Being a Director of Tennis combines many skills, including being an information officer for your membership. Andy Zodin regards his seasonal summer job as a year-round gig in which he services and caters to his membership, providing information throughout the year.
Zodin, President of the USPTA Inter-Mountain Division, is our guest during one of the hardest-hitting weeks on our country and our club industry during the Covid-19 pandemic.
Andy calls himself a Director of Information. He works with his members throughout the year facilitating league play and winter instruction even though his position is really a seasonal one. Although the members only see him five months a year, his position, as he believes most seasonal jobs are, is a year-round position with a 12-month informational and member services role.
Andy has been a teaching professional for over 30 years and is currently the Director of Tennis at Columbine Country Club. His views on the club and facility business and how the USPTA and USTA are moving forward in the industry are truly well-rounded and insightful. Relying on his many experiences in our industry, Andy paints a picture of an industry which plays second fiddle to golf at most clubs, but is growing and maturing in its own right.
Why ATP Tour Pros Often Fail as Directors of Tennis
Andy has seen ATP and WTA Tour professionals both succeed and fail as Directors of Tennis. He points out why some of the greatest players in our game are unable to become a good teacher, instructor, Head Professional or Director of Tennis and outlines for us the reasons why many great players simply never make the transition to teaching professional.
We receive a behind-the-scenes view of how Andy runs a program with 200 juniors across seven outdoor courts in Colorado. Learn how he keeps his eye on the adults by not only providing a wonderful on-court program, but also a complete tennis experience with trips to Indian Wells and other tennis events for his membership.
Andy is a wonderful radio personality himself. At kickserveradio.com he has built a solid audience of listeners. He has interviewed some of the greats of the game on both the playing and teaching side. Andy’s ability to touch on the topic of the day facing the industry is pointed and he maintains a vibrant energy both on the radio and in the industry.
The first posting in our series “The Female Pro” of articles and podcasts focusing on women in the tennis and country club industry. In coming weeks and months we will be featuring female professionals on our BeyondTheBaselines.com Podcast along with articles investigating female teaching professionals and their participation in and affect on our industry.
Women do make more than men… teaching tennis. The USTA announced recently that they are pushing, in conjunction with the United States Professional Tennis Association (USPTA), for more women to enter the industry as teaching professionals. Although this is a lofty goal, what it does speak of is the short supply of women professionals. With such a short supply, demand is high. So is the take home pay of most female professionals in comparison to male counterparts at the same teaching level.
It’s been mentioned by women, whom we believed would be great instructors and ambassadors for the sport, that in large part they feel teaching tennis is a male-dominated profession. They may be right. Only 23 percent of teaching instructors and members of the United States Professional Association are women across the nation, according to the USPTA. This statistic really speaks to the law of supply and demand: such a low number creates a high demand for women professionals.
As a management consulting firm, we found interesting the announcement from USTA Florida which quotes Vice President of the USPTA National Board Trish Faulkner. Faulkner wants to add to the number of female pros and believes that it should be a focus of the USTA and USPTA. At this time, with such a demand for female teaching professionals, adding to the numbers of female pros could actually financially injure the current female pros in the industry. Adding additional female pros might lessen the current demand for female professionals as these organizations hope to expand the numbers of female teaching pros.
We have seen this at clubs and facilities in a broader way. Simply adding additional teaching pros “waters-down” the demand for lessons across the pool of pros at that club. Adding female pros to the industry might “water-down” the demand for a female teacher. We believe there is a lot of room in the industry but current female pros might see a drop in their income due to more supply over the coming years.
That being said, there is more work than there are female professionals. Clubs and facilities, both seasonal and year-round, continually search for female instructors to bolster staffs and cater to their membership and clients who prefer female instructors. One of the first questions we receive as a search consultant is: “Do you know any women professionals who might be a good fit for this job description?”
Changing The Norm
“I am seeing a great trend in the last few years where many of our certified young women USPTA members have gone after and secured high-level tennis positions,” said Faulkner, who notes USPTA membership is only 23% female. “There is still a perception that many high-level tennis jobs go to insiders or friends of directors, but we have educated general managers and other directors to check credentials and certification and look for the best person for the position.”
USPTA Certification is becoming more encompassing with 1500 hours of apprenticeship to include 1200 hours of experimental teaching and 300 hours of online course work and mentoring. These changes, making it certainly more of a process to become a certified professional, might affect the numbers of those entering the professional ranks. It could also affect the ratio of newly certified pros between male and female.
When we act as a management consultant for clubs or as a search consultant for facilities, we here at BeyondTheBaselines.com always discuss the possibility of having one or two female teaching pros on staff, if not to serve as the Director of Tennis. There are several reasons why a woman professional on staff or running the program makes very good sense.
