FACILITIES - SUPPLIES - PEOPLE

Table of Contents

• Rod Heckelman on Motivating Employees

  • Facilities Require a Unique Approach to Motivating …

  • Create a Positive Work Environment

  • Aim for a Team Effort

  • Member Interaction

  • Enable Reproduction of Success

  • Our Industry is Unique

• Juan Garcia on Operational Hiring

  • Top Core Traits Across All Roles

  • Traits Specific to Coaching/On-Court Staff

  • Traits Specific to Front Desk/Pro Shop/Operations

  • Traits Management Look for at Hiring Time

  • Interview Questions We Use

Rod Heckelman on Motivating Employees

Facilities Require a Unique Approach to Motivating Employees

By Rod Heckelman

How often have you heard, “If I had a pill that could make a person motivated, I could become a millionaire?” It’s a significant concern, especially for any businesses that have employees. To give you an idea of how important it is to develop employee motivation, corporations in the service industry spend nearly as much money on motivational speakers and seminars as on employee healthcare. But the tennis industry operates under a very different model; we require a more unique approach that emphasizes personal interaction. As a result, this challenge falls on the managers who will need to understand their facility's unique characteristics. Those characteristics will include how their facility operates, what they provide, and what their members are demanding. Once those characteristics are understood, a motivational program for their staff can be implemented.

Create a Positive Work Environment

With those variables recognized, the challenge begins. Good managers will motivate their employees by creating a positive work environment. This is accomplished by offering recognition and opportunities for growth, fostering a sense of purpose, and promoting autonomy and flexibility. That’s level one. Level two is knowing how to pass on responsibility and purpose. This is key to both creating growth in their work performance, but also in helping them improve their skills through their actions and not just training.  

Aim for a Team Effort

The goal is to create a team effort, which will also foster a sense of belonging and contribute to a united mission for the facility. Having a staff that enjoys working with their fellow employees displays a harmony that the members will sense and feel, a quality that helps in creating a comfortable club environment, and not just a business. On the flip side, improper training and rigid oversight can result in a robotic type of staff, which the members may find cold and distant, despite how polite and proper their interaction is executed.

This leads to the importance of finding each employee's best natural behavior and conduct. For that to happen, a manager may have to put aside those training manuals and create an individual approach for each employee. The more you can have the employee feel that their interaction with the members or the staff is their own, the more likely they will contribute to a comfortable environment.

Offer autonomy and flexible work options to show employees you trust them to manage their time and get their work done. Again, too much oversight can lead to impersonal behavior, putting a damper on having a club that should be focusing on creating a natural, enjoyable experience for everyone.

Member Interaction

Another unique characteristic in the tennis facility industry is that many employees want to enjoy and take advantage of what the facility offers. Allowing this can be beneficial, but limits need to be put in place without sending a negative message. You need to remember that this employee had good intentions. As an example, a member is looking for another tennis player to play with. The employee offers their time to hit a few balls rather than first helping them connect with another member. At first, this would seem like quality personal service, but it strays from the goal of having members find other members to interact with. A good example of conduct that deviates from the mission of the facility: member retention through fellow member association.

There is a simple reason for having multiple methods for motivating your staff.  A study of many successful people shows that many of them achieve their success due to their fear of failing. This is often introduced early in their upbringing and becomes a way of life. This doesn’t necessarily mean they are flawed people; in fact, many of them are very accomplished and functional in the workplace. This ability to customize a method that addresses most types of personalities is the primary reason why a quality manager avoids mapping out a general overall training program and, in turn, develops a training program that will cater to each person.

Enable Reproduction of Success

Another important issue is to pick and choose your moments to say positive things about your employees. Daily perks for the sake of always saying something positive become diluted and meaningless. Make sure the comments are statistically correct and accurate. For instance, you’ve asked an employee to take on a task, and they did a great job. They may realize that they were successful, but may not have recognized what created that success. If you can pinpoint what they did that helped create that successful result, it will be very helpful and will likely make it easier for them to reproduce that successful result in their next assignment.

Maybe the most common form of successful motivation is through example. The expression “Lead through example” should be the guideline. Be on time, don’t miss appointments, and display conduct that is consistent in both attitude and actions.

