In the club industry, success really does hinge on making sure that “people business” is a phrase where the two words do not become mutually exclusive.
One of the first—and certainly among the most memorable—critiques I ever received for something I’d written for publication came after I submitted a sports story for my college newspaper. I’ve long since forgotten what game it was that I wrote about, but I do vividly recall the Assistant Sports Editor coming out to where I was sitting, flipping the pages I’d handed in back at me (this was in the Paleolithic Era of journalism, when crude instruments such as typewriters and paper were still used) and saying simply, “Sports is people—and this has no personality to it at all.”
After moving to a business-writing career during which I’ve covered a wide variety of industries and professions, I’ve found that this lesson still applies, and have drawn on it frequently. Companies and organizations all reflect the people who shape their identity and carry out their missions, and no story is complete if it doesn’t convey a sense of the personalities who are behind whatever products or services are being provided.
I could now own a professional sports franchise, however, if I had a dollar for every time someone I’ve interviewed about their organization has told me, “In the end, this is a people business”—and another dollar for every time it’s become evident, upon closer investigation, that this is a hollow statement when applied to their particular operation.
This has held true, unfortunately, even during the past eight years that I’ve covered the club industry, where success really does hinge on making sure that “people business” is a phrase where the two words do not become mutually exclusive. But too often, I’ve found that either the people involved in a property’s management are really not all that special, or (much more frequently) that there’s a lot of talent and creative enthusiasm on hand, but it’s stifled or not directed as part of a cohesive and consistent business strategy.
Fortunately, in the last few years I’ve seen that changing quickly, in step with the new initiatives that are rapidly transforming traditional approaches to club management. Virtually every day now, evidence of how innovative managers are generating payoffs by implementing fresh perspectives to make clubs more family-focused and a better fit with the more casually social times can be found in our daily industry news briefings (if you don’t receive them, click here to subscribe).
One of our recent e-newsletters carried a report on Oxbow (N.D.) Country Club, which has a 24-year-old General Manager and a 25-year-old Executive Chef who are leading pursuit of a mission which holds that “the future of private clubs is in families and having something for everyone.” The GM started working at the club’s driving range in eighth grade and was mentored by Oxbow CC’s long-time golf professional, who noticed his potential early on. The team is growing its core golf business, but also taking innovative steps such as focusing on maximizing the appeal of its restaurant, which is open to the public, to keep things active during the offseason. It’s just one of many encouraging examples that can now be found in the club and resort industry which demonstrate that “people business” does not have to be an oxymoron.
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