Cultivating a Thriving Club Culture: Insights from Industry Leaders

In the competitive landscape of private clubs, creating a strong, positive culture isn't just a nice to have—it's essential when attracting new members and the best talent. Jackie and Three Carpenter are longtime professionals in the club industry and are also authors of the book "People First." Using their years of experience in the private club industry, Three and Jackie are uniquely positioned to share the critical importance of fostering a people-centric culture in private clubs. Their insights offer valuable lessons for club leaders looking to elevate their club's employee experience and, by extension, member satisfaction.

The Foundation of Success: Putting People First

It won’t come as a surprise for some to know that the member experience is connected to the quality of the club employees. High-performing, member-focused club team members are more inclined to deliver a remarkable member experience. Taking it one step further, Jackie and Three emphasize that the key to attracting and keeping a high-performing team begins with a strong employee culture. "You build the foundation with the employees, and then those other things like financial health or member engagement—all those things come from that foundation," Three explains. This approach flips the old-school club mentality on its head, suggesting that instead of focusing solely on members, clubs should prioritize their employees first.

The COVID-19 pandemic underscored this point dramatically. As Jackie notes, "It doesn't matter how great your facilities are. If you don't have employees to operate the club or to run those facilities, it can't be a great member experience." This realization has pushed many clubs to reconsider their approach to employee management and culture.

The Five C's of a Strong Club Culture

In their book, Jackie and Three outline the Five C’s, five critical components of building a strong, people-first culture:

• Credibility

• Candor

• Cultivation

• Commitment

• Care

Credibility 

This is about why someone should work at your club. It's your message to the outside world and it reflects your employee brand. It’s critical that the message matches what actually happens inside the walls of your club. If your club’s stated values don’t match the actual values, you have a problem. "You can't tell someone, 'Oh, we're a great place to work,' and then they show up and it's awful," Jackie warns.

Candor 

People can smell insincerity a mile away and no one wants to work for a person or a club that is disingenuous. Candor, according to Jackie and Three, refers to the hiring process. Like in most businesses, their process should be transparent, authentic, and inspire genuine conversation. It's about connecting with potential employees and aligning values from the beginning. After all, if you hire the wrong person, they will most likely never become the right person.

Cultivation 

So often an employer can put on a “happy face” through the recruiting process, then Once the employee starts on the job, things change. Reality can set in and the new team members can feel like they were the victim of a “bait and switch.” Once hired, the nurturing shouldn’t stop. Supporting new employees and helping them overcome the discomfort of being new is a critical next step when developing an amazing culture. "When you're new, you feel stupid," Three points out. "And I don't know about you, but we have yet to come across anybody who loves to feel stupid."

Commitment 

Every employer loves a team member who is willing to take one step further. The person who is willing to go the extra mile and pay attention to the details that others would overlook. Commitment is about fostering a culture of ownership and encouraging employees to think beyond their specific job descriptions. It's about creating a leadership culture at all levels of the organization, not just the top down.

Care 

While most leaders will tell you they care about their employees, they don’t always come across that way. They can take team members for granted and at times seem to treat employees like tools. However, perhaps the most crucial element, caring is about genuinely investing in your employees' well-being. Take the time to check in with people and make sure they are well - physically, emotionally, and spiritually. There’s an old adage, “People don’t care about what you know until they know you care." Or as Three puts it, "It comes down to really loving your employees."

Practical Steps for Implementation

Culture change is difficult, especially in clubs that have a history of dysfunction or inconsistent leadership. For club leaders wondering how to begin implementing these principles, Jackie and Three offer several practical suggestions:

Start with a survey

Don’t ask the questions, unless you want the answers! Here’s the deal, it’s important to want the answers. Ask your employees how they feel about working at the club and what they wish they could change. This can provide valuable insights and a starting point for improvements. 

Focus on small changes

While the change may seem big, you don’t need to make big changes right away. Remember, you can’t overhaul your entire culture overnight. This will take time and patience is the key. Remember, small, consistent changes can make a big difference over time.

Hire for culture fit

Not everyone is a “hugger,” and that can be a good thing. If you're not naturally inclined towards a "touchy-feely" management style, consider hiring someone who can be a "culture keeper" for your organization. We all have gaps in our leadership style and the important thing is that your leadership team includes people with various strengths. 

Prioritize the employee experience

This often seems counterintuitive as most club staff focuses on member happiness. Yet, your staff's experience directly impacts your members' experience. A happy, engaged staff feels valued and appreciated. Consequently, they will provide better service and create better experiences for your members.

Be authentic and vulnerable

No one is perfect and no club is perfect, despite our aspirations and goals. Most people understand this, but the warts don’t often start to come out until an employee has been on the job a short time. This is why it’s important to show your human side during the hiring process and beyond. As Three notes, "Loyalty comes from the premise that you are making a connection with this potential interviewee."

The Competitive Advantage of a Strong Culture

While cultivating a strong, people-first culture was once seen as a competitive advantage, Jackie and Three argue that it's now a necessity. "After COVID and the pandemic, it's no longer a competitive advantage. It's an absolute must for everybody," Three emphasizes.

This is particularly crucial as clubs compete for younger members who value experiences over traditional club offerings. A staff that genuinely cares about members and their experience can be a significant differentiator in attracting and retaining these members.

Building a strong, people-first culture in your club isn't just about being nice—it's about creating a foundation of clarity, caring and transparency that benefits everyone: employees, members, and the club as a whole. By focusing on credibility, candor, cultivation, commitment, and care, club leaders can create an environment where employees thrive, leading to exceptional member experiences and a flourishing club culture.

Remember, as Three aptly puts it, "It's not about working for an institution. It's about working for a leader or working for a person who genuinely cares." By embodying these principles, you can become that leader and transform your club's culture for the better.