Private Club Radio Show

366: Creating a Standout Personal Brand w/ Tom Wallace

• Denny Corby, Tom Wallace

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Crafting a leadership brand is more than just a buzzword—it's about executive presence, storytelling, and ethical clarity.
Ever wondered how to stand out in the competitive world of hospitality, particularly in the exclusive private club sector? 
This episode promises to unlock the secrets of personal branding with insights from Tom Wallace from KKW. 

We dive into the essence of what makes professionals like chefs, CFOs, and leaders unique, and how they can convey their singular qualities to land top-tier positions. With 2025 around the corner, discover why your LinkedIn profile might be your most powerful tool yet in showcasing your professional identity.

Listen to personal stories and valuable advice that stress the importance of hard work, a love for people, and maintaining a positive attitude over traditional education credentials. Learn how these elements, combined with a robust personal brand, pave the way for a thriving career in hospitality.

Tom Wallace emphasizes the need for confidence, consistency, and a clear set of non-negotiables. We also tackle the potential pitfalls of social media and the importance of maintaining a professional online presence. Learn how to communicate effectively with concise, logical messaging, and understand why brevity can be your ally in professional settings. 

This episode is packed with actionable tips to help you navigate the intricacies of personal branding and leadership in today's hospitality landscape.

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Speaker 1:

First is you know, be able to easily articulate what's compelling about you. Tell me what is different about you as a chef than every other chef that's applying for this job. You need to be able to say that you know, these are the things that I'm best known for. This is what my team would say about me. This is what my boss would say about me. This is what anybody that works under me would say. And you know why I'm in this industry. Is this, this and this, and I don't want to hear what you cook. Well, we just assume you can cook.

Speaker 2:

Because we're in the leadership business.

Speaker 1:

Whatever we're hiring for chefs, pros, superintendents, gms, cfos we're in the leadership. What sets you apart as a leader? I am assuming if you're a CFOs, I just want we're in the leadership. What sets you apart as a leader? I am assuming you could. If you're a CFO, you can count and add and subtract and do all the finance stuff you can, but what separates you as a finance leader and what as a culinary leader? What sets you apart? So you know, being able to tell a compelling story is really important to me about what separates you curtain.

Speaker 2:

Learn what we're about here. Welcome. We are glad you were all here. I'm excited for this episode. I talk with one of my favorite people to talk with in the club space, tom Wallace. What a guy. If you don't know Tom Wallace, you have to. Just such a consummate professional, just someone who's worked his way up, did the work and is now in a position where he helps other people get jobs and positions. Just a wonderful, wonderful person. When I think of personal branding, one of the people who I think about the most is Tom Wallace. I was like, oh, if I'm going to have anybody on, it's going to be Tom, because not only his personal brand is good but he helps represent and put people in positions. So you know, if there's anybody who knows what it takes, what a good personal brand looks like and what it means for and what is a personal brand, it is Tom Wallace. So we just talk about all the different levels and how you know in 2024, in today's day and age, what it kind of means to have a brand, a personal brand, and what other clubs and what people are looking for when it comes to a personal brand and club professionals. So I'm super excited to bring Tom on for this episode.

Speaker 2:

Before we get to the episode real quick, a quick little note from some of our show partners here on the channel we have our friends member vetting, paul Dank. If you have not evaluated or thought about or thinking about changing how you vet your members, how your new members are coming in, are they who they say they are, head over to membervettingcom and comprehensive applicant information gathering process that provides an unrivaled depth of information and it's really. It comes down to character-based, it's really figuring out are these people the right character fit for your club? So if you're interested in learning more, head on over to membervettingcom, set up a call with Paul Dank. Also, check out our other episodes of Member Vetting.

