Professional Development

The Reputation You Build

The-Reputation-You-Build

A résumé gets you in the door. Your reputation is what people remember after you leave.

That’s true whether you’re interviewing for a new position, leading a club through a renovation or managing a difficult conversation with members. Long before someone calls your references, they’ve probably already formed an opinion. Former colleagues have talked. Vendors have shared experiences. Employees have compared notes. In an industry as connected as ours, reputations travel quickly.

Lawrence McFadden, CMC, HoF, one of our contributing writers for Club + Resort Chef, has spent decades working for some of hospitality’s most recognized brands, including The Ritz-Carlton, The Greenbrier, The Waldorf Astoria and the White House. Along the way, he’s come to believe that professional reputation is built gradually and tested constantly.

One experience brought that lesson into sharp focus.

When McFadden interviewed for a position at the White House, he was told an extensive background investigation would follow. The process reached back through every stage of his life, interviewing people who had known him for years.

“It made me reflect on my life, my career and my conduct,” he says.

Most club leaders will never go through a federal background investigation, but they face their own version of one every time they interview for a new role.

Search committees ask about leadership style. They call former supervisors. They speak with peers. Increasingly, they look beyond the résumé to understand how someone leads, communicates and responds when things don’t go according to plan.

McFadden believes one of the most revealing interview questions is, “How would previous colleagues describe you?” It asks candidates to think beyond accomplishments and consider the impression they’ve left on others.

That impression isn’t built through one major decision. It’s built through hundreds of small ones.

How do you leave an organization? How do you speak about a former employer after you’ve moved on? Do you give credit publicly? Do you treat staff with the same respect you show board members? Those moments rarely make headlines, but they shape the way people describe you years later.

Social media has only accelerated that process. A photo, a comment or a frustrated post can reach hundreds of people before you’ve had a chance to reconsider it.

McFadden remembers seeing a group of respected chefs photographed in their judging jackets while holding alcoholic beverages. There was nothing illegal or scandalous about the moment, but it was a reminder that professional identity doesn’t disappear outside working hours.

“We are always on stage,” he says, borrowing a phrase he heard repeatedly during his years at The Ritz-Carlton.

Of course, reputation isn’t about perfection.

McFadden recalls interviewing a candidate who openly discussed his recovery from addiction and the work he had done to rebuild his life. Rather than diminishing his candidacy, the honesty demonstrated accountability and personal growth.

A strong reputation isn’t built by avoiding mistakes. It’s built by taking responsibility for them.

Club leaders spend a great deal of time protecting the reputation of their organizations. McFadden’s reminder is that every interaction, every decision and every relationship shapes our own as well.

Club + Resort Business – July 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

The Reputation You Build2026-07-27T17:13:34+00:00

On Being Fired and Moving Forward

Being-Fired-and-Moving-Forward-in-the-Private-Club-Industry

Steve Jobs once observed that getting fired was the best thing that ever happened to him. In many societies, being dismissed from employment is often regarded more negatively than voluntarily resigning. While both scenarios represent the termination of a professional relationship, dismissal may carry implications of ethical or moral misconduct. This perception may stem from longstanding workplace cultures where lifelong job retention was considered fundamental to professional success.

Although being dismissed from a position is not something I take pride in, it does not diminish my character. In my case, the situation was simply a mutual decision to discontinue working together. It is particularly difficult when the other party communicates, ‘We no longer wish to partner with you,’ or states, ‘At this time, we do not see the value in your contributions or talents.’ I have certainly reflected on whether I had become institutionalized in some of my beliefs or had grown too comfortable during my tenure.

When addressing young managers about my career, I openly discuss the obstacles I encountered along the way, including challenges, terminations, and transitions between roles. Most of my positions resulted from opportunities for learning, growth, and organizational changes that aligned with my abilities. However, there have been occasions when employers chose to pursue different directions. Such decisions are common in both professional and personal relationships, and it is important to recognize that each party may have its own perspective.

Early in my career, I made the decision to resign from a position without securing another opportunity, which presented challenges when explaining my period of unemployment. Employment gaps are often among the most difficult aspects to address on a résumé or during an interview. Questions regarding periods of unemployment are especially common among seasoned hiring committee members, who may view continuous employment as essential regardless of personal satisfaction. Historically, employment was perceived as an obligation, and taking time off was discouraged. In contrast, today’s culture encourages a balance between personal fulfillment and professional development.

