I get it, reviews are time-consuming and they may be intimidating. If you’re overwhelmed by a 360-degree review, start with an employee satisfaction survey. Like a member survey, it’s important to know where your people stand and what they think of working at the club.
An employee survey pinpoints the gap between what leaders believe and reality. It’s a great way to get a read on the leadership team, culture of the club and the overall happiness of employees. When you receive the scores of the employee survey, you can identify areas of improvement or concern.
“If you have key staff that you can’t imagine operating the club without, then don’t take them for granted,” Industrious says. “It’s not just the complainers you need to pay attention and focus your efforts towards. You have to constantly water ‘the tree’ because it may be green one day and brown the next. Employee engagement can fade at times; continuous feedback is essential for the people you want to keep around.”
Attracting and retaining great employees is a challenge in any industry, but providing guidance and growth opportunities is the way to keep your employees happy. Regular reviews, stay interviews, healthy feedback on performance and insight on your own leadership will help you get people to stay.
It’s the reason I urge club leaders to set a board policy to ensure that reviews of the board, the GM and department heads happen annually at minimum. If it’s not board mandated, there’s no guarantee it will happen.
It’s essential that everyone at the club gives feedback to those they work for and gets feedback from those who work for them. And it should happen no less than once a year. Best-practice clubs are giving and receiving feedback on an ongoing basis and it is evident in their performance.
As a GM, if you fear receiving feedback, you may need a shift in your perception. There is comfort in knowing where you stand with your board and your team. Feedback provides direction and alignment to areas of focus. Positive annual reviews are an excellent documentation of your past performance for future club presidents and even other job opportunities.
Giving and receiving feedback is essential to your career and your growth as a leader; your development is an evolution, not a revolution. Not seeking feedback from your board and your employees puts you at a disadvantage. If you want to be a great leader who is performing at the height of your game, make giving and receiving feedback part of everything that you do.
About the author….
Tom Wallace, is a partner with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Tom can be contacted at firstname.lastname@example.org.
THE BOARDROOM MAGAZINE – March/April 2022