Speaker 2:

Here on Private Club Radio we have our friends Golf Life Navigators and they have a really amazing platform Zillow meets eHarmony for golf enthusiasts and they help uh, they help them navigate the overwhelming number of club options and assist them in finding their dream clubs. And, uh, how that works is for clubs. You are on their platform and they present you with members who are the best fit for your club. Their platform and they present you with members who are the best fit for your club. This is the only resource available for golf professionals to discover experience and ultimately secure and find their ideal club and membership. So if you would like to learn more about how your club can be a part of Golf Life Navigator it's marketing without marketing, advertising. Without advertising it is unreal Head on over to golflifenavigatorscom. Set up a call with Jason and the team. Guaranteed it's going to be awesome. We have our friends, concert Golf Partners, boutique owner-operators of private golf and country clubs nationwide. If you or a club is looking for some recapitalization, head on over to Private Club Radio. Head on over to ConcertGolfPartnerscom. Set up a call with Peter Nannula. See if you guys are a good fit.

Speaker 2:

Last but not least, myself if you or your club is looking for one of the most fun member event nights, hands down, I'm your guy. It's the Denny Corby experience. It's magic, mind reading and comedy. It can be just for the adults or fun for an entire family. Evening, night out, it's an entire night. It's a whole immersive experience. We laugh, we cry. We have such a good time. There's so much crowd work, banter, interaction. If you want to learn more, head over to DennyCorbycom. Check it all out there. See some of my TV appearances and other cool stuff. We have Worked with hundreds of clubs all over the country, so I know you're in good hands, dennycorbycom. That's that. Let's get to this episode. Private Club Radio listeners. Let's welcome Tom Wallace.

Speaker 1:

I think this is an interesting topic because everybody's talking about rebranding and branding and branding yourself are just more in tune with like. I can't imagine myself, as a young manager, going into my gm and being like I need to focus on my brand a little bit more and they'd be like I don't know what you're talking about and I think it's funny. I think when I think brand, I do I immediately think of like nike, apple, like the brands that I guess we grew up to, you know and but it is funny how much more more focused young professionals are making sure they're putting them.

Speaker 1:

But there's also a lot more vehicles. Like we didn't have LinkedIn, we didn't have those places where your brand, somebody could go learn about you as a person without talking to you. You know, we had a resume that would be about it. But now you have LinkedIn and Instagram and Twitter.

Speaker 2:

You did have a MySpace top eight, and your top eight can really tell a lot.

Speaker 1:

Yeah, I never got into that. I was talking to someone about MySpace. I was talking to a person who was telling me about how they went on and did their MySpace top eight and then their mom found out that through their older sister that they were on, and then she had to change it and I was like that's crazy. I said I was like that was not before my time, but it was one of those things that I was too. I was already down my career path, so I was like that's that sounds very social to me.

Speaker 2:

I was already down my career path. So I was like that sounds very social to me and that's why I wanted to talk, because you deal with so many youths, so many older people, younger people, and you're in feet on the ground in the hiring space Like you're in that world in so many capacities, and not just even in the club space but even outside of it. What, what was the show? You were just at the restaurant show.

Speaker 2:

So it's still like hospitality, like so, like you know, you're even dipping outside and getting your legs into other industries and other kinds of verticals, as yeah, yeah, we, we just like to see what I mean.

Speaker 1:

we like to think we're in the, we're in the hospitality industry. So we, I like to see what else is, you know, out there and the club spaces you know it's the last of the hospitality spaces in my mind that really kind of is balancing between tradition and relevance. You know you can't be too modern because clubs are and again, a lot of clubs struggle with what's a tradition and what's just a bad habit. That they've done repeatedly and I think, but you don't want to be so modern and nouveau that you don't. You know you're not the Soho house, you're. You know you're so-and-so country club. So you've got to balance that. But yeah, we'd like to go out and just see what other people are doing.

Speaker 1:

The restaurant business is so far advanced on how they. You know everything's moving to automation so they're trying to. A lot of restaurants are trying to find a way to have less interaction and just get it, get the food to you. And then you know, the white tablecloth folks are certainly still focused on you know, how do we engage with the customer? But a lot of them are, I'd say, from white tablecloth, just under white tablecloth down. They're like how do we have less interaction and get the food out faster with less people? And I understand that, because there's going to be, in my opinion, less and less people wanting to get into hospitality, at least for the next decade, just because I think the younger generation they bring so much to the table. But I don't know that there is willing to want to go into an industry that's so selfless and about everybody but yourself.

