General Managers juggle various responsibilities, from member satisfaction to financial oversight. While the demands are high, balance remains crucial. Achieving this balance helps General Managers maintain their well-being and sets a standard for their leadership teams to follow. A culture of well-being positively impacts engagement, creativity, and productivity, which are vital to the club’s success.
How to Foster Balance
- Set Clear Boundaries. General Managers must prioritize their time by setting clear boundaries between work and life. This includes taking regular vacations, not working during personal hours, and establishing limits on when they can be contacted. For instance, by scheduling time off and avoiding emails after hours, General Managers can set a precedent, allowing their leadership teams to feel empowered to do the same.
Example: A General Manager may set an emergency call list for specific situations and mentor the team on handling challenges. Implementing a daily closing report from the closing manager to department heads ensures smooth communication of issues, member follow-ups, and maintenance needs without after-hours disruptions.
- Delegate and Empower the Team Strategic delegation not only lightens the General Manager’s workload but also strengthens the team. By assigning tasks based on individual skills and experience, General Managers help their team members grow into leadership roles. Communicating expectations, resources, and deadlines ensures tasks are executed smoothly while empowering the team to take ownership. This approach creates a more sustainable work environment where everyone contributes to success.
Example: A General Manager can assign decision-making authority on operational issues to department heads, enabling the General Manager to focus on strategic goals while ensuring the team gains confidence.
- Establish After-Hours Communication Norms Limiting communication during personal time is a powerful way to model balance. General Managers should communicate clearly about expectations around after-hours communication, ensuring that non-urgent issues wait until the next business day.
Example: Setting clear expectations for response times—such as prioritizing member emails within the same day but allowing internal emails to be addressed by the next day—helps reduce pressure and maintains balance for the leadership team.
- Implement Flexible Work Policies Flexible work schedules and adaptable hours during off-peak seasons help employees balance personal and professional responsibilities. By showing flexibility, General Managers demonstrate that the club values employee well-being.
Example: Offering compressed (4-day) workweeks during the off-season allows employees to have additional days to recharge, improving morale and job satisfaction.
- Encourage Open Communication and Psychological Safety A General Manager should foster an environment where staff feel comfortable discussing workload issues without fear of judgment. This approach prevents burnout and helps teams address issues before they escalate.
Example: Regularly scheduled check-ins, such as stay-interviews or bi-weekly meetings, provide team members with a space to voice concerns about balance, helping General Managers stay informed and offer proactive support.
Overcoming Challenges
Implementing balance isn’t without obstacles. High-demand periods, such as during major events, make it difficult to step away. However, General Managers who establish balanced routines during slower times are better equipped to maintain them during peak seasons. Additionally, there is sometimes a stigma that prioritizing personal time reflects poorly on leadership, but sustainable leadership thrives on balance.
Long-Term Benefits
The long-term benefits of modeling balance are substantial. Teams that witness their General Manager prioritizing balance are more likely to do the same, leading to higher job satisfaction, lower turnover, and improved morale. A balanced and supported team is better positioned to provide exceptional member experiences, boosting the club’s reputation and overall success.
Balance isn’t just a personal pursuit for General Managers—it’s a strategic advantage that enhances the well-being of both leadership and staff, creating a positive and sustainable work culture for the long term.