We all know that women are more sensible than men, don’t we? Well this may or may not be true, but there is definitely a sense among female students that a womanly understanding of the game while teaching a woman’s clinic can make all the difference. And why shouldn’t it? Shouldn’t female instructors better understand the women’s doubles game? Shouldn’t a woman instructor better understand the obstacles facing women players? We tend to believe that would be the case. The fact is that many students tell us that female instructors, in general, are better understanding the intricacies of women’s doubles and the strategies facing a woman’s double pair than their male counterparts.
We have found there are several reasons why female professionals, along with the fact that supply is low and demand is high, are paid more than their male counterparts. Over the next several weeks in our Series “The Female Pro” we will investigate some of the motivating factors leading to a higher pay scale and why female instructors often find themselves with more hours on-court than their male colleagues.
Empirically, we have found that female professionals over the same period make on average 18% more in take-home pay than their male counterparts at similar positions. This data, collected through clubs for which we have consulted, provides us with some interesting numbers. Across the same level of position, women instructors tend to be on approximately the same hourly rate. For example, a female head professional average hourly rate has been in the region of $44 per hour taking total take home, on-court pay divided by time spent on court. Their male counterparts are slightly higher at just above $46 per hour. However, female professionals are on the court more. They are booked for privates up to 15% more than their male counterparts, both at the same facility and then if extrapolated over total number of hours taught across our data. Therefore, in our studies, female professionals total on-court revenues are higher than their male colleagues.
Clubs and facilities have understood these numbers, whether consciously or unknowingly. In general, employers have rewarded female professionals with a higher salary or stipend as the facility finds it has a greater revenue stream from retained percentages in connection with female instructors. We found, that facilities tend to reimburse female professionals slightly higher in relation to the revenues retained by the facility being higher.
Harking back to the short supply of female instructors, female pros can also garner a higher salary. Founder of Cardio Tennis Michele Krause explains through her comments to USTA Florida that the fixed hourly rate of compensation is an old model and should be updated. We agree and believe that female professionals coming into the industry have the opportunity to flip that model on its head. With such a dearth of female instructors, women who teach tennis can ask for more in terms of compensation and packages. And, in fact, we have seen this across the board. And clubs and Directors of Tennis should think outside the box in terms of incentives and compensation to retain not only excellent female professionals, but all professionals. The era of a flat, hourly rate on court should be long gone.
Fixed employee costs to a club or facility are higher where women professionals are concerned. Women professionals cost on average 8% more than their male counterparts at the same position across our research. This cost includes not only on-court retained percentages and salary costs, but paid time off, maternity leave, and other benefits in kind, such as housing costs. Because there are so few female instructors, female professionals are able to negotiate with their employers with better leverage. This leverage results in contracts that are more beneficial to the female employee than the contracts of their male counterparts. With paternity leave becoming more prevalent, these ratios might change.
In conclusion, women instructors on the court at present are enjoying an era in which they can reap more due to the lack of female teaching pros in the industry. As the industry matures perhaps this situation will change, but as Trish Faulkner notes, she only expects 1 in 4 members of the USPTA to be women in three years.
In May, we will breakdown the five reasons having a female professional on staff is essential for any best-in-class program at any club or facility.
Please see the USTA Florida article concerning women in the teaching ranks here.
We all know about crunch time. At university it’s the 24 hours before that final exam. In business, it’s making sure that presentation is glistening and vibrant the night before meeting that new business acquisition possibility. In fitness, it’s your personal training hours between 7 and 10am. And in tennis, it’s the crunch on courts from 8am to about 10 or 10.30am on weekdays.
Crunch time is basically the same everywhere – those morning hours where each demographic of member wants to play. The older generation that gets up early might start it off with a 7 or 7.30am doubles game that has been in existence for the past 20 years. Next to arrive are the working parents at 7.30 or 8am who want to get a game and some exercise in before heading to the office for the morning. Young family parents usually arrive around 8.30 after dropping the kids off at camp or school and participate in a clinic or have their game. If you’re going to run out of courts, it’s going to be in these weekday morning hours. How do we motivate members to play at other times?
There are numerous methods in which to push member play to off-peak hours. We will investigate smaller methods and ideas before we look at a bigger, club-wide picture later in the article.