Speaker 2:

So how do you combat that?

Speaker 1:

but yourself. So how do you combat that? Well, I think, I mean, I think one. I do think there's a lot of people with serving hearts out there. I just think you've got to go out.

Speaker 1:

I it's interesting Jeff Morgan had a post today about you know why you should be thinking about the club business, and I think we're. We're micro focused on the club business, but hospitality needs to focus everybody and then we want to take our share of the best and brightest from there. But I think we've got to be more active in high schools. I think we've got to really go out and talk about hospitality. I don't want to treat it like a trade because it is to me. You know there's executive level skills that you need certainly to be a GM COO, but I think you've got to just teach them about the fun and the things that they'd be able to experience on their way up the ladder. I think we're doing a better job of that. We're certainly got a big boost during COVID.

Speaker 1:

Covid was certainly a horrible thing, but the club business really everybody started recognizing boy we take. They take way better care of their employees than the Ritz-Carlton or Four Seasons. All those places did the best they could, but they're for profits. They have big ownership groups that are expecting, and when you have to cut because there isn't any revenue, the cuts are labor and a lot of people that if I had a dollar for everybody that said, I moved my family five times for this company and now I'm furloughed. They're like and they're like. So I'm done. I'm jumping into the club space because at least I can have a little more control of my life, and so I think we are at a good time.

Speaker 1:

We just have to keep highlighting it. Don't rest on our laurels. I think sometimes we tend to think, ok, we've got we're, we look good. Now we don't have to pay attention to that for a while. I think we've got to be at the high schools. We've got to be at the colleges telling people why clubs are the best place to be in hospitality, and I do believe that I don't know that there's all those big box hospitality.

Speaker 1:

They do a great job of helping you develop into their hospitality. You know hierarchy. I think clubs they grow you as a leader and then you could go wherever you want. I think you know. I think if you learn the Ritz way, you'd be great within the Ritz, but you might fall short on some things. If you move to the Four Seasons or the Montage, if you're a great leader in a club and you've worked for a great GM, that's a mentor. They're going to get you ready. You can pretty much plug and play. Anywhere you go. You're going to know the basics, the blocking and tackling, and I think those skill sets are more transferable because clubs are so similar.

Speaker 2:

So how do you see clubs getting into the schools Any unique ways or any ways? You see clubs that are doing this actively and doing it well?

Speaker 1:

Oh, I think there are a lot of again. This is where the young people in our industry are doing great things AGMs, food and beverage managers, sous chefs. They're going into the high schools, they're going to job fairs, they're telling people, they're putting on their dress, whites, they're putting on a great looking suit, and these men and women are going in and saying you should come work for us. And if you work for me and that's another thing our industry can do very cleanly is say you come work for me for three years, I'm going to, I'm going to make sure, when you're out of college, I'm going to leverage every member, every, every person in my network to help you get the job you want, even if you don't want to be in service the rest of your life. Give me three, four, six, seven years. If it's high school and college and you're going to meet a bunch of people, you're going to get paid well, you're going to have fun, you're going to be around people your own age, you can sell it if you. I think you need somebody that's been there, done that and had some success. I think the people who can story tell the best are the people that have lived it.

Speaker 1:

You know you again, the one thing that people always say why do you love the club business? I love it because you can. Anybody from anywhere with any educational background, low to high, can have great success if they're hardworking and they they love people, they love taking care of people, if they're a good teammate although you know there's a lot of things you have to be but if you're, if you have all those boxes, you can do great. You don't have to have a PhD. An MBA doesn't help, of course, but it does. It doesn't also hurt just to be a hardworking young person with a great smile, great attitude and that's obsessed with being successful. I take someone who's obsessed with succeeding over an MBA. That doesn't mean I don't value education. It means I think someone that's obsessed with succeeding will just continue to well. One will work hard and push through some of the things that kind of come at you in the club business or any hospitality business. Is that what you see as well, from the, from that position of you know, finding other people positions. Is that you know? Do you see, if you have your CCM, that's attractive and that's you know? Is it as attractive as an MBA? I'd say it's a little more attractive.

