One year can change everything.
When I made the leap from Indiana to Los Angeles, transitioning to a new club, I faced a myriad of questions. The cross-country journey was not just a physical move but a mental shift as well, typical for any chef stepping into a vastly different culinary landscape.
- How would my leadership style fare on the West Coast vs. the East?
- How would the membership respond to a different style of food and service?
- Would this be a club where I could see a long-term future with ideas that worked for myself, the membership, and fellow leadership?
As I stared out at the vast deserts of Utah and Nevada, I enjoyed the cross-country trip but also thought of future uncertainties and the excitement of the unknown. I was no stranger to this, having traveled in the Marines and, as a club chef, moved from north to south Florida and then during COVID to Indiana, 1300 miles away. One thought stuck in my head: a quote from a good friend who told me, “Whatever got you here to this point, it will take you the rest of the way; don’t change now but grow.” The support of my family and that thought got me to my current property one year later, and everything has changed for the better, with the future looking brighter than ever.
“All good things come in time.”
The quote—all good things come in time—is cliché, but I have yet to find anything more relevant during the last year of club changes. Like any chef, I was ready to change the menu on the second day, but I stayed patient and learned what worked and what didn’t. I talked to members, received good feedback, and got an idea of what they were looking for while staying true to what other chefs and I felt was the right direction. We listened to the feedback but looked at the factual data and trends over time to see what worked and what didn’t. Most importantly, we stayed positive even on the more challenging days. It was never a problem but an opportunity to learn.
“There is no ‘I’ in team.”
From the beginning, our goal was to create a program that would keep our members happy while supporting and empowering our employees, which would be crucial to our success. It’s one thing to talk about improving and providing a top-notch private club dining experience, but it’s another to have the leadership actively involved in leading by example. While the leadership team has administrative responsibilities, we focused on serving alongside our fellow line staff, nurturing important relationships with them. We also considered the local area to make the necessary financial adjustments and implement employee programs to ensure our staff is well-trained and compensated. With fair compensation, a positive work culture, and proper training, we had high standards and expectations, leading to positive outcomes that have helped our members and employees feel valued and supported.
“Whatever got you to this point will take you the rest of the way; don’t change now, but grow.”
For me and other leaders, it was all about recognizing what was effective and building on it daily. Surprisingly, the same approach that brought success in different locations also worked here. Whether in the East or the West, a big city, a beach, or farmland, providing genuine hospitality and caring for people was the currency for hospitality success, regardless of location. Taking care of my team, treating them like family, and empowering them to aim high and seek growth and opportunities wasn’t limited to a specific area. It’s a universal approach and the right thing to do, resulting in consistent performance and high retention rates.
As I walk into Brentwood Country Club one year later, I’m met with a transformed environment where a smile is inevitable, even on the most challenging days. I am welcomed with resounding member feedback and engaging conversations about family and events that have crafted memorable experiences. I share high-fives and fist bumps with staff members who understand that I support them and genuinely care about our continued growth in this industry. I actively collaborate with fellow leaders to meticulously refine our daily operations to ensure we are the best. Like any club, we recognize daily opportunities for improvement, yet our trajectory guarantees that we will stand out in the industry.
The journey remains long, but each challenge brings us closer, and I have a vivid vision for my and the team’s future. One year has the power to reshape everything completely, and by remaining steadfast in our approach and pursuing daily growth, we will triumph. It’s not a problem but an opportunity to excel.
