Posted on Leave a comment

The Fatal Mistake Of Hiring The Tennis Pro A Member Recommends

empty tennis court

That Hire Is Always Going To Be the Member’s Pro

It happens every time. The Director of Tennis hands in his resignation and the General Manager, before the ink dries on the resignation letter, has a mailbox full of emails from members. The emails all implore the same sentiment: “Hire this guy, he’s great. He’d be great here at our club.”

Please don’t misunderstand the sentiment. It’s fantastic that members want to add to the department, or bring in someone they value to a club. It shows they care about the program and the club. However, in most cases, the members don’t know what a Director of Tennis does, day to day. That’s a good thing. It means the Director had been doing a great job: wonderful front-person with members by day, administrator and businessperson by night.

As industry consultants, we read the same book at each club. Hiring a tennis director or head pro has the same chapters and table of contents. The emails to the individual in charge of hiring comprise Chapter Two, after the politics of and the questions over the resignation fill Chapter One. Chapter Two is the only place where members include management as they talk about “our club.” What’s ironic is that it’s always going to be their club, the members’ club. And, if you hire their guy, he’s always going to be their pro.

The Members’ Sentiment Is Right.
Hiring That Professional Is Wrong

Time and again, we see it happen in the industry. And down the road, hiring a pro who initially came from a members’ reference can create issues. Word of mouth along with professional and personal references play a big part during any hiring process. But they should be kept in context.

The hiring process comes in three forms. One we term: “the closed account.” This is the toughest form for the General Manager to endure. The chairperson of the tennis committee rules. They want a particular pro. They’ve been planning this coup d’etat for years. They will not listen to anyone or anything else. Handpicked… It was always going to be this pro. Often, the club will cover this up. The club manager will go through a process, taking in resumes. He or she might even post a recruitment advertisement, to cover his or her backside and the club’s reputation as a fair and equal employer. But the writing is on the wall. The pro is already hired. De facto.

Oftentimes, this is where other Directors of Tennis get their say. These other Directors are asked by the chair of the tennis or search committee or the member pushing hard for their candidate to write and call, unsolicited. There’s a planned lobbying effort on behalf of the “anointed” candidate. The club manager will receive a call from a past Director for whom the “de facto” candidate has worked with a follow-up call from that Director’s general manager. It handcuffs the hiring club manager. And the process is closed.

This is so unfortunate. The hiring of a Director of Tennis, Fitness or Head Professional is an opportunity to educate members, and sometimes, club managers, as to the industry and the position. Most members don’t know about liability on tennis courts or realize the amount of mentoring assistant professionals require. They don’t realize that more than 50 percent of a Director’s work day is spent, or should be spent, in administrative tasks. Laying out a strong job description and going through the pros and cons of the former Director is a process worth its weight in gold. It helps to outline and structure the goals and objectives of membership in accord with management requirements.

Instead, with a member having their pro hired, the pro is always that member’s pro. If club management or another member has a legitimate issue or grievance, or another staff member feels differently about a methodology, the Director will rely on the member who hired him or her and lasso that member into any significant discussion.

Beware the Hire from Within

The second form of hiring is from within the club or facility. The Director leaves and the member sentiment is: “We need to hire from within. Tradition. Our club knows Tony, the Head Pro. He’s put his years in as number two. Let’s move him up. It’s the right thing to do.”

Again, the opportunity to educate by working through a full national search is lost. The department continues on and members have little, if any, idea of what a modern-day program may or should look like. They’ve had the same Director for, say, 20 years and now they are moving up his right-hand person to continue the same, banal programming for another 20. If the outgoing director were named John, the new pro being pushed up is always going to be “John’s guy” or girl as the case may be. It’s usually not a healthy or long-term tour of duty upon ascension. The denouement written a few years later is a quiet, but quick termination.

