a family. Our members treat our staff like family and, in turn, our staff would run through the wall for our members. It starts with the members. I know it’s not like that at every club, but this culture really works for us.”
He cites a recent event that illustrates his point. A well-regarded 87-year-old member recently passed away. His family had been long-time members and his children now bring their own kids to the club just as he did. When he passed away, his son called Crifasi to let him know and, specifically to ensure that three members of the dining room staff were told. When Crifasi attended the wake, he saw numerous club employees had gone on their own because of their friendship with the family.
NOCC’s environment seems to engender loyalty among staff and reciprocal appreciation from its members. There are more than 40 employees with 10 or more years with the club; there are two women in the locker room who are sisters that have 56 and 55 years of experience, respectively, at the club; and three dining room employees with 43, 36 and 34 years, respectively. Each year the members generously contribute more than $100,000 to the employee Christmas bonus fund, which is quite a testament to their satisfaction and loyalty to the staff.
Be an Example
Legendary coach John Wooden said, “Ability may get you to the top, but it takes character to keep you there.”
Crifasi says that always being there for employees, both professionally and personally, is key to satisfied and competent employees. His goal is to make sure the staff knows that he and his department heads truly want them to succeed and provide them with all the tools necessary to do that. Equally important is modelling the behaviors, demeanor and professionalism that he expects from his employees.
“We set the culture as the GM; our practices are stamped on how our club is perceived. Everything from a good first and last impression, appropriate phone manners, how we say hello and goodbye, how we dress, how we provide directions, as well as what our fence lines look like, if the grounds are well maintained and free of any trash. Are we honest and ethical in all instances, do we follow up timely on every request, whether we master the details, how we conduct business, do we pay our vendors timely, do we treat our vendors nicely, do we treat everyone with dignity and respect? Is this club respected as a place people will want to work and belong as members? Everything matters, and everyone is watching your every move,” Crifasi said.
Communicate, Listen and Support
The department heads at NOCC have a mandatory meeting every Thursday at 3 p.m. to review the previous week and discuss operational concerns and club issues. They also discuss leadership books that they have read as a group and identify valuable take-aways.
Each department head also holds department meetings where employees are briefed on events and have the chance to raise and address any concerns and share their ideas. Providing forums for communication is critical and can yield some great benefits. For example, because of staff discussions and suggestions, the club refurbished the employee cafeteria and break room and improved it dramatically.
NOCC knows that it must invest in its employees as well. As departments prepare their budgets, they determine how much can be allocated for professional development. Employees are encouraged to become active members of their professional associations and attend their respective annual conferences and chapter meetings. It is a priority and has full board support.
JT Crawford, PGA, Head Golf Professional, has been at NOCC for 15 years and says Crifasi is still coaching him and providing leadership so that they both can improve the skills and services they provide the members. “As the coach,” Crawford explains, “Bobby demonstrates the values and sets the standards, which gives us, as department heads, 99 percent of the information we need to make the proper decisions in our departments and communicate to our teams’ members so they, too, can make strong decisions on their own.”
Crawford asserts that NOCC’s signature warm culture starts with its general manager, who knows all 200 employees by name and keeps his door open to each and every one of them. “I’ve always liked that all of the employees feel comfortable calling him Bobby,” he added.
Simplify Governance Practices
Although Crifasi knows NOCC’s governance model isn’t for every club, after 30 years their board/committee structure operates like a well-oiled machine. The Nominating Committee nominates one board member per year in an uncontested election, and each member serves for 11 years as they cycle through positions. There are only four active committees at the club: House, Golf, Tennis and Membership. The continuity, trust and efficiency this creates is invaluable. Crifasi cites the following key elements to leadership with the board: honesty, integrity, transparency, trust, never hiding bad news, following-up with a sense of urgency, knowing your numbers/financial acumen, compassion and loyalty.
When asked what advice he would give his younger self after 30 years in the club industry, Crifasi replied, “When it comes to the long hours, holidays and weekends, you might second guess yourself for choosing this profession; don’t second guess yourself. At the right club and with continuing professional development and a supportive spouse, it’s a wonderful profession and absolutely 100 percent worth it.” It certainly appears that the employees and members at NOCC are relieved Crifasi followed his own advice.
Club Trends Fall 2017