5 Lessons Learned as a New Director of Racquets
By Ryan Johnson
I remember my first day as a Director of Tennis like it was yesterday; full of hope, excitement, and an absolute fear of failure. I had adopted a mindset of what some would refer to as Impostor Syndrome: “I don’t know what I’m doing. It’s only a matter of time until everyone finds out.” As a new leader, I felt immense pressure to be the one with all the answers. Looking back, I would tell my younger self to have more self-confidence in my ability to learn. A mindset that I later learned to adopt was a Growth Mindset: “I don’t know what I am doing yet. It’s only a matter of time until I figure it out.” While serving as a Director and observing other well-respected leaders, I quickly came to realize that they don’t always have the answer but possess a commitment to learn and seek out information.
If you are currently serving as a new Director of Racquet Sports, or you are on your way to the role, then my hope is that you find these lessons learned useful on your journey.
Take Time to Learn – In most cases, you have what is often referred to as the “Honeymoon Period.” Utilize this time (often 90 days), to observe the existing programs, connect with colleagues and members, and develop a strategic plan on how you and your team will move the program forward and enhance the member experience. Where possible, avoid making substantive changes, as this your first and only chance to make a positive first impression. This is your time to learn the culture and build coalitions.
Secure Early Wins – Your opportunity to build credibility will never be stronger than during the first few months on the job. It’s vital to identify opportunities to make a positive impression with your colleagues and members. This doesn’t have to be a large or complex undertaking. Look for the low-hanging fruit at the beginning. As you begin to learn the culture, you may discover that it can be something as easy as making yourself visible, ensuring the facility is clean, or taking the first step to create bridges across different departments. Towards the end of your transition, you want your boss, your colleagues, and your members to feel that something new--something good is happening. Early wins will excite and energize your staff and members and build your personal credibility.
Build a United Team – As leaders, it is incumbent on us to build the culture and community we desire with our teammates. We can disagree and have different opinions behind closed doors, but to the members and other staff, we are 100% supportive of one another and must always present a united front. We are each other’s greatest supporters.
Don’t be Afraid to Make Mistakes – As leaders, there is no doubt that it’s easy to buy into the perception that we must be perfect and have all the answers. This mindset can be crippling and impede your ability to grow your program and grow as a professional. Think about when a pro resorts to being conservative or careful with programming. It’s easy to continue to produce the same thing, but with this approach, we risk the program becoming stale, predictable, and boring. Find ways to keep the program fresh. Take chances with new ideas and concepts. Tap into your network and utilize the amazing professionals that likely surround you in your own club or facility. As Winston Churchill once said,” Perfection is the enemy of progress.”
Don’t Stop Learning – One of the greatest attributes that I have observed from the best leaders is that they never stop learning. They are constantly finding ways to build their network and learn new information. This probably goes without saying, but it’s vital to get involved with your local tennis community and organizations like the USPTA. Additionally, I would encourage you to commit time to continuing education programs, such as the Certified Racquet Sports Executive (CRSE) Program or USPTA Director of Racquet Sports program that are targeted towards enhancing the success of leaders in the racquets sports industry.