Here’s why. There’s always a group, perhaps small, but often not too small, of members who never liked the outgoing Director. And now they feel the following: “We are hiring his number two. When will our club ever learn.” They feel stuck with the same team and remnants of the former Director, even though the Director they didn’t like is gone. They don’t truly see a change in course of the program or the club. Of course, members feeling this will not make their voice known to fellow members, but they won’t be welcoming to the number two as the new Director. And they’ll let that sentiment be known when he or she becomes top dog. Eventually, the members of this group win over other members as the memory of their beloved and retired Director fades. And the new guy is quietly banished, because the hire was out of respect to the outgoing Director and not based on the qualities of his former head pro.

Cream Rises to the Top

The final option is the national search. “We will get hundreds of unqualified candidates.” We hear this all the time. We respond: “And you’ll get a handful of excellent choices.”

It’s not just the candidates, including those candidates recommended by a member, that need to go through the process. It’s the club and its members that need the process just as much. The interviews, the projects created for candidates to complete – such as drawing up a comprehensive lesson plan for a junior program – all help the club grow and mature as it goes through a transitional period.

Candidates with varying backgrounds both on and off the court possessing different business and administrative experience come to “lay out” their wares in front of members who have rarely or never conducted a search for this role. Members are truly unaware of what a Director of Tennis or Fitness does most of the day. “Aren’t they just the front-of-house at the tennis courts or in the gym?” We hide our smile as we begin to help outline the job description from budgeting for and retaining staff, from planning resurfacing to estimating liability and workers’ compensation insurance, from ordering and investing in inventory to approving new logo artwork.

Through this process, the cream rises to the top. Based on not just one call from a former boss, but on six to eight references from colleagues for whom the candidate worked and from others who were mentored by the candidate, the cream rises to the top. As interviews across zoom and skype help to create a fluid list of top candidates and a careful review by non-biased eyes look at verified experience, the cream rises to the top.

Don’t Be Bamboozled

The above experiences come in various shapes and sizes. A Head Pro advises the hiring of a friend for an Assistant Pro role. Again, that new hire will always be the Head Pro’s pro.

And it occurs right on down the line. Club managers and Directors are besieged yet again when a Head Pro leaves. Members know that getting their choice in at number two could lead to number one, with the hiring from within a stoic tradition at many institutions.

This November U.S. voters will have the choice to elect an incumbent or a former insider. We as voters have that right. Club members want that right too with their department heads. This year might see a lack of debate and discussion given the effects of Covid-19. The national search has already been truncated. A Senator from Vermont was shortchanged. We might not be fully educated as to the incumbent and the challenger, who we all view as the previous guys’ guy. Similar to what happens when hiring a Director of Tennis or Fitness isn’t it? But we have no excuse after Covid-19 not to go through the process, educate ourselves, and find the right candidate as the cream rises to the top.

Ed Shanaphy is President of, a subsidiary of SBW Associates, Inc, which is the country’s leading consultancy for country clubs. specializes in hiring and retaining tennis and fitness staff and management of club tennis and fitness departments on a permanent and temporary basis.

Posted on Leave a comment

After Covid-19, Should Guaranteed Teaching Revenues Be Extended After First Year?

Payroll Calculator

One of the methods used to attract a great Director of Fitness or Tennis is to guarantee a certain amount of on-court or on-floor teaching revenue during the first year. It shows that the employer is truly behind the hire and understanding of the ebb and flow of teaching revenue streams. But, given these times and the fact that Covid-19 might rear its ugly head again and again, is it a possibility to have annual guarantees after the first year? Let’s have a look.

When a long-time department head leaves or is asked to leave the position, it is always an up-ending event for staff, membership and club management. The search for a replacement is usually rife with politics. If the director had left unwillingly, there are always those members who feel the outgoing director was treated unfairly and band together to create a group to better make their voices heard against the powers-that-be.