Speaker 1:

Because one thing club members know is that clubs are different than hotels, than restaurants. You know, our worst customers come back day after day In a restaurant. If someone comes in and they're really unhappy, they're probably never coming back. So you have to have a different set of skills when you're dealing with the same person. You know what I used to have servers tell, you know, when I was in the industry. They would say you know, this guy complains every day about how bad this place is, but he comes back every day. I've never seen anything like it. And and they're like in high school. So they, you know, they, they, they were like what, what's the deal? I'm like no, no, that's just some people. Just, you know, it doesn't matter their lot in life, how much money they have, how much success. Some people just aren't happy and they want to share that unhappiness with everyone. But the good thing about clubs is, I said, the majority of the people are happy and you've got to.

Speaker 1:

I always used to tell the staff I say this to boards today run the club for the happy people, you know, focus your energies. And that wasn't something I did when I was young. I always thought I could flip anybody. You know, oh, I can make that. You know he or she's always complaining, but tonight they're going to have a perfect dinner service. I'm waiting on them, it's going to be perfect. And then it didn't go perfect and I would beat myself up and it took me years my last couple of years of managing at Mediterra, I had a president that was like Tom, you're awesome at a lot of things, but one thing you're not good at, because you're a people pleaser, is realizing that you're not going to win over everybody.

Speaker 1:

And he said so just run the club for the happy people, he told me. He said and if you do that, which is the majority, you're going to win a lot of hearts and minds. I said, and he said if you don't, you're going to exhaust yourself on that 10% that are never happy. And I was like that's a really good point. And he said yeah, and he was right because that was my first year at Medi.

Speaker 1:

My second year we moved at a lot faster speed because I've stopped trying to, I've stopped putting all my energy into the 10% and I put it into the happy people. And you know how that goes. It's it. It just it's like a great joke or a great trick. It starts, you know, builds momentum, snowballs, yeah, yeah.

Speaker 1:

And I was like, wow, I learned that the last three years of managing clubs. Somebody finally told me, but I think it takes a brave leader, it takes someone that's led. He was a leader at McDonald's Fast Food, one of their C-suite executives, and I think he realized he probably learned that years ago and then he had to watch me kind of fumble around with it myself and then he helped me. But but that's what's great about the club business you get to. I mean, the people that you interact with on a daily basis are the, for the, for the most part, the smartest and or the most successful, or both people in the region and they love the place and they typically, in turn, love you because you take good care of them and they teach you things and are there to lean on, which I like.

Speaker 2:

And you know, as people are younger and growing up, you know talent recognizes talent. No-transcript.

Speaker 1:

Listen, I used to get mad when I was a younger manager when a member would hire a great employee away. But you know, but it would be. I'd say, well, listen, that this is where they wanted to go, they wanted to be, they wanted to be managed hedge fund or be in banking or be in you know, whatever. It was not in hospitality. So I was happy. But yeah, you're right, talent recognizes talent and there's not a better place to be out there being to be recognized in a club for sure.

Speaker 2:

Would you say are there like three things that people need to do when it comes to their personal branding, whether they're, you know, already doing it, great, but if they're not, is there three things people need to do, or at least need to be doing if, or start if they are not already?

Speaker 1:

Yeah Well, I mean first is, you know, be able to easily articulate what's compelling about you. You know what you know, tell me. It's amazing how many we in my what I do now for the last 11 years you know, tell me what is different about you as a chef than every other chef that's applying for this job. And it's amazing how few of them can tell you, you know, really, yeah Well, it's just it's, and I'm like listen, we're just having a phone conversation and you can tell they're stammering and I'm like boy, you, you know, you need to be able to say that. You know, these are my, these are the things that I, I'm, I'm best known for. This is what my team would say about me. This is what my boss would say about me. This would this is what anybody that works under me would say. And you know why I'm in this industry is this, this and this, and and you know, I don't want to hear what you cook Well, we just assume you can cook, you know? And and some people go into that like they almost don't understand how to brand themselves they're like well, I'm really good at Italian, but I can do French, and it's like no, no, no, no, you, because we're in the leadership business. Whatever we're hiring for chefs, pros, superintendents, gms, c just want we're in the leadership.