On one occasion in my career, I was asked to resign—not because of ethical issues, but because our values had diverged. The organization decided to move in a new direction that differed from my own. It marked the end of my journey there, and while I remained emotionally invested, I may have become too involved in the organization’s strategic direction. This scenario is common in clubs where leadership changes. As the board transitions, a leader may find themselves on the opposite side of important decisions. No ethics or morals were compromised—only a shift in organizational perspective. As Stephen Covey said, “We agree to disagree,” which summarizes the situation well. Though I am not proud of these endings, I am proud of how I conducted myself and appreciate that the organization had the courage to make the change. I have had to make similar decisions with employees, helping them move beyond their own stumbling blocks.

Why does it feel better to resign than to be fired? Perhaps resignation provides a greater sense of control and confidence that another organization will value your talents more. Both situations represent change, the ending of a relationship, and both have casualties. In many cases, it is the coworkers and members who feel the impact most. People work for people, and when leadership changes above them, their entire professional experience shifts. Few people truly enjoy change, even though it is often described as essential for growth.

An Executive Chef position is about continual self-development, and tenure is the byproduct of mutual success. Some chefs become institutionalized, valuing loyalty over effectiveness. They may expect greater compensation based primarily on years of service rather than measurable results. I found myself in such a position after earning advanced education, asking for increased compensation even though the degree or certification was not required for the position.

I am pleased to have maintained a positive relationship with the organization after being asked to resign. I appreciate that their decision ultimately supported my professional growth, even though it was their decision to make. While I remained committed to the organization’s business model, I acknowledge that my compensation expectations, increased operational demands, and firm stance on strategic direction contributed to my departure.

Most hiring committee members understand that professional relationships may end without unethical conduct. It is important to recognize that professional partnerships sometimes conclude, resulting in the ideal candidate becoming available for another opportunity. While termination may not always be viewed positively, it is natural for both personal and professional relationships to reach their conclusion, allowing everyone involved to continue moving forward.

When coaching a candidate who has been released from a position, it is best to respond openly rather than avoid questions. Maintain a positive and professional attitude, and use the experience as an opportunity for growth. Always speak respectfully about your previous employer. While you cannot erase the past, do not dwell on it. Every life experience brings wisdom, and learning to handle rejection is among the most valuable lessons.

Club + Resort Chef – June 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

On Being Fired and Moving Forward2026-07-13T18:26:32+00:00

Write the Order: Why Passion & Preparation Win Club Interviews

Write-the-Order-Why-Passion-and-Preparation-Win-Club-Interviews

In recent months, I’ve noticed a clear trend during the final stages of executive and management interviews across the club industry: more often than not, the person who displays that they want it more is the one who gets the job.

By the time candidates reach the final stage, the differences on paper are often small. Everyone is capable, experienced, and well-qualified. What sets one apart is the subtle, yet powerful, ability to show genuine investment in the opportunity. The person who arrives having done their homework, who understands the club, its priorities, and its people, and who speaks with clarity and confidence about how they can contribute commands the room. The person who shows true enthusiasm for the role, and importantly, for what the club represents, makes an impression.

Search committees and the executive team take notice, because clubs in particular want leaders who care not just about operational efficiency, but about their people, their members, and their reputation. At this stage, passion becomes tangible; it’s visible in the quality of your answers, the thoughtfulness of your questions, and even the energy you bring into the room. Simply put, those who genuinely care stand out.

A great example of this came during the Course Manager search at the highly regarded Broadstone Golf Club while I was working alongside the General Manager, Jon, and Chairman, John. The message was made crystal clear when the chairman said he wanted to see the candidate “Write the Order.” In other words, he wanted someone who would take the bull by the horns, step up confidently, and effectively make the sale to secure the role. It was a simple phrase, but it perfectly captured what sets a successful candidate apart at the final stage: someone who shows they genuinely want it and is prepared to demonstrate it.

In sales, that means closing the deal, getting the signatures. In an interview, it works the same way. The candidate needs to take ownership, make their case persuasively, and help the panel believe in them. It’s about showing that you’ve thought strategically about the role, that you understand the club’s needs, and that you have the drive to deliver.

