It’s very likely, that somewhere along the way you’ve heard the term “silo effect” or, at the very least, you’ve heard staff discussing the relationship (positively or negatively) between departments and how they work/don’t work together.

Everyone in their respective field or department takes great pride in their operation. This can subsequently lead to teams thinking, in some manner, that they are the driving force behind everything within the club.  This can also translate to the dreaded “silo effect” where specific departments operate independently from one another, leading to communication and team interaction breakdowns.

At The Camargo Club, we are fortunate to have a group of leaders who genuinely take interest in one another’s operations as we understand that each cannot operate to our fullest without the support of others.

A few years ago (with the swallowing of my ego) I came to the realization that the golf course within a premier club will often be the “belle of the ball.” The ratio of golf to social memberships in a typical country club yeilds it golf-centric, which plays a major factor in the decision-making process within other departments, mine specifically.

For example, we won’t run items for a turn or boxed lunch for outings that are messy as this affects a golfer’s grip. Morning outings will always come with energy-supporting options such as bananas, energy bars, and various fruits, not only because they are delicious, but they also support the golfers’ stamina during a hot round in the dog days of summer.  It’s these examples of foresight and team mentality which help an operation run with a solitary goal and purpose.

Likewise, the communication from other departments to the clubhouse is equally as important in that a round not only often starts but also ends with food and beverage. When a group is on the course, our golf staff is continually sending the clubhouse pace of play updates to ensure we have the necessary information to make their post-round drinks or food the best we can make them.

This dynamic doesn’t only exist between the clubhouse and golf course. It encompasses tennis, paddle sports, aquatics, and fitness operations as well.  An unexpected juice or smoothy station on the tennis courts in the middle of August will go an equally long way as a pop-up grill out at the pool.

Getting these types of things done requires two simple tasks: communication and the willingness to understand other departments and the needs of your members. Once you look for ways to help every department serve members, then everyone is working toward the club’s greater goal of member engagement.  Not only does this kind of understanding help your club, but it will also help you as an individual. Understanding why specific departments do the things they do or how they tick will better you as a leader who may have ambitions beyond the kitchen or golf shop.

Your club, members and staff deserve to have a unified and empowered leadership group. Don’t become a silo.