From Bus Boy to COO, Part 5 Onward

It was somewhere around Easter of 92’ when Bob Jones called me from the Northwood Club. Bob had taken Northwood as GM after leaving the DAC. He had asked me when he left if, should he need me, would I consider joining him there in some capacity, and of course I said yes. I was just in the process of onboarding the new Assistant Manager who had been hired to replace Patrick after his advancement to GM. I began my employment at Northwood as Director of Service and Bob had me lay back until he could rid the club of the bad player currently in the position. In the meantime, I managed the Men’s Grill. The club was close enough from home that I didn’t have to move so the transition was simply another eight-mile drive. Northwood was an entirely different culture from DAC. Arguably the number two club in Dallas, certainly in the top three, Northwood cost almost six figures in initiation, and there was no junk on the roster. I took the role for a salary of $35,000 with more responsibility, square footage, and employees. I ran the fine dining room, the casual grill, men’s grill, and partnered with an assistant over the substantial banquet department. For the first time, I was responsible for budget development in my area. I found the membership here exceptional, laid back, and unassuming. Wealth at this level needed no fanfare. I much preferred the environment, and I enjoyed working there. Under Bob’s guidance the club undertook several remodels and retrofits. We upgraded the POS from the same NCR system I used at El Chico to the Squirrel system. I was responsible for menu configuration which added value to my position. Our Clubhouse Manager’s name was Stacy Watson. Stacy was a great guy, very knowledgeable in F&B, FOH service, and member relations. He could come upon any situation and “work the floor” better than any of us. He was especially good at preventing and saving what could have been disastrous outcomes. He understood the important nuances of details like seating, and timing. I learned a lot from Stacy. When he left to take a club in Lubbock, I hated to see him go but I took the opportunity to pitch myself to Bob to take his place. I had been in my role 3 years now, and I felt I was ready. Bob tasked me with several things he wanted me to improve upon, and I did my best to show him. As he interviewed, and the candidates came through, I felt defeated but finally, in 95’ I advanced to CHM at Northwood. My Salary, $52,000. I regularly locked horns with the high-powered overpaid French Chef and Bob was smart not to put me over him. One of us would have surely died. With this exception, I essentially had the clubhouse operation including the pool, and 56 employees with five department heads therein. I excelled in the role and sometimes despite myself, grew with it. In 97’ Bob left Northwood to take over Desert Mountain in Scottsdale, AZ. I was stunned but I understood the circumstances and the significant advancement for Bob. Once again, I watched candidates for my new “boss” come and go. It was a bit unnerving, but the Board ultimately chose Cecil “Joe” Bendy. Yet another name most of you know. Joe is now COO at River Oaks in Houston. I worked for Joe for 3 more years. Joe was one of the most intelligent managers I know. He was intuitive, quick thinking, and a no- nonsense type that sometimes came across as chilly. The two of us were polar-opposites when it came to relationships with employees particularly down the decks, but this worked well for both of us. I understood his stance and his style, especially now after my own career experience. Joe was an “executive” manager and expected us to take on the working aspect fully as we were amply compensated to do so. I like that mentality. In 1999, after a total of nearly seven years at Northwood I got the gumption to start looking for a GM position. It was scary, intimidating new territory for me. I didn’t know the first thing about how to go about it. Having fully disclosed my intentions, Joe was extremely helpful.  His advice was to find a club operation of a certain scope and volume, paying close attention to their finances. He offered to help me look over the balance sheet of any club I considered. Bob had advised that this would be the single largest jump both in salary, and responsibility that I would likely ever make. I remember him saying distinctly; “find a club that needs you”. Both men said I should prepare to move to a new community, and both advised to keep my wife close to the decision-making. I began surfing the CMAA MOL’s. By now I had two children about to qualify for Dallas public schools. A perfect time to get out!

Take Aways

Your allegiance and performance now could pay dividends later. Perform well, remain loyal, seek to impress.

Change makes us uncomfortable.  When we get a new manager, we must re-establish performance, respect, and trust with someone new. There are some who will quit their jobs before doing this. Many more will take a guarded stance which can send the wrong message. My advice is to go right in with a handshake and a “what can I do to make your job easier Sir or Ma’am”. You will never win a contest of “I’ve been here longer than you”, or “The member is my friend”.

Sacred cows are one of the inherent challenges for supervisors, managers, and GM’s. Nowhere can it be more prevalent than in old-line country clubs where some employees can remain for three decades. I met my first “immovable object” at Northwood. Don’t let your ego or newfound authority give you a dictator’s mindset. SC’s seek recognition foremost. Work with them, recognize them and the work they do, and make changes to routines when they become necessary for improvement. Keep in mind that the member has a relationship with this employee, one that at least for now, is better than they have with you. Most SC’s will come around and end up your best people. In extreme problematic cases where there is potential for disciplinary actions, work slowly, document, and keep your immediate superior in the know.

If your manager does not come after you when an opportunity for promotion comes up, go to him or her. Whether you get it or not, it shows fortitude and ambition. Ask where you can improve to better be considered.

As soon as you can, join the Club Managers Association. Many clubs host their top two or three management positions. Understand what the association does, how it works, what it can do for you, and how you can take advantage of it.  Get on the path toward all required BMI’s and work toward your CCM designation. A strong opinion: If your leadership does not believe in it, can’t afford it, or won’t agree to your attending meetings and workshops, think twice about why you want to work for them. They are essentially telling you they don’t support continued education and ongoing professional advancement. It is their duty to promote your growth, and yours to make the best use of your knowledge to lead your club. Almost every job listing for GM/COO either requires or prefers the CCM designation today. Market studies indicate that the designation can command significant salary premiums.