Here are some practical examples of how you can identify ways to display that you want it
more:

  • Research the club and local community beyond the website. Understand recent initiatives, financial performance, and community or member engagement activities, and show that you appreciate the club’s culture and values.
  • Bring ideas, not just answers. Thoughtful suggestions on how you could contribute signal initiative, foresight, and a genuine desire to add value.
  • Ask meaningful questions that stem from your research or recent operational successes. These demonstrate curiosity, strategic thinking, and a deep interest in the role and the club’s future.
  • Show commitment to relocation if you’re not local. Demonstrate that you’ve considered the practicalities of moving, including housing, schools, transport, and community integration. This reassures the panel that you are fully invested in making the move work for your family and the club.
  • Deliver presentations creatively and personally. For any presentation you’re asked to prepare, include examples of similar experiences from your past, and enhance it with images or observations relevant to the club to highlight your initiative and commitment. Provide both digital and hard copies to make it memorable and accommodating.

Many of us in the club world find it uncomfortable to speak highly of ourselves. It can feel unnatural or awkward. But in the final stages, confidence and self belief are vital. You are effectively the product the club is investing in, and they need to see why you are the right choice.

So next time you’re heading into a final interview, remember John’s phrase, “Write the Order.” Go in ready to make the sale, show them that you care, that you’ve done your research, and that you understand what they need. Because when you clearly display that you want it more, that passion, preparation, and effort will shine through.

Clubhouse Europe – December 2025

Michael Herd is an International Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michael can be reached at +44 (0) 7903 035312 and at michael@kkandw.com.

Write the Order: Why Passion & Preparation Win Club Interviews2025-12-12T15:20:54+00:00

Positioning and Patience: Building an Influential Career in the Club Industry

Building-an-Influential-Career-in-the-Club-Industry-Herd

Ambition is a powerful weapon in the busy world of club management and hospitality. It’s what propels many of us on a quest to be great, to explore new frontiers, and to be visionaries in the world’s best clubs. Yet ambition is just the beginning.

While the desire to move forward, to manage a bigger club, assume greater responsibilities, or gain respect among people in the industry is valid and understandable, timing and positioning are key elements in the journey.

The issue is when we are set to go, it doesn’t always mean that the right opportunity is prepared for us. The difference between a career that grows with strength and one that crashes is often based on knowing when to move and why.

Moving for the Wrong Reasons

One of the most common errors in a career of club management can be leaving too early and for the wrong reasons. Boredom, frustration with a boss, or impatience with the pace of advancement are all emotional drivers that, however real, do not necessarily lead to the most informed decisions.

Yes, a bad working relationship or stagnation will get to you. But jumping ship too soon could earn you lateral or even reverse moves, ones that may not bring you any closer to your long-term goals. Very often, however, the grass is not greener; it’s a different shade of the same headaches, in a new place. Concentrate on what you can control and do the best you can with it.

Skipping Steps

In an industry built on service, relationships, and deeply rooted culture, the learning curve is layered. There’s real value in doing the hard yards. Those “in-between” roles, those quieter years where you’re still growing, shape your leadership instincts and your resilience.

Jumping into top jobs without being adequately experienced can lead to problems later on. Chiefs who have not weathered budget cuts, committee politics, personnel crises, or member discontent may discover they are lacking experience in high-pressure situations. More dreadful, a negative impact in a top job, particularly in the first few years, can linger as a reputation, and the next role becomes harder to attain.

And on the flip side, staying in one position for too long will also breed other doubts. Are you still learning? Still growing? If not, it’s easy to think that you’ve plateaued. It’s an art and a science, one that requires self-awareness and honest thinking.

Choose Roles That Let You Grow

Growth isn’t always larger prestige or a larger salary. Probably one of the greatest highlights of a career is the result of jobs that place you in the questioning position, stretch your skill set, or venture you out of your comfort zone.

Staking out a club with challenges in the areas of board dynamics, significant operational efficiencies, or poor employee culture might not be glamorous, but it will likely teach you about leadership, communication, and strategic thinking more than any top-performing property ever has.

Variety Builds Depth

There’s an urge to find your lane and maintain it. For instance, working through a set of golf clubs or remaining within proprietary models only. But variety can make your grasp of the industry all the stronger.

