Editorial

Creating a SERVICE Culture

Creating a SERVICE Culture

CULTURE is a key ingredient for the sustainability and prosperity of all private clubs. Creating an adaptive culture that is aligned to business goals and objectives will provide clubs with the ability to significantly outperform their competitors and prosper with both membership growth and retention!

Accelerated performance is caused because the group (i.e. the club management team and hourly staff) have shared values and practices that allow for empowerment and accountability. As a result it is much easier and quicker to make decisions and instinctively know the best course of action to take. There is not as much time spent waiting for approvals, indecisiveness, or hidden agendas – everyone knows the goal and how to get there.

Step 1 – COMMUNICATION AND AWARENESS: This step ensures that all employees of the organization are on the same page regarding the service process and are kept up to date on all developments.

Step 2 – ORIENTATION AND TRAINING: This step leads the effort to build customer service into every training opportunity offered by the organization. The result is a continuous focus on the member and improving the member experience.

Step 3 – RECRUITMENT: A culture begins with the people you hire. This step involves developing a consistent interview and selection process across the entire organization.

Step 4 – RECOGNITION AND CELEBRATION: This step focuses on recognizing employees who demonstrate the service values of the organization. Without reinforcement of behaviors that are aligned with the service excellence process, employees typically revert to the old way of doing things.

Step 5 – MANAGEMENT ACCOUNTABILITY: The number one reason that service initiatives fail to achieve their desired results is a lack of accountability. This means that all accountability mechanisms, both formal and informal, must include elements of the service excellence process.

Step 6 – MEASUREMENT: Measuring customer service levels is not an easy process. The key is to have branded measurement charts measuring customer service within every work group to build a sense of ownership.

Step 7 – SERVICE OBSTACLE SYSTEM: Most service obstacles can and should be handled at the lowest level. This step develops a mechanism for collecting information about service obstacles, getting the right people involved in solving the problem (permanently) and communicating the solution back to the field.

Creating a SERVICE CULTURE is equally important for the back-of-the-house as it is for front staff. Working as an empowered team is critical and can be applied to all club operations.

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