When it comes to rewarding your employees, don’t kid yourself; you can provide all the emotional support possible, but in the end, they are hoping for financial rewards. They can’t pay their bills with your compliments. A balance of the two is an optimum method of motivating your staff.

As much as you will work toward motivating your staff and keeping them focused on their performance, you should also appreciate that not all employees can stay on course 24/7. It’s the nature of most people, probably yourself included, to lose interest for a while, or just get tired of the same routine. Design your approach to recognize this, and you will be less likely to be disappointed or frustrated by the occasional need to refocus some of your employees. This approach will also avoid the issue of burnout, not just of your staff, but of you as well. As you observe your staff’s performance, make time to sit down with each employee and share ideas and thoughts. Don’t make your yearly reviews the only time to interact with the staff personally.

Our Industry is Unique

Remember that the club industry is a different animal. What is common practice in most customer service businesses is not likely to be applicable in the club industry. The relationship with the customers is built to be long-term and much more personal. Every manager would like to keep their employees happy and motivated to make this unique relationship work, and usually, happy workers make for a happy club. But be careful, often hyped-up workers make for a manufactured and often artificial environment, and overly controlled workers make for a sterile and unfriendly club. Be willing to be flexible and understanding of the intricacies of this industry. It’s constantly changing and evolving for many reasons. It takes a very emotionally and mentally flexible manager to take on the task of managing in this industry.

Juan Garcia on Operational Hiring

Beyond the Forehand: Choosing Character Over Talent in Racquet Club Operations. Why Choosing the Right People Matters.

By Juan Garcia

Most of us came into this industry accomplished at playing a sport, but we all started at the bottom. Many started teaching camps, stringing racquets, running small junior clinics, folding towels, or working the early morning front desk shift. We learned the rhythm of the club one member at a time. Over the years, we built relationships, sharpened our craft, and grew into professionals who now carry real responsibility. The humility learned from those initial, often less glamorous, tasks taught us more about member service and commitment than any advanced coaching seminar.

And now, we’re the ones hiring. We’re the ones shaping the culture, choosing who represents the club, and deciding who will deliver the experience our members feel the moment they walk through the door. In an industry where the average new hire costs a significant amount to train, focusing on character traits is the best strategy to ensure low employee turnover and high member retention.

That’s why choosing the right people matters more than ever. In the racquets and hospitality world, talent is important, but character is what makes a team thrive. Below are some of the non-negotiable traits we should look for when bringing someone into our club:

Top Core Traits Across All Roles

1. Member-First Mindset: The Foundation of Retention

The Member-First Mindset is far more than just being polite or service-oriented; it is the defining philosophy of any successful racquet or hospitality operation. When we hire for this trait, we are investing in a human being who instinctively understands that relationships drive retention. This individual makes every member feel seen, valued, and taken care of from the moment they walk through the door.

A team member with this mindset recognizes and anticipates the emotional, not just the technical, needs of our clientele. It means moving beyond merely booking a court or teaching a forehand and stepping into the role of a relationship curator. They employ Emotional Labor (the effort to maintain composure, radiate warmth, and actively listen, even when dealing with difficult requests), which ensures that minor frustrations don't escalate into membership cancellations. Hiring staff who prioritize this relational approach is the most effective way to ensure our members view the club as their "third place," which is the ultimate measure of loyalty and retention.

2. Communication Skills

• Clear, respectful, and proactive. Communication should be simple for technical instruction and transparent regarding logistics.• Able to handle difficult conversations gracefully.

• Communicates upward (to management), sideways (to coworkers), and outward (to members).

3. Professionalism & Reliability

• Shows up on time, prepared, and consistent.

• Maintains composure during busy hours, events, and conflicts.

• Represents the club’s standards at all times.

4. Team-Oriented Mindset

• Works well with coaches, desk staff, maintenance, GM, and members.

• Steps in when needed; doesn’t say “that’s not my job.”

• Understands that clubs thrive through collaboration.

5. Adaptability & Problem-Solving

• Comfortable adjusting to schedule changes, weather delays, member needs, and events.

• Can resolve issues quickly without creating friction.

6. Positive Attitude & Energy

• Brings enthusiasm to the court, pro shop, lesson, or front desk.

• Creates a welcoming environment for members and coworkers.

7. Strong Work Ethic

• Takes initiative.

• Goes the extra mile without being asked.