Working in different types of clubs; member vs. proprietary vs. resort or a different type of club gives you a richer, more advanced understanding of how clubs work. It makes you more adaptable, more internationally conscious, and better equipped when it comes to handling complex stakeholder relationships.

It’s Not Your Club

Understandably, you want to make a difference quickly. You come from outside with new energy, new ideas, and a need to be proven. But clubs are living, breathing entities. They belong to the members, not to the manager.

Successful change is a slow process. More so than that, it is a matter of trust. And trust is something earned, not asserted.

Spend the first few months observing, listening, and learning about the club’s identity and history. Build the trust of the membership and board by demonstrating that you’re concerned with the club, not with what you want. And once you’ve got their trust, they’ll trust you enough to lead. The members will be hungry for your leadership. But it must be earned on their terms, not yours.

Your Positioning Tools

Professional development is about more than being a resume builder. Engaging in industry credentials, conferences, and workshops, or finding a mentor, makes you into a committed practitioner of the art of leadership.

By playing a role in industry debate, conference presenting, writing, or mentoring up-and-coming managers, you become visible. You’re showing that you’re not just gunning for job titles, you’re adding value, sharing knowledge, and assisting in shaping the next generation of the profession.

And don’t underestimate the power of a strong network. Surrounding yourself with a quality set of peers, mentors, and recruiters can help you gauge your readiness, interpret opportunities, and get candid feedback about how you’re perceived in the market.

Know Your Value

You need to know your value in the marketplace. That means being up front about your experience, skills, and leadership qualities, but also knowing what type of club is best for you.

Do you thrive best in a progressive or conservative environment? Do you provide well with a hands-on board of directors or prefer autonomy? Identifying the environments in which you’ll shine makes it easier to make intelligent decisions regarding which jobs to pursue

Play the Long Game

The most effective careers aren’t built on speed, they’re built on strategy. Understanding where you want to be in the long term provides you the freedom to make deliberate, smart moves that further that bigger goal.

At times that is waiting to finish what you started. Or, taking a sideways move to have exposure to a new skill set or club design. Maybe it is passing on a shiny opportunity because it’s not something that fits your values or level of readiness.

These are decisions requiring patience, but they form careers with depth, credibility, and legacy.

In a world where speed is so highly valued, it’s so easy to feel behind if you’re not perpetually moving forward. But give yourself the time to build, to think, to get it right.

By focusing your attention on what really matters: learning, giving back, building relationships, and positioning yourself for success, you’re not just climbing a ladder. You’re building a valuable, respected, and lasting career.

And, when the opportunity is right, you will not just be ready. You’ll be the obvious choice.

Club Networker – July 2025

Michael Herd is an International Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michael can be reached at +44 (0) 7903 035312 and at michael@kkandw.com.

Positioning and Patience: Building an Influential Career in the Club Industry2025-09-23T14:14:01+00:00

Grooming Yourself for an Executive Finance Role

Grooming-Yourself-For-an-Executive-Finance-Role-in-Private-Clubs

The role of Chief Financial Officer (CFO) in the private club industry has evolved significantly, requiring a blend of executive leadership, financial acumen, and strategic foresight. However, many clubs lack a clear succession plan, leaving a thin pipeline of talent ready to step into the CFO role. Complicating matters, job titles do not always reflect the actual responsibilities performed — some with the CFO title lack true financial strategy expertise, while many controllers or directors of finance operate at a more advanced level than their title suggests.

To bridge this gap and build a stronger talent pipeline, professionals must take proactive steps to elevate their expertise and executive presence. Here are five ways to groom yourself for an executive finance role in a private club.

1. Expand Beyond Accounting to Financial Strategy
A strong CFO must go beyond accounting fundamentals and possess financial foresight. To elevate your role:

  • Build expertise in capital planning, financial modeling, and forecasting. Take on projects that involve multi-year financial planning and cash flow projections. Volunteer to work on capital projects that require financial structuring, such as renovations or new amenities at your club.
  • Understand long-term financial health indicators beyond budget variances. Familiarize yourself with key performance indicators (KPIs) like net available cash flow, capital reserves, and dues dependency ratios. Attend workshops or courses focused on financial sustainability specific to nonprofit membership organizations, if you are at a member-owned club.
  • Gain experience in capital project funding and financial stewardship. Work with your club’s financial institutions to understand loan agreements, reserve funding strategies, and investment policies. Take an active role in discussions about funding major club improvements and sustainability initiatives.
  • Learn how to communicate complex financial data to key stakeholders in a way that drives strategic decisions. Develop the ability to translate financial insights into actionable recommendations by using real-world examples and visual aids like dashboards and trend analyses.