Speaker 1:

What sets you apart as a leader? I am assuming you could. If you're a CFO, you can count and add and subtract and do all the finance stuff you can, but what separates you as a finance leader and as a culinary leader? What sets you apart? So being able to tell a compelling story is really important to me about what separates you. I think obviously you have to have executive presence, even at a, you know, even at the starting, out of the starting blocks, you still have to have a few of the pieces that I think make up you know composure.

Speaker 1:

You know are you succinct? Are you consistent as a leader, as a human being? Do I get Tom, this version of Tom on Thursday, this version of Tom on Saturday, because he was out all night? You know what? Are you confident? You know there's a delicate balance between cocky and confident, but you know, do you have those things you know?

Speaker 1:

Can you tell a great story about yourself? Do you have executive presence or the beginnings of executive presence about yourself? Do you have executive presence or the beginnings of executive presence? If you're not going to have the composure you need to get up in front of a thousand members and ask them for an assessment of $10,000 if you're just getting into the industry. But could you stand up in front of your classmates and tell them why you're going to go work at Acme Country Club and articulate what would be great about that? You can be an introvert but still be a great extrovert. It just as we know, you know as well. You just have to take extra energy to make that happen.

Speaker 1:

So I think the three things is telling that compelling story. You know, having that executive presence either in full bloom or at least it's been planted and there's a couple of small flowers starting to come out. And last but not least, I just think you've got to know what's important to you. What do you stand for? What are the things that you just won't bend on For me? I always used to say everything has to be past my stink test. Is it equitable, you know? Is it ethical Stink test?

Speaker 2:

The stink test. You've never heard that Like S-T-I-N-K.

Speaker 1:

Yeah, like stink. Yeah, I don't know. I think that might be a culinary term, like you know. Nope, that doesn't.

Speaker 1:

I just wanted to make sure I heard the word stink and I was like but you know, what is it? I always used to say here's how I make decisions. Is it effective, is it efficient, is it equitable and is it ethical? And I think you need to be able to tell someone I make how do you make decisions as a leader, even if it's just the floor leader of a, of a dining room or, you know, an assistant, food and beverage manager, assistant superintendent what are the things that I need to know about you that separates you from the pack? I think if a young person has that executive presence and can articulate to me what it is, how they kind of think about decisions, I'd be like, wow, that's really, really impressive. And then I always like to ask them you know, what are you obsessed about? You know, are you, are you, are you someone that is interested or are you obsessed? And what I want to hear, tom Wallace, when I was a manager, I wanted to hear I'm obsessed with success, I'm competitive, I love competitive people. And some people didn't meld with me as a leader because I was always like we're going to. You know, I had to make up stuff like Michael Jordan. I work like this with Jim Butler now, but when I was at Mediterra. Jim Butler is at Club Benchmark.

Speaker 1:

When I was at Mediterra he was at Gray Oaks and I used to walk around and literally my first year there, our mantra amongst the staff was we're going to destroy Gray Oaks. And I didn't mean that in the physical sense, I just said they're the big successful high end. Everybody in town talked about Gray Oaks and I said they're the big, successful high-end. Everybody in town talked about Gray Oaks and I said that's our target. And it was funny. Our HR director used to say why do you need a target? I was like I don't know, I just need, I need a North Star so we can focus and go after it. And so I like competitive, I like servant hearted, I like if you're going to get in this industry, you've got to thrive on feedback.

Speaker 1:

That's a big differentiator. I think you could be successful in many, many industries, but if you're not, if you're in the hospitality, if you can't take feedback as gasoline, you're in big trouble.

