The racquet sports industry continues to evolve with clubs and resorts investing in the growth of tennis, pickleball, padel and squash with new facilities to meet the demands of its members and guests who want an all-encompassing racquets program. (See: Building a Racquet Sports Powerhouse at DC Ranch.) Because of this renewed investment into facilities, more than ever there is a need to invest in people so that your facility hires and retains quality, career-driven professionals who will work hard and have the passion to grow programs. This goes beyond just filling up their lesson books and includes creating a fun and creative environment that promotes play through socials, leagues, events, tournaments and open play.
We, unfortunately, have seen a decline in the younger generation willing to see the club and resort industry as a viable career option in racquet sports. This can change fairly quickly through competitive compensation packages and Directors and Head Professionals who are willing to invest in the next generation through mentoring. Younger racquet professionals want to feel valued and have an opportunity to develop and grow in both responsibility and compensation.
As a Director of Racquet Sports, I believe that it is my responsibility to develop professionals to equip them to be able to move vertically in the industry. If staff members cannot see long-term growth in the industry, they will move on and be successful somewhere else. When I hire professionals for our program, I lay out a timeline for them of 3-5 years to grow and develop and hopefully move on. The length of time will obviously vary depending on the position they want to achieve and the type of ambition they have and whether those opportunities exist in our program or elsewhere. My experience has shown that it takes at least three years to really develop.
I try and involve my staff in all aspects of the program and walk with them along the way. You can’t be afraid to have a staff member outgrow your program and move on at some point. That’s what great leadership looks like.
So what should we be focusing on when it comes to mentoring the next generation?
- Understand their goals and ambitions from the beginning.
- Communicate that you are there to help them and have their back so they can have the confidence to grow and learn, which sometimes means making mistakes.
- Don’t be afraid to delegate responsibility and allow them to succeed. If they hit it out of the park, give them full credit.
- Involve staff in programming ideas and allow them to create and run a social or event on their own.
- When they feel comfortable with one responsibility, add another that aligns with their goals.
- Create positions that allow for growth. If an assistant professional is doing a great job, give them a new title and responsibility, such as Junior Tennis Director or Ladies Team Coordinator. We created an Assistant Director of Tennis position at our club, which is a great springboard to a Director of Tennis or Racquets position.
- Include staff in behind-the-scenes processes such as budgeting, committees, meetings, and organizing programs or league teams—areas essential for professional growth in the industry.
- Stress the importance of RSPA certification, education, and networking, and follow through.
- Always have their back.