To push through this transition time, often, a club or facility will guarantee a certain figure for on-court or on-floor revenues for the incoming director. With members perhaps not happy how the previous director was treated, staff leaving without a leader or a department, and club administration helpless against this void, an incoming Director has to tread lightly and understand the forces within which he or she will be working.It’s a time of transition for staff, members and club administration.

Ladies team players will be asking the new Director of Tennis to look at their games and move them up to a new team. Yoga class participants will want a different instructor and ask to have the current teacher replaced for one of their own liking. Directors of Tennis and Fitness starting a new role are ambushed from the first day they set foot on property. Clubs and facilities, realizing this, will average yearly revenue streams from the previous director and guarantee those to incoming directors. Guaranteed revenues can replace lost revenues stemming from spiteful members or hanging resentment, which can quickly deflate teaching revenues.

Because of factors such as these, it can take years for a newly hired director to “build a book.” Building a book is a combination of three variables: Trust with a client base, instructional knowledge, and time. With this in mind, many facilities, knowing that the first year, or perhaps two to three years in extreme cases of member strife, guarantee teaching revenues to a new hire. We have seen figures ranging from $25,000 to over $100,000 in guaranteed instruction per season or even higher if a year-round position.

Empty Time Sheet
With time sheets now empty, would it have been smarter to guarantee on-court and on-floor revenues for Directors of Tennis and Fitness?

To describe how the guarantee works is simple: Whatever the director doesn’t receive in either his or her own personal instruction and garnered from percentages from assistant instructors is “made up” to a certain value by the club or facility. For example, if a guarantee of $100,000 is made to the new hire, if that new hire teaches $60,000 and garners $20,000 from retained percentages from assistants, the club would be on the hook for the final $20,000 to complete the $100,000 contractual guarantee.

We have long advised candidates, when receiving a guarantee, to negotiate a longer term guarantee. We advise to taper it down over three to five years. For example, if a new Director is offered $100,000 of guaranteed instructional revenue for a summer position by a club in the first year, we advise that over five years, a guarantee should be offered but tapered down, say, 20% each year. Therefore, the fifth and final year would have $20,000 guaranteed to the Director. By the fifth year, often, the salary or stipend which has been raised each year through negotiation, can more or less replace the guarantee once the club or facility knows the value and worth of the new director.

A guarantee can work well for both parties of a new contract. A new director realizes the club or facility understands the undulations of revenue streams and is more attracted to an offer that caters to these factors. The facility can attract better candidates while at the same time use the stipend or salary as a replacement for the guaranteed revenue as trust is built between the director, the board and administration, and the members.

Posted on Leave a comment

Open, Honest and Timely Communication For New Hires

new job ahead roadsign

new job ahead roadsign
Timely communication for new hires is imperative.

Just recently an esteemed colleague of mine has had to choose between two seasonal jobs. At this time of year, this is a regular occurence for us professionals who service club members in the Northern part of the USA and then head South to warmer climes for the winter months. We follow the sun – and we follow our members.

My colleague has been calling me daily, frustrated that he hasn’t received anything in writing from either club involved. This, unfortunately, is far too often the case. With this particular example, one of the Directors of Tennis is of the age when nothing had to be written and a handshake was all that was needed to agree to an 8-month placement. The opposing Director of Tennis is brand new in the position, and is hesitant to push for more information with a General Manager who is revered by her membership at one of the more elite clubs in America. He lacks any real information in regard to the new club.

I cringe when I hear some of the stories behind new placements and hires and the lack of information or formality.

I looked back at my original offer to work away from my home when I had a few opportunities ahead of me almost a decade ago. The Director who made the offer of the job I took is a businessman – he owns three companies in fact and his email to me was succint and to the point and I have edited the initial letter to show themes of the offer:

Stipend for a 10 week Period
         Who pays the salary. What duties are required as part of the stipend.
         Base hour rate per hour
                  Noted average hours of 40-50 hours a week and how busy it is for those 10 weeks
                  Noted Bonus is based on a percentage of gross clinic revenue when it is paid and what the average has been over the past three to five years.
Clinics names, hours guaranteed of clinics, and if able to add clinics
Housing type, cost to the professional, and if cable/internet is covered.
General outline of the summer
                  Clinics vs lessons by week and how many members expected to take lessons/clinics.