Speaker 2:

And then would you say there's three things that people should stop doing, three things you see going on. People need to stop cut it out.

Speaker 1:

Slow down with social media. I think social media is great. I think you've got to realize if I had a dollar for everybody this year, I had to call and say, hey, we got your social media backgrounding back. And there's 15 things. Now we don't set up the criteria for what it gets flagged for, but there's so many things like oh, that was college. I'm like, well, take it down.

Speaker 1:

Yeah, you take it down. And they're like, oh, I haven. Yeah, you take it down. And they're like, oh, I haven't been on that in 10 years. Well then, sign off and close it so that everybody else in the world can't see what you did in college. And it's always not always, but it's mostly minor stuff. So it's not the end of the world, but I'm just like what's going on? Like why, why am I? It amazes me that people aren't smarter about their social media and what they're putting out there, and I think it's a sign of the times. You know the politics of our country right now. Everybody thinks they have an opinion and the louder they say their opinion, the better off they are, and I don't agree with that. On and talk about politics and religion and your feelings and think that that's not going to be an influencer. When we download all that stuff and share it with a future boss of yours, they're going to look at that.

Speaker 2:

What about thoughts and things? If it's on a private, if it's like a, if it's you know if your profile is private and locked down?

Speaker 1:

Yeah, I think, if it's locked down, just know that there's so many services out there that now can find it. I'm on Instagram and LinkedIn and those things, but I, you know one, I'm boring and I work a lot. That's what I do. And then I, I love my family. That's it I got. Those are my kind of two things my team, my team and my family. But you, I think, my, my feeling, it seems like, even if it's private, people can find it, but I don't. That's a good question. I probably need to dig in on that a little bit with our background.

Speaker 2:

Well, I was just seeing like how, like how that you know from from your point of view, from your perspective, is like OK, like if it's private. You know, having your opinions is like one. You know it was more.

Speaker 2:

I was just trying to keep the conversation rolling at that point Just because I mean, that's a whole different, you know topic going into like private ghost accounts and all that crazy stuff. I'm just, you know, saying from like a 30,000 foot like view and all. So actually, at that token, you know what, where, what is that line Like? So I think different people obviously have different lines into some people, you know, what might be crazy to put something out. Is not that crazy? Where, where do you see that line of going?

Speaker 1:

Yeah, no, yeah Well, I go back to kind of the way I was raised. You know you don't talk about religion, politics at the dinner table kind of a thing. I just I think you can have opinions on a lot of things. I'm not going to tell folks they can't have opinions, but I just want them to know if the person that is seeing your materials feels opposite of that. You've just cut your opportunities by 50% the more opinions you put out to the public to digest without any explanation, you know it's just a picture or a quote that doesn't have enough texture or context.

Speaker 1:

I personally would say why risk it and just let people get to know you, and then you can share your beliefs in a one. And I think I have completely different feelings about lots of important things in this world with dear friends, but we don't talk about it by posting against each other. We talk about it one on one so we can understand each other's perspective. And I still say I think you're dead wrong, but okay, but I still love and respect you because I think that's how the world should work. But I think why would you eliminate 50% of the people that might want to hire you just because you have a feeling about something I don't know?

Speaker 1:

I don't know if that's, I haven't really given it a lot of thought. I just eliminate anything that could hurt you from getting your foot in the door At the end of the day. If you're a great leader and you work your butt off and you have a strong opinion about something that the GM doesn't share that opinion, they don't care. But if it's between two great candidates and one person is just exposing everything on social media and the other person isn't on it, my guess is people are going to go with someone that's not going to have that to deal with. I guess yeah.

Speaker 2:

Yeah, what else? What's another thing besides social media?

Speaker 1:

Well, I think, I think you need to be. I think young people need to communicate more clearly. I think one of the things I'm a big fan of being concise and, I think, being too verbose. So watch your social media. Number two be concise, don't be verbose.

Speaker 2:

It's a 45-minute episode, tom, no, I'm kidding.

Speaker 1:

Yeah.

