After an illustrious career as both a chef and an executive in New York’s competitive hospitality scene, John Dorman, CCM, became general manager of The University Club in 1997. Founded in 1865, the club’s landmark 200,000 square-foot building was built in 1899 in the center of the world’s most bustling city.
Housing three elegant dining rooms, 11 banquet spaces, 97 luxuriously-appointed guest rooms, an extensive athletic and squash facility, and the world’s largest and finest club library, the club hosts more than 300 annual social events. Dorman says, “The club is an architectural gem and a great source of pride for its more than 4,300 members, who are its very heart.”
Leading a team of 240 employees to preserve the rich history and culture of the club, while advancing modern amenities and simultaneously meeting the expectations of its esteemed membership is the task John Dorman has been tackling with aplomb for the past 20 years.
Set Goals. “Personally, I am goal oriented, and I try to impart that to our team. I believe in working closely with our staff and member-driven committees to create both long- and short-term goals,” Dorman said.
Equally important is providing a clear vision of each goal, identifying interim goals to measure if they are tracked or if the target needs to be adjusted, and acknowledging when the goal has been met.
Empower the Staff. Dorman believes that allowing his management team to execute the club’s vision empowers staff to take ownership of their respective departments or services and manage the details involved. He works with his team to develop action plans to remedy situations that need improvement, or to implement organizational changes, but then steps back to allow them work on it.
“I have confidence in our management team and their support staff and trust that they will follow through. During the process, I do check in, but try not to micromanage,” Dorman says, admitting that occasionally some micromanaging or redirection is inevitable.
Dorman communicates with staff personally, but credits his department heads with providing clarity of roles and feedback on performance. The executive staff meets daily to run down the day, discuss upcoming events, and identify potential issues.
Walk Around and Be Visible. “I believe very much in the practice of ‘walking’ the club house. In managing by walking around, you get to observe and interact with the team, see the facility and execution of day-to-day operations, and communicate with the members.” He is a believer in not only reviewing club events, but attending many. Members find it comforting and reassuring when they realize the person in charge is participating in its success.
Make Sure Every Link Is Strong. The University Club has a discerning, accomplished membership that uses the club as an oasis from the fast-paced life outside its walls, and they often bring guests with a great sense of pride in the facility and service.
Each employee, Dorman believes, arrives with the intention of doing a great job and providing a wonderful member experience. He and his management team treat all staff members like valuable participants in the club’s daily services.
“We regularly discuss the importance of mutual respect and responsibility—as it is the basis of the culture we want to create for our team—this then translates in to quality member service. If we treat the team well, it is reflected in how they feel about the work they perform. Every task, large or small, affects service,” Dorman said.
He described the impact that a weak link can have on the member experience and the overall service. If any link in the chain fails, all the efforts made by so many are at risk. For example, if a great event is planned and carried out, BUT any one of the following occurs …
- The room temperature is incorrect
- The food is cold
- The service is slow
- Lighting is wrong
- The table seatings aren’t correct
- The flowers aren’t perfect or are too fragrant
- The bar has the wrong liquors
- The music is too loud, too low, too fast, too slow
… The event may be remembered more by its failures than its success, and much effort will have been wasted. Recognizing everyone’s contributions instills a warranted sense of pride in personal performance.
Show Appreciation for All Contributions. People want their contributions to be acknowledged and Dorman feels that as the GM he should participate in that recognition. Some of his favorite events of the year are employee-recognition events. He thanks staff regularly for doing what they do well, noting, “You simply cannot do it enough.”
Most of the employees, whose average tenure is 15+ years, take their jobs seriously. Members regularly send letters of commendation for services that were rendered above and beyond expectations. The examples are countless: arranging that “to go” bag of a member’s favorite Danish when they are checking out; stitching a seam right before a special event; carrying bags for blocks just to get to a cab when there is a parade on 5th Avenue; or making sure the proper amenities are in a member’s overnight room. They may even accompany a member to a hospital. Getting your team to go above and beyond is what many leaders attempt, but Dorman knows that this is what a terrific and caring staff does regularly.
Dorman believes that it is essential to create an enjoyable workplace, and he feels the club succeeds. His employees are the first to recommend applicants for that rare open position. Applicants often say they hear it’s a great place to work. It is a testament to the club’s leadership that those who retire often relay how much the club has meant to them and their families.
Manage Expectations and Respond Accordingly. Every club has moments where things don’t go exactly as planned. Dorman’s common-sense approach mitigates damage and swiftly resolves the issue. Good leaders must attempt to save a troubled experience. He says you need to be aware and respond quickly; listen and respond honestly; find out why it went wrong and fix it so it doesn’t repeat; and properly thank the person who tells you.
“In handling a situation, don’t kill the messenger. Take the time to investigate. If there is an issue that you can resolve, do so. If there is a miscommunication, have it clarified. Then always get back to the person making the report,” Dorman advised.
He adds, “I am a great believer in fully investigating issues rather than assuming how they occurred. Very often, the first and intuitive reaction is correct; however, without investigating and rectifying, issues will reoccur.”
Support Volunteer Leaders. The University Club is governed by a board (Club Council) and operates through many contributing committees. Dorman believes member volunteers need to know that they are vital to the quality and success of the club’s facilities and services, and, as representatives of the full membership, they are the club’s nucleus. As volunteers, they receive nothing for their service except knowing they have improved the club now and for the future.
Dorman attends many committee meetings, noting the importance of participating, listening, providing a point of view, and contributing to the vision of the council and committees. “I work with our team so that we, the club professionals, are a liaison as well as a catalyst to the success of the club, no matter what operational area.”
Project Management. As a landmarked building, changes to the façade of The University Club simply cannot be done; however, maintenance and improvements in facilities and services are constant. When possible he tries to do front- and back-of-the-house projects annually and simultaneously. Dorman says the essentials for project management are guaranteeing it’s completed on time, on budget, performed with the least possible member inconvenience, and making sure it was worth the effort and the expense.
Dorman recognizes that as a steward for the club, he must preserve all that makes it great so that its future is as solid as its past: “I have been extremely lucky in my tenure as the general manager to have been blessed with a club leadership that is always looking toward the betterment of the club. There have been no hidden agendas, simply what will be best for the club, its members, facilities, services, staff and its future.”
Club Trends Fall 2017