Waive Guest Fees For Off-Peak Play
This is a fantastic, quick way to kill two birds with one stone. Members get irritated seeing non-members playing at peak times. Countless times I’ve had members ask me how many times a certain guest has played in a month or across a summer or year. Invariably, this is asked when the guest is playing at a peak time. When I was Director of Tennis in the Palm Beach county the biggest complaint I received was that the women’s teams played by league rule at 10am. Members would come up and say: “Mr. Pro, half of each court are non-members and we can’t get a court at 10!” This is something to keep in mind in looking at guest fees. Remember that team or leauge play does not add guest fee revenue to the club and members dislike that, especially if at peak times.
That being said, if you waive guest fees after 10.30 or 11am, this certainly pushes non-member play to later hours in the morning, which not only increases off-peak play, but also reduces the number of non-members playing during peak times thereby reducing member complaints.
Discount Private Lessons at Off-Peak Times
I have always been an advocate of early bird lesson discounts. Most teaching professionals advocate early morning hours to get two or three hours in before the “regular” rush. We usually advise offering 15 to 20 percent off lessons taken at 6am or 7am. This also alleviates the private lesson crunch professionals get for lessons at 9 through 11am – hours which are inevitably booked. If a teaching professional can teach non-stop from 6 to 12 noon, he or she already has 6 hours under their belts by the middle of the day.
You can take this even further. If you have a over-subscribed clinic (cardio in many cases at 8am) why not discount a 7am cardio clinic a few dollars and see if you can alleviate some of the pressure by not only adding a second class but one at an off-peak time.
For indoor courts, moving just one clinic or one game 60 minutes later in the morning to 11am or to 2pm before school lets out and junior clinics start is a massive help, not only to court usage, but to defraying heating and lighting costs. Having play throughout the day adds revenue to an indoor facility while defraying costs across more hours of play.
On A Bigger Scale – Membership
My fellow director Christophe Delavaut, who is creating one of the leading tennis clubs at The Boulevard in Vero Beach FL, brought up with me the idea of non-team memberships for off-peak hours. Oftentimes, leauge play is at those peak hours and men and women simply join a club to play on a team. However, if you offer non-team packages, you can make these packages for off-peak hours only without leauge play. Or, you can offer league play but open play at only off-peak times. There are many ways you can affect court usage through different membership types.
One of my favorite methods of increasing off-peak usage is by scheduling practices or open play in conjunction with lunch. If you schedule a team practice for your ladies at 9am, you are fighting for courts at which you and your team of pros would almost certainly have privates. In many cases team practices are mandatory or pre-charged. Why make them at peak times? If you schedule a team practice at 10.30 to finish at 12 noon, you have made an enormous difference to court usage freeing up 2 to 4 courts from 9 to 10.30am. And, the food and beverage director will thank you as many tennis team members will invariably filter over to lunch at that time of day following practice.
Be A “Club” Team Player
You can make your general manager even happier by combining incentives across club departments or working schedules with the Directors of Golf and Fitness.
For example, why not offer a discount on the club lunch menu for all court reservations made between 11 and 12.30 on weekdays? In this way, you incentivize members to play at an off-peak time while at the same time pushing them toward using another club department. If you have facilities such as a pool or lake, why not offer free guest passes for non-member tennis play after 11am so that the guest can use the pool or lake after their tennis game, again usually adding to the food and beverage department’s revenue.
You can work with the Director of Golf as well. Usually practice facilities, which can vary between a driving range, putting green or chipping areas, are not prone to such crunch times as a limited number of tennis courts. Why not offer a weekly dual clinic – golf from 9.15 to 10.15am with tennis following from 10.30 to 11.30am? Or create a TRX/Cardio Tennis Clinicio to start in a TRX studio at 10am for 45 minutes and moves to the tennis courts at 10.45 for cardio tennis? Using two club facilities in one clinic also cross-polinates club department usage.
Here at BeyondTheBaselines.com we have many other ideas as to how to build play and member usage during off-peak times. The above is just a smattering of incentives and programming possibilities to enhance your member experience and create more play on the courts and usage of the club as a whole throughout the day.
Ed Shanaphy is Director of Tennis at Sippican Tennis Club in Marion, MA and President of BeyondTheBaselines.com. Ed has been a finalist in the Ernst & Young’s Entreprenuer of the Year for Europe.
The gym and tennis court can be a microcosm of life. Issues that we see in life are dealt with by making firm decisions. To be your personal best in the gym, one must be disciplined and make a clear decision to “stay the course” and improve. Same holds true on the tennis court. And same holds true for the professionals in the gym and on the court.
As a professional in the gym or on the court, these environments can become claustrophobic and lonely. A professional can find themselves almost hermit-like at a club or facility. The fitness center or tennis court fencing can be a cave where a professional hides every day from the real world… the horizon… and expansion through education.