Many clubs still conflate accounting and finance. By positioning yourself as a financial strategist rather than a transactional accountant, you can bridge that gap and add value at a higher level.

2. Strengthen Leadership and Executive Presence
A CFO is not just a numbers expert but an essential part of the leadership team. Clubs need financial professionals who can confidently engage with Boards. To establish yourself as an executive:

  • Develop the ability to present financial information clearly and persuasively. Focus on distilling complex data into key takeaways, using visuals like charts and graphs for clarity, and tailoring your message to your audience. Ensure financial reports are actionable by providing context, avoiding jargon, and linking data to strategic outcomes.
  • Engage in discussions with accomplished individuals and board members. Demonstrate financial expertise by leading conversations about reserve fund management, financial risk assessment, and capital funding strategies. Prepare thoroughly for the finance committee and board meetings to instill confidence in your recommendations.
  • Establish yourself as an influential advisor by proactively guiding strategic discussions. Initiate conversations about financial trends affecting the industry, such as increasing labor costs and capital investment planning.
  • Be proactive in decision-making by analyzing financial data to anticipate challenges and opportunities. Instead of reacting to variances after the fact, identify potential financial risks early and propose solutions before they impact club operations.

Executive presence is more than just holding a leadership title — it’s about being recognized as a key decision-maker whose insights and perspectives shape the direction of the organization. To cultivate a strong executive presence, focus on refining your communication style to be clear, persuasive, and impactful. Confidence plays a crucial role — project authority through your posture, tone, and the way you engage with colleagues, stakeholders, and leadership teams. Additionally, go beyond the numbers by providing strategic insights, connecting financial data to broader business objectives, and demonstrating a deep understanding of the organization’s goals. A leader with executive presence not only delivers information but also inspires trust, influences decisions, and drives meaningful outcomes.

3. Seek Education Beyond the Club Industry
Many private club finance professionals rely on industry-specific resources such as HFTP and CMAA. While these organizations provide valuable insights, advancing to an executive level requires a holistic approach and looking beyond the club industry. Consider:

  • Attending executive leadership programs or nonprofit financial management courses. Universities and business schools offer specialized courses on financial leadership, strategic thinking, and governance in member-driven organizations.
  • Developing presentation and public speaking skills through organizations like Toastmasters. Confidence in public speaking is crucial for engaging with boards, committees, and club members.
  • Expanding financial expertise through nonprofit finance and investment strategy development. Programs focused on endowment management, donor stewardship, and nonprofit capital funding strategies can deepen understanding of financial sustainability.
  • Learning negotiation and leadership skills through executive education programs. Courses on conflict resolution and leadership coaching can help you navigate challenging board dynamics and decision-making processes.

To operate at an executive level, you must develop a broad business perspective that extends beyond private clubs. This includes gaining a deeper understanding of finance principles, economic trends, and strategic leadership. Exposure to nonprofit associations, hospitality, and real estate finance can provide insights into capital investment, operational efficiencies, and financial sustainability. Seeking out cross-industry education and professional networks will help broaden your strategic thinking and adaptability in complex financial environments.

4. Develop a Strong Network and Find a Mentor
While attending industry events is valuable for networking, it may not always provide exposure to advanced financial leadership. Many club finance professionals find that deeper financial expertise is often gained through engagement with broader business and finance communities. Seeking mentorship from financial leaders from different industries can provide fresh perspectives and elevate strategic thinking beyond the club finance sphere.

5. Proactively Seek Out Opportunities for Growth
If you aspire to be an executive, you must actively create opportunities to develop the right skills. Consider:

  • Volunteering for strategic projects at your club. Take on initiatives that involve multi-department collaboration, such as implementing reserve funding policies, evaluating long-term capital plans, or managing financial risk assessments.
  • Requesting exposure to board meetings, financial negotiations, and executive decision-making. Ask to be included in discussions about member assessments, funding reserves, and financial reporting best practices.
  • Learning how to manage and mentor finance teams to develop future talent. Identify high-potential staff within your department and offer coaching on the areas that you have already mastered.
  • Exploring opportunities at clubs with larger finance teams or more complex financial structures. If your current club does not provide the experience needed to advance, consider forming mastermind groups with finance professionals at other clubs to exchange insights, discuss financial challenges, and learn from peers. This collaborative approach can provide valuable exposure to different financial models and leadership styles before making a move to a more complex club environment.