But what was most interesting in the letter for this particular job, which I ended up taking and loving for many years, was that the Director discussed how he treated past employees fairly and honorably, and as he checked my references, he offered references as an employee. He mentioned the costs that the club sustained on my behalf and broke down why the Club clawed back some of those costs from my on-court revenues.

Timely communication is important too. Once you, as a Director, have decided upon a candidate, getting these details to your candidate after you’ve offered the job initially or with the initial offer, is an integral part of hiring. Offers need to be made in full with as much information as soon as possible to the candidate.

So, in summary, open, honest, and timely communication with a possible new hire is just simply irreplaceable and honorable. We should all take note that whether our new fitness or tennis instructor is an employee or a 1099 independent contractor, they are putting their livelihoods in our hands as Directors for at least a few months, if not for a few years or more. Something to keep in mind as you work toward a new hire.

Ed Shanaphy is President of and has been a Director of Tennis for over 10 years.







Posted on

Working With Committees

Business Boardroom

Functions Of The Tennis Committee

The tennis committee is in reality an extension of the Board and usually, at a country club, an executive committee which has its formation and power emanating from the by-laws of the club. It really has several functions within the organization. The committee, in the first place, is responsible for deciding and implementing policy in their department. Secondly,  they provide a method of oversight on behalf of the main board in relation to policy and implementation as well as overseeing long term strategic goals that fall within the tennis program. Finally, committees are there to recruit new members for the committee and eventually the Board for future work which safeguards the future of the Club and the tennis program.

Working With Committees

The philosophy behind a standing or executive committee is an important one. Clubs cannot be run (or ruled!) by committee but should work hand-in-hand with the Board, the club manager and the Director of Tennis. But this is not always the case as committees often become an oligarchy of a sort. And, in many instances, the chairman or chairwoman of the tennis committee will rule with an air of petulance. In addition to this, when looking at the duties of the tennis committee within most by-laws and club handbooks, rarely does it show the responsibility of recruiting and hiring the Director of Tennis.

At all times the makeup of the committee is a significant factor. Oftentimes, the by-laws allow the chairman or chairwoman of the committee to hand-pick the members of the committee. We feel this may not always be the wisest way forward. It is imperative that the committee, along with the Board Of Directors, be comprised of members from various demographics who have various interests within the club and, especially, see the tennis program from various viewpoints. Too often, friends of the chair, will have the same viewpoints and thoughts on the tennis program as the chair that reached out to add them to the committee.

Committees Rarely Have A Chance To Hire The Director

With many Directors of Tennis remaining in the position for five to ten years, even twenty to twenty five years in certain circumstances, the tennis committee rarely has an opportunity to go through the process of researching a possible new hire, let alone recruiting and hiring that new hire. Most committee members serve for just two to three years, so there may a total turnover of committee members since the last hire, even if that hire was just five years ago. Therefore, the committee has the chance to go through the hiring process of its leading employee very infrequently and is largely ill-prepared for such a process.

During a transition between Directors of Tennis there are numerous influences on a search or tennis committee assigned with hiring. Fellow members push forward their own, favorite professional for the position. Ladies Teams, which can often consume a Director and a committee, add their input and sometimes threaten to take their spending and team elsewhere. Indeed, management often has an ulterior motive in the candidate that is selected.

Industry standards are constantly changing as well, in terms of salary and stipends, allowable expenses within the department, health and insurance benefits, housing benefits and more. Here at Beyond The Baselines, we are on the cutting edge of the industry and constantly researching and experiencing what is new inside and outside the committee rooms and in the industry across the nation and the world.