Slowly, clubs and facilities are moving toward the idea of offering continuing education funds within departmental budgets. This has been a long time coming. Most contracts throughout the tennis and fitness industry do not cover the costs for employees or contractors to further education in their respective fields. Sometimes, the Director of Tennis or Fitness does have a line item in the budget for departmental continuing education, but far too often does this line item go back year after year used only for the Director or even completely untouched as budgetary constraints get tighter and tighter.
But continuing education really should be a requirement, if only to expose your facility’s professionals to new ideas, programming, and possible new hires.
In terms of fitness, we have found that Sara Kooperman is a leader in continuing education. Back when we were just starting Beyond The Baselines, a local personal trainer mentioned that SCWfit.com was a great source for fitness education. We looked and we liked. We’ve recommended their personal trainer certification for those new to the industry along with their Mania, a conference that tours the nation with fitness industry experts sharing their knowledge and experience, and sometimes selling the newest fad.
TRX was just such a fad about a dozen years ago when it first arrived on the scene at SCW’s Mania… but now it’s a household and gym staple. We’ve worked closely with TRX (https://www.trxtraining.com) to enrich the country club fitness industry with their suspension training. TRX offers its own certification and education programming as well, rich in programming ideas.
Michele Krause, creator and owner of Cardio Tennis (http://www.cardiotennis.com), brought TRX on to the Cardio Tennis scene years ago and we have recommended that TRX be a part of this cross pollination at several clubs. It brings the fitness center to the tennis court and we’ve seen tennis players hit the gym for the first time after such a class on the court. We’ve added a fitness pro to tennis clinics across many clubs and found that this cross-fertilization is a fantastic way to boost club revenues. Michele is a leading proponent of continuing education and tours the globe providing teaching and instructional experience in tennis and fitness.
Tennis has so much in the way of further education for its professionals. From the United States Professional Tennis Association (https://uspta.com) and the Professional Tennis Registry (https://www.ptrtennis.org) through to the USTA, there are thousands of ways to gain credits while expanding a professional’s links within the industry. Just a simple “Drill Share” session on a court at one of the annual conferences can lead to a major change for a club’s membership on the courts the next summer.
For decades, industry professionals have been on both sides of the continuing education argument. Some say that the cost to them personally to belong to the National Academy of Sports Medicine or other such certifying association and to carry their insurance and to attend continuing education events is just too much for them to bear. We’ve heard it on the tennis side too: The cost of the USPTA or PTR (which provides liability insurance with its yearly dues) and then the cost of the conference just adds up to too much. Recently, the USPTA, like many of the fitness organizations, has added a continuing education requirement in order to retain professional certification from them. The moans from professionals across the industry were heard, but after the initial storm, it appears that the requirement has been met by the vast majority of their professionals. And there are strong reasons to maintain this requirement.
Jason Gilbert, who is USTA Florida’s Director of Competitive Tennis, also works with the USPTA on furthering the education of those professionals new to the industry with the Under 30 Initiative and liaises closely with the USPTA. He cites the number of young pros who leave the industry too soon and believes, rightly, that the lack of support and education after certification is a leading cause. The pros are hollowed out and lonely teaching hour after hour “caged” on a court and don’t find the support or education needed to “stay the course.”
As a community, it is our belief at Beyond The Baselines to help educate boards and committees so that they believe that continuing education of their professionals should not only be a requirement, but a favorable development for their staff at every level in the gym and on the court. If that education helps to expand programming and participation at the club or facility, it’s a valuable and inexpensive method of adding both member satisfaction and club revenue.
This question rears its ugly head every time there is a change at the head of the tennis, and sometimes golf, programming. As the country club industry in the USA contracts and clubs look to minimize costs, more and more often Directors of Tennis and, indeed, assistant professionals, are independent contractors and not employees. But, this savings in costs can come with a heavy loss in control over the tennis staff. This must be weighed by any Board or Committee before deciding whether to have your tennis staff as independent contractors.
Don’t Fall Foul Of The IRS!
It’s simpler in legal terms, and for the IRS, if the Director and his staff are indeed all employees of the club. For the club’s owners, whether a member-owned, equity club or a business operation for profit, this action brings the entire department under the umbrella insurance policy covering the club’s facilities and brings the tennis staff under the worker’s compensation policy as well, which is indeed an important benefit to any worker. Clubs in recent years are preferring this easy method of controlling, insuring and employing their Directors of Tennis.
When tennis staff are employees, it’s easier for the club to track and record remuneration and compensation. Billing and revenues go through the Club – often, when the Director is an independent contractor, he or she bills the members directly for all revenues and leaves the Club without the knowledge of what the position may be worth financially. This is a tough situation when it comes time to hire a new Director. In many instances clubs are left without information, usage numbers and financial profit and/or loss reports.