If your current club doesn’t offer room for growth, seek external learning experiences or, explore positions at another club that will challenge and develop your skills.

Final Thoughts
The private club industry must take a more structured approach to financial leadership development, but professionals can also take ownership of their growth. By expanding financial expertise, strengthening executive presence, seeking education outside the industry, building a network, and proactively seeking leadership opportunities, finance professionals can position themselves as the next generation of CFOs in private clubs.

HFTP Clubs Online – March 2025

Michelle Riklan is a career strategist, consultant, and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michelle can be reached at (908) 415-4825 and at Michelle@kkandw.com.

Grooming Yourself for an Executive Finance Role2025-08-20T19:34:33+00:00

Strategies for Ongoing Team Training

Strategies-for-Ongoing-Team-Training-in-Hospitality

Whether you realize it or not, you are always paying for training. You could be paying for it through turnover or mistakes or, preferably, by planning ahead and investing intentionally.

As former operational executives, we understand better than most how “You can’t see the forest for the trees” ties directly into why many operations can’t find the time to properly plan and execute effective ongoing training programs. Here are some strategies to help simplify the process:

Consistent, Daily Pre-Shifts for F&B Teams:
The best in our industry set aside 30 minutes per day to do this. We climb a mountain one step at a time — so why not start with 10 minutes a day, at the same time and in the same place, so your team can connect and train. Break your conversation into equal parts food, beverage and service.

  • Food:
    The best experiences are driven by employees who have tried the food and can talk about it confidently. Taste food, and not just specials! Encourage the team to describe the specials, core menu items, and highlights from the culinary team.
  • Beverage:
    Taste tea, coffee and non-alcoholic beverages — and of course, discuss wines and how they pair with various dishes, rotating beer tap changes, and seasonal cocktail updates.
  • Service:
    Highlight VIPs, special requests, and update the team on upcoming events.
  • Key Takeaways:
    Set the stage, ask open-ended questions, and let your team do most of the talking when it comes to describing product. If they stumble, keep encouraging them and always model what good looks like.
  • Make it yours!:
    Build in your club culture, make it interactive, give demonstrations, do role plays, bring in guest stars, require participation from every team member, and get their full attention. Great pre-shifts are something the team should look forward to; they build morale, relationships, and strengthen your unique club culture.

In-Person Training:
Setting aside scheduled time for internal and external training sessions is vital to the longevity and sustainability of any training program. Consider these commitments:

  • Monthly Internal Training:
    Extended sessions of 60 to 90 minutes with a focus on role playing, product knowledge, and service excellence.
  • Quarterly or Biannual External Training:
    Two to three days of team building that focus on fundamentals refreshers, the sequence of service adjustments, leadership development, and the importance of emotional intelligence as it relates to serving your members and your colleagues.
  • Create a Club University:
    Reward and recognize your team for attendance. Use this as a developmental tool for future leaders within your organization.

Ask your team:
Instead of simply assigning training topics, consider engaging with your team by asking what areas they would like additional training in and how you can support their professional growth. This approach encourages open communication and empowers them to take ownership of their development. This could be as simple as creating a suggestion box or question box, where people can ask things they have always wanted to know but are too afraid to ask.

While training does not have to be complicated, creating consistency in your training plan is hard. Set a small goal and build out a plan. As it has been said, “We are what we repeatedly do. Excellence, therefore, is not an act, but a habit.”

CLUB TRENDS – Fall 2024

Chris DeChillo and Annette Whittley are food and beverage training consultants with KOPPLIN KUEBLER & WALLACE. Chris can be contacted at: chris@kkandw.com or (720) 258-5937. Annette Whittley can be contacted at annette@kkandw.com or (561) 827-1945.

Strategies for Ongoing Team Training2025-02-05T20:59:57+00:00
Secret Link
Go to Top