Tag: engagement

Smart Moves by Smart Leaders

Date:

This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, Henry DeLozier offers several examples of the right things to do if you are a crisis leader.

Excellent leadership is a mixture of many important ingredients and information – access to it and knowing how to use it – is critical to the mixture. Smart leaders are using time during the novel coronavirus outbreak to sort through many sources of information to choose the most relevant and insightful information sources available to them.

During this pandemic, leadership qualities are being revealed in no uncertain terms. Those who have reliable information and can explain circumstances succinctly, consistently, and timely are viewed as “crisis leaders”. At GGA Partners, we consider someone to be a “crisis leader” when they are able to do the right things right.

Following are several examples of the right things to do, if you are a crisis leader:

Understand the significance of trustworthy leadership.

Achieving trustworthiness requires having reliable and current information, maintaining an on-going dialogue with those relying on you, and being truthful in your dealings. If the news is bad, trusted leaders are able to convey the combination of truthful expectations or projections in an empathetic manner.

After England suffered the fall of Dunkirk, Winston Churchill described “a colossal military failure” when reporting to the House of Commons at Parliament. He did not mince words and aligned accountability – his own – with the authority given him. People trust those who can step up in tough times.

Manage information aggressively.

Keep your stakeholder groups of members, employees, suppliers, and extended business partners – like bankers and insurance carriers – well-informed. It is essential to be inclusive, informative, and accurate. Do not make any incorrect statements.

Club leaders serve many stakeholder groups which often have different needs and priorities. Evaluate your stakeholder groups and refine communications which decisively and clearly address the expectations and needs of each group.

Express optimism.

US President John Kennedy focused his countrymen on a goal of putting a man on the moon in May, 1961, when he told the US Congress, “This nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to the Earth.” At the time, this was not a popular idea as 58% of American’s polled were opposed to the idea. And yet, in July of 1969, Neil Armstrong, Buzz Aldrin, and Michael Collins fulfilled the slain President’s goal.

Churchill’s ability to deliver dreadful news, like the fall of Dunkirk and Singapore, was supported by his bull-doggedness in telling the British people that they would “never surrender” as he pointed out that Britain’s far-flung empire and the New World powers would come to the rescue, as they did. Bitter truth was supported by an optimistic outcome.

Be present.

Maintain regular – if even predictable – contact with your stakeholder groups. Address their concerns in the context of updated information. See that your information updates are available using multiple media – such as email, social media, direct mail, and conference calls – and be willing to repeat certain key bits of information for the sake of emphasis.

Communicate your plans – and act on them.

Your members want information, to be sure. Even more importantly, they want confidence that their club is in steady hands. They want to see evidence – action more so than talk – that the club is taking measured steps and addressing the key strategic issues without distraction with petty short-term matters. This capability requires a reliable game plan.

In her 2018 book entitled Leadership in Turbulent Times Pulitzer Prize winning historian, Doris Kearns Goodwin, cites several specific lessons that can be drawn from Franklin Roosevelt’s first term in leading America from the depths of the Great Depression. First and foremost, indicate that there is a center-point of leadership and direction. Roosevelt made clear his understanding that he was chosen to lead. Then, came the Hundred Days and the New Deal…so there was a plan. Now, as for Roosevelt, planning must be very dynamic and agile.

 

Sound leadership is a matter of thoughtful and comprehensive planning. The clubs that will prosper after these difficult times are the clubs with a plan that is comprehensive in nature and not drafted in piece-meal fashion.

Club Leadership for Tough Times

Date:

This webinar continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. 

In case you missed it, this webinar – hosted by the National Club Association (NCA) in early April – explores the ways effective club leaders are responding to challenges and evolving circumstances posed by the coronavirus pandemic.

In it, Henry DeLozier, Partner, and Patrick DeLozier, Director, feature as experts on crisis response and facilitate discussion about how the board and management at one of the world’s best clubs are dealing with today’s pressing issues.

Nicholas Sidorakis, GM at Southern Hills Country Club, and Bryan Johnson, Southern Hills Board President, explain how they are navigating the everyday challenges of the current health crisis while focusing on the future well-being of Southern Hills Country Club.

View or listen to the webinar (54 min)

View or download presentation slides (.PDF)

A special thank you to Henry Wallmeyer, Joe Trauger, John Good, and Cindy Vizza at the National Club Association for the opportunity to participate.

 

Lifting the Fog of Crisis

Date:

This article continues a series of communications from GGA Partners to help leaders of private clubs address challenges arising from the COVID-19 coronavirus that are confronting their businesses and their employees. Today, Henry DeLozier, a partner of our firm, highlights that now is the time to remind members of their club’s relevance and value. 

Lifting the Fog of Crisis: Now is the time to remind members of their club’s relevance and value.

The “fog of war” is a term coined in the 19th century to describe the uncertainty military troops often experience in wartime situations. Amid the deep uncertainty that the coronavirus has brought to our families, communities and businesses, many of us find ourselves in our own fog of war.

As club leaders reckon with the impacts – both immediate and long-term – of the current pandemic, lifting the fog of misunderstanding and encouraging engagement are important to your club’s longevity and success.

Here are two important steps to make your club a beacon of hope and inspiration to club members, their families and friends:

Make your club a positive influence for members.