• Understands the rhythm and pace of a service-driven industry.

Traits Specific to Coaching/On-Court Staff

8. Teaching Ability & Clear Instruction

• Understands how to communicate concepts simply.

• Adjusts teaching style for beginners, juniors, and advanced players.

9. Interpersonal Intelligence

• Reads people well.

• Understands how to motivate different personalities.

• Builds long-term member relationships.

10. Professional Growth Mentality

• Seeks certifications, continuing education, and feedback.

• Keeps up with industry trends (e.g., padel growth, program innovation).

Traits Specific to Front Desk/Pro Shop/Operations

11. Organizational Skills

• Manages schedules, court bookings, POS systems, and event logistics efficiently.

12. Attention to Detail

• Ensures accuracy with billing, inventory, court assignments, and member preferences.

13. Calm Under Pressure

• Handles busy check-ins, multiple phone calls, and member requests without stress showing.

Traits Management Look for at Hiring Time

14. Cultural Fit: Elevating the Environment

The concept of Cultural Fit means finding individuals whose core values, work ethic, and interaction style are naturally aligned with the club's established community and mission. A truly successful hiring process begins with defining the club’s culture first; is it competitive and serious, or social and laid-back? When we hire for fit, we are choosing someone who will elevate the existing environment, not just occupy a vacant role. The cost of a poor cultural fit is immediately noticeable and deeply damaging, resulting in team friction and accelerated staff turnover. To accurately assess this, management must go beyond the traditional one-on-one interview, using behavioral questions that test how the candidate handles real-life scenarios. Having the candidate meet a diverse group of non-management staff for a casual interaction can provide invaluable insight into their ability to interact sideways across departments. A strong cultural fit is a guarantee that the new hire will embrace and reinforce the community vibe our members pay for.

15. Integrity & Trustworthiness

• Especially important when dealing with high-value members, minors, payments, and club property.

Interview Questions We Use

To Assess Hospitality

“Tell me about a time you turned a difficult customer interaction into a positive one.”

To Assess Teamwork

“Describe a moment when you had to support a coworker who was struggling”

To Assess Communication

“How do you handle situations where multiple people need help at once?”

To Assess Growth Mentality

“What skills are you currently trying to develop?”

To Assess Professionalism

“Tell me about a time you made a mistake on the job and how you handled it.”

Red Flags During Hiring

• Blaming others or speaking poorly about past employers

• Low energy or lack of enthusiasm

• Poor punctuality or slow follow-up during the hiring process

• Focus only on personal schedule vs. club needs

• Limited interest in learning or certifications

Onboarding and Continuous Assessment: Coaching Character

Hiring for character traits is merely the first step; the true success of this strategy lies in coaching and rewarding that character every day. The best culture in the world can erode quickly without consistent reinforcement. This requires integrating your core traits into your club’s onboarding and performance management systems.

Structured Onboarding for Cultural Integration

Onboarding must be treated as a cultural immersion, not just a procedural checklist. Instead of focusing solely on POS system training or court-scheduling software, the first few weeks should prioritize mentorship. Pair every new hire with a high-performing, long-term employee who embodies the club's core character traits. This mentor acts as a living reference point for the Member-First Mindset, showing the new hire how to handle real-time situations (e.g., a rain delay, a difficult member request) with composure and proactive communication. This system quickly assimilates the new staff member into the "club rhythm" and validates the importance of soft skills.

Continuous Assessment of Behavioral KPIs

Your annual review process must reflect what you value most. If you hire for character, you must also coach it and reward it. We recommend establishing Behavioral KPIs (Key Performance Indicators) that are weighed heavily alongside technical skills (such as lesson revenue or program participation).

Use the same Top Core Traits list from the hiring process to build a behavioral scorecard.

Staff should be formally rated on:

1. Member-First Score: (e.g., Frequency of positive member feedback; demonstration of proactive relationship-building).

2. Team Collaboration Score: (e.g., Willingness to step in across departments; clarity of sideways communication).

3. Professionalism Score: (e.g., Punctuality; composure under pressure; follow-through on commitments).

By measuring these specific character elements, you signal to your entire staff that the values-based performance is just as critical as the technical performance. This continuous cycle (hire for character, train for culture, and reward behavior) ensures that the quality of your club's team remains the strongest driver of member satisfaction and retention.