Speaker 1:

So go talk Tom. So go talk, tom. I think it's important to realize that bullet points, the higher up you're going and communicating bullet points and being precise and realizing that most leaders want honesty, they want conciseness and they want logic. Lay things out briefly and concisely so that they can make good decisions in a quick manner. Don't be too verbose.

Speaker 1:

And sometimes I think people think putting charts and words and you know you email with me, you know how I email and everybody makes fun of me. It's like yes, no, okay, 3 o'clock, and it's not to be rude. But I work with managers that are like I don't need the, I don't need the, I need the Reader's Digest version. I'm like what's that? And you know not familiar with Reader's Digest, but I do remember my grandparents had it, you know. But you know, dick Coplin has a great saying. He says you know, I don't need war and peace, I need Reader's Digest.

Speaker 1:

And I think that was probably in his era. That meant faster, more concise. In our era, how concise can concise be? You know, we have eliminated everything, down to how many characters. So I do think people tend to be too verbose because I think they're making up for the fact that in their social lives they're very concise and quick, so they feel like going over the top and giving all the context and all the background. Your leaders, as you work up the chain, they want you to be concise, they want you to be logical and not be too verbose, which is funny because in their social lives they're completely the opposite.

Speaker 1:

They're very concise, but but in they I think they feel the need to make it up for someone like me was a little older generation. I'm like I actually want just the facts, please, and I want them in bullet points. And you know people that send me. You can send me long emails and anticipate that I'm going to read through them. I'm like, please pick up. I just literally will email them back. Please call me, because it's like I don't know. I mean, I just think there's just something to.

Speaker 1:

I think people tend to hide behind lengthy emails. Sometimes, too, it's like pick up the phone, let's have some interaction. We can, we can get through all of this. And it amazes me. I'm like you'll write a 25 minute email rather than pick up the phone, and you know you could probably get that answer with within two or three minutes. So find the way to be concise, find the way to check as many things off your list as you can.

Speaker 1:

And that leads to my third one, which is I would rather most leaders, especially in hospitality, would rather have you do 10 things a day at a B plus level than one thing at an A. Don't be a perfectionist. You know there's a level. We don't want C efforts, but we'd rather have multiple things done at a B level in a day than one A that you want to turn in and get. You know, get applause for. The more things you can get done quickly at a high level maybe not at the best level, but a very high level the greater the momentum of your department, of your company, of your club is going to be Getting one thing done really, really well in the club industry and it's so fluid so you could kill yourself for a week to do one thing and then the next week we're like, guess what? We're pulling the plug on that. We're going a different direction, you know. So learn to learn to do well, learn to do well and do it at a high, high and fast pace. I think those are so.

Speaker 1:

So you know, going back to those three things, I think, be smarter about your social media. To those three things, I think be smarter about your social media, you know, be more concise and then, at the end of the day, be able to work fast and be proud of your B's, because it's okay to get. You know I again, I would, I'd be more proud of someone leaving the day with six B projects done than one A. Amen. So, ritz-carlton, they're going to screw something up every day, but guess what they're going to do? They're going to recover in a really powerful way. And that's what separates them, as you know, four seasons.

Speaker 1:

The same thing You're going to have hiccups on the golf course. You're going to have hiccups in the kitchen. How do you recover? How do you close the loop on that feedback so that the customer slash member knows here's what happened, here's what we're doing to make sure it doesn't happen again. And once again I know I already said this, we're really sorry. And guess what? If you do that consistently, you're going to have a great hospitality organization, or at least for most, maybe not the 10% that we talked about earlier that are never happy.

Speaker 2:

That was good. Hope you all enjoyed that episode. I know I did. If you have not done so already, a five-star rating with a review on Apple Podcasts, spotify, a thumbs up and some comments over on YouTube means the absolute world. Engaging with us on social media is very important as well. If you can do that, that's all we ask, and we ask that you share the content with people who you think would enjoy it. If you haven't signed up for our newsletter, privateclubradiocom. That's this episode. Until next time. I'm your host, denny Corby. Catch y'all on the flippity flip.

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Denny Corby

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