Members appreciate knowing how the club, its members and staff are responding to current challenges. They are especially interested in how the club is taking care of its employees. In addition to e-mail updates enhanced with photographs and short videos, also consider:

Organizing virtual events. Using such technologies as Zoom and Google Hangouts, host a virtual happy hour. Keep the number small enough that everyone can be part of the conversation. As the organizer, start with a general update from the club and then let members take over with questions and updates of their own. This is an opportunity to lift people’s spirits, so keep it fun as much as possible.

Telling stories that inspire. Tell members about staff who are volunteering to care for others, including other members, while continuing to do their jobs at the club. Many members have special relations with club staff and will appreciate staying connected through stories.

Encouraging members to take away meals and snacks. Brad Bourret, GM at Cabarrus Country Club in Concord, NC, launched Take-Out Tuesdays before the crisis. He now reports that take-out for his club has exploded in volume. In troubled times, keeping connected to the things and people familiar to them gives members a greater feeling of safety and well-being. Think of it as comfort food.

Increase members’ understanding of club matters.

Provide regular updates. These are obviously not normal times, but retaining some level of normalcy is comforting. Members will appreciate knowing what is taking place at their club. Maybe a new freezer has been installed or the locker rooms and bath house have been fully steam-cleaned to ensure the club’s usual high sanitation standards. If spring flowers and shrubs are blooming, send photographs or a short video that reminds members of the natural beauty they enjoy at their club.

Introduce learning opportunities. Many members don’t understand how some aspects of their club functions. For example, club finances, board governance and the process for recommending members are unclear to many members. In addition, basic operations, such as housekeeping standards, the care and maintenance of facilities and kitchen storage and cleanliness practices, are obviously timely subjects. Now may be a good time to capture their attention and communicate important information on these topics through a podcast.

Conduct single-topic surveys. If you want to know what your members are thinking, what questions they have and what suggestions they would like to make, ask them. Short member surveys – which typically require less than 10 minutes – are great ways to update your understanding of members’ wants, needs and expectations.

The most serious crisis most of us have ever experienced has settled a fog over much of our lives, including our clubs. Efforts to lift the fog, including making your club a positive influence for members and increasing their understanding of how the club operates in good times and bad, reminds members of the importance of the club in their lives.

Your club’s relevance is among the many things being attacked by this virus. Now is the time for club leaders to take the steps that keep the club a meaningful and valuable part of members’ lives.

Employee Engagement

Date:

This article continues a series of communications from GGA Partners to help leaders of private clubs address challenges arising from the COVID-19 coronavirus that are confronting their businesses and their employees. Today, Patrick DeLozier, a director of our firm, offers some ideas on keeping the team engaged.

Employee Engagement: It’s now more challenging, but also more important.

At the top of our priority list during these unsettling times is making sure our employees are not forgotten. They need to know that their clubs genuinely care for them and their well-being, and that you are mindful of the economic and social consequences that accompany this pandemic.

You also want to let employees know that they are valued members of a team that needs to stay connected during these tough times, so that they are ready to ramp up full-scale operations once it is safe to do so. Staying together even when you’re apart starts with communications, but also includes working effectively from remote locations and finding balance in a new work and home routine.

Social distancing doesn’t mean social isolation.

Leaders should make sure they are communicating with employees regularly and consistently. There are a number of ways to do this, some that take advantage of technology and others that rely on old-school practices.

You can write personalized notes to employees to keep them up to date on club news and plans. You can do this electronically, of course, which gives you an opportunity to add a video message. But this is also a good time for an old-fashioned handwritten note that arrives in the mail.

For those employees celebrating birthdays and work anniversaries, a phone call is a simple but effective way of showing that they’re a valued member of your team and further establishes you in their minds as an empathetic manager.

Make sure employees are included on any communication sent to club members. Keeping everyone informed at the same time builds trust and the sense that we’re all in this together.

Being comfortable – and productive – at home.

Most of your employees are probably not accustomed to working from home, which means they’re dealing with a new set of distractions—a dog barking, a child wanting attention – while trying to be productive in an unfamiliar workspace. Here are a few suggestions for working remotely:

Create a comfortable and separate workspace. Resist the temptation to pull out your laptop and plop down on the sofa, which makes it too easy to be distracted by other household activities.

Use one of the many video tools, including Zoom, WeChat, Skype and FaceTime to replicate the social interaction and brainstorming opportunities that a meeting at the club would provide.

It’s a balancing act.

Balance your day. Try not to fall into the trap of working too much. Instead, maybe watch an online concert, take an online yoga class or go for a walk with the dog. One of the best things you can do for your employees is to stay healthy, both physically and mentally.

Make time in your workday to speak with co-workers, friends and family about subjects not related to work. Share a funny story or compare notes on a favorite show or movie.

Now’s the time, carpe diem.

How many times have you thought, “If I only had more time, I would … .” Now you do, so take advantage of your down time to plan, dream and innovate. You might consider creating an idea think tank with your team and challenge them to submit ideas that support your member enhancement program. Have department heads dissect their business unit with the goal of improving efficiency, productivity and profitability.

John Quincy Adams said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” Now, more than ever, employees are looking to you for leadership. Those who feel their employers are communicating consistently, openly, honestly and with empathy will stay engaged and return to work feeling connected to a team and a mission.

Because sometimes we just need to laugh…

Menu