In most clubs, the racquets program is working well until it isn't. If that happens, you will wish you spent more time getting to know the Racquets Department.  

"The time to fix a roof is when the sun is shining."

-John F. Kennedy

Most GMs of a full-amenity club spend time with their Chef and their F&B Department by spending time "working the dining room" or "helping in the kitchen." It is widespread, if not expected, that the GM spends time with their Superintendent on the golf course--what GM hasn't heard; "The golf course is our greatest asset." A good GM walks the buildings with their facilities engineer often to address issues. A good GM spends time with the Golf Pro. 

How much time does a GM spend with the Director of Racquets? "If it ain't broke, don't fix it." I have been guilty of this as a GM. Many times the racquets program is located in a separate building and "runs itself." As a GM, or as an aspiring GM, I recommend you spend an equal amount of time with the Director of Racquets as you do with your other department heads. 

Noticing I was not spending a similar amount of time with the racquets program, I changed my ways. There are so many ways to stay involved with what is going on “down at tennis”, but here is what I suggest: 

• Weekly lunches with the Director of Racquets

• Take lessons (in off times) with some of the teaching pros.

• Learn about the member experience--. Does the booking process work efficiently? What does the member experience walking onto, and leaving the courts?

• Get to know the Pros better.

• Show up one day for your scheduled lesson without a racquet. Does the professional provide one that is in good condition?

• Add the racquet events to your calendar.

• Make a point to drop in on several member events.

• Attend the Committee meetings (if you don't already).

Many GMs already do many of these actions, and that is great. But, a General Manager will spend a significant portion of their time putting out fires or dealing with problems that they never have enough time to get as involved, as they desire, with all the departments. The benefit far outweighs the time invested.

Take this entire thought process and flip it to the Director of Racquets (or aspiring DoR). Does your GM spend time in your department? If not, how do you get him/her more involved? Perhaps tell them you would like a fresh set of eyes on the shop's layout, teaching style, Kids Camp brochure, etc. Everything that I have mentioned that a GM should be doing, a Director of Racquets should want their GM to do. GMs (like most humans) are creatures of habit. Help them create new habits that include racquets. As a Director of Racquets, how much time do you spend in the GM's office? If the buildings are separated, how much time do you spend in the other building? Are you changing your habits? Do you ask for 30 minutes of your GM's time a week to catch up? Do you only venture to the "main building" once a year for budget discussion?

Ultimately the goal is for both the General Manager and the Director of Racquets to have a substantial relationship where each can depend on the other and understand how their action affects the other. I often hear from General Managers that they are frustrated when they feel blindsided by a situation. Nobody wants to listen to a voicemail, read an email, or be standing in front of a member discussing a situation where they have absolutely no knowledge. A healthy and robust relationship with all department heads is the best way to solve this challenge. I would always appreciate a late-night text from my Director of Racquets saying Mrs. Smith complained about the lights out in the parking lot, over having Mr. Smith ask me the following morning if I knew the lights were out in the parking lot. Do you have a relationship with your GM where you can send that text at midnight? Does your Director of Tennis know to send that text at midnight?