Our industry continues to face one of the most challenging business environments experienced in decades. History predicts that improvement will come, in the cyclical manner that has been witnessed time and again. Clubs that endure will certainly be changed. The successful changes are still being defined and will be judged most effectively in retrospect. What tools for success can a manager rely upon today? Giving good service certainly qualifies.
Service is certainly one of the top reasons people join a club. Just as certain, the lack thereof is one of the top reasons for leaving.
Service usually is recognized and judged in the context of a personal interaction. The same daunting challenges facing the private club industry also face individual employees in their lives. These are the same people who most often take the lead in that personal interaction with members. To ensure the successful provision of service, the tools and training that teach what service is must be in place. Effective and balanced decisions must be made to keep costs in line that least impact service. What will be the difference that will stretch service to its pinnacle? That difference will be the people at the club—those same people who may be facing the toughest economic challenges in their lifetime and those same people who find service an honorable profession. How can the club best support them?
At Ocean Reef Club, 12 “Promises” were developed that provide a service roadmap for any employee to use as a guidepost. They are meaningful, concise and effective.
- I will know the club’s facilities and hours of operation. I will never say “I don’t know” but will always find an answer.
- I will take ownership of a member’s/guest’s need or problem. I will follow up on all requests, whether it’s my department’s responsibility or not.
- I will know my job and my department so that I can anticipate how I might best serve members/guests.
- If I see something out of place I will correct it or have it fixed.
- I will make eye contact and enthusiastically greet each member/guest/associate by name.
- I will treat everyone I meet as a member or future member.
- I will honor the club’s traditions and our member’s interests.
- I will respect our member’s/guest’s/associate’s time and respond/act accordingly.
- I will always provide my very best effort to each member/guest.
- I will treat the club’s equipment, products, uniforms and other assets with respect and care.
- I will strive to protect our unique environment and conserve the club’s resources.
- I will assist my co-workers and remember to thank them when they assist me.
Even with these promises in place each individual service touch point can vary from droll to enthusiastic depending on the employee’s approach. Individuals can be trained, have the right tools and yet still fall short. Attitude makes the difference. It is leadership’s role to keep morale up, focus on a positive attitude and demonstrate it daily. This can be done with little, if any incremental cost and will pay dividends in any economy. What are some ways to accomplish this?
First, get everyone on board. Involve employees at all levels in efforts to improve service, find cost savings, and develop new products while understanding the implications. This must be presented with a balance of honesty and optimism. Focusing on the negatives adds stress when the goal should be to reduce it.
Define the organization’s objectives and have a plan to accomplish them. A clear plan of action improves morale. It is even better when everyone has been included during its development. Be clear that plans need to adjust in order to succeed. Changes will occur. Communicate openly and honestly, get the facts right and be realistic.
Recognize, reward and repeat. Celebrate all victories, large and small. Celebrations can range from planned recognition and awards to a simple gesture such as a note or e-mail saying thanks or job well done. A copy to their supervisor is even a bigger boost. Most importantly, don’t assume decisions that are made are inconsequential to individual members of the team.
Is keeping service standards in a challenging economy really that much different than any other period? Perhaps—in that it serves to remind us of what really matters. Please don’t miss the opportunity.