When housing is involved, especially at seasonal clubs, technically housing paid for and provided by the club is a benefit in kind and is taxable. If an independent contractor is in the housing provided by the club, this becomes a liability if the independent contractor doesn’t claim the housing as a benefit and it is found out later that this housing was indeed provided. It is quite easy to deduct this taxable benefit if the professional is an employee.
Basically, as an employee, the Director of Tennis and his staff are far more under the control of the country club or facility hiring them. Whether on the clock (and that is another issue we will look at in the coming articles) or salaried, the Director and his staff must be on duty a certain number of hours and have to answer to an employment contract and usually an Employee Handbook. As an employee, the Director can be told when to take time off, how to teach, and when it might be needed to attend departmental head meetings and management conferences.
The classification of independent contractors is in and of itself a bit tricky. There is a 20-point test that the IRS will put any club through to prove that their tennis staff are indeed contractors, and not employees of the club. In many cases, we would say in the majority of cases, clubs have mis-classified their independent contractors who are essentially employees.
There is a three-question simple test:
Behavorial Control – Who keeps the schedule of the independent contractor? If the schedule is kept by the Club, then they are exerting control over the worker and that worker is an employee and not allowing the contractor to pursue work elsewhere. The Club cannot at any time tell the independent contractor when or how to work. Does the Club in any way tell the independent contracted professional how to teach or who to teach at certain times? And does the Club dictate what tools to use or provide tools (baskets, balls, etc). If any of the above questions are “yes” then you are most likely falling foul of the independent contractor classification. Remember, the view of the IRS is that the member taking a lesson or clinic from an independent contractor is a client of the contractor, not of the Club or the Director (if an assistant professional is teaching the lesson or clinic).
Financial Control – Does the independent contractor stand to lose money in the teaching at the Club? This would mean that your tennis professional could lose money as an independent contractor through un-reimbursed expenses. In most cases, especially with assistant professionals, this is not the case. In most cases as well, the independent contracted tennis professional will have several facilities at which they are teaching and therefore the reliance on one facility or Club would often point to mis-classification.
Business Relationship between The Parties – The IRS will often look at whether the work being offered is “indefinite” or by “project” and will also look at if there are benefits usually reserved for employment status: housing, along with employee food offerings, can run a Club afoul on classification.
Perhaps where clubs misunderstand the difference between independent contractors and employees in a tennis shop is the so-called “lesson” book. By law, an independent contractor is required to keep his/her own schedule. A club cannot dictate when or how long an independent contractor must be on-site or teach, or even discuss how to teach. In reality, the IRS would say that a club tennis shop cannot book a lesson for a member with an independent contractor – that member is a customer of the independent contractor and must book directly with the professional under this classification and pay the independent contractor directly to avoid any wrongdoing. When faced with this issue, there are many ways clubs may give incentives to the independent contractor to make the club and its members a priority, but again, it is easy to fall on the wrong side of the tax law and classification.
So the Club must weigh the loss of control as noted above with the savings gained by not having costs associated with employees: tax, 401k, food and housing benefits, worker’s compensation and other costs. The decision should not be taken lightly but can easily be changed if needed by revising contracts and employment status and housing leases.
At Beyond the Baselines we work within the club structure to help management and member-filled committees which would be best for their facility – employee vs independent contractor. Often it is the environment and the ethos of the club that will make the decision for us, but sometimes the decision is more about financial and time controls. What will your club offer? A W2 or 1099
Coming next week: Exempt versus non-exempt tennis professionals.
Coming in October: How to create incentives for independent contractors.
Not more than a few years ago, the department head at a country club was the Head Tennis Professional. Terminology gives us a hint as to what has happened in the country club industry over the past two to three decades.
The Head Tennis Professional is a position, as guessed by its title, usually focused on teaching and on-court instruction. In the past, this position was the Department Head at the club management level. In today’s modern country club employment tree, Head Tennis Professionals exist usually in a role just under the Department Head.
These days, most clubs now have an extra layer of management within the tennis department – The Director of Tennis now serves as the Department Head. With the cost of club membership rising and the actual number of country club memberships declining over the past two decades, the need to service the elite memberships with a concierge level of service is more and more expected in line with higher membership costs Many clubs, which offer the growing sports of paddle tennis and pickleball along with the traditional racquet sport of squash, may indeed have a Director of Racquets above the Directors of Tennis, Squash and Paddle.
The Director of Tennis is a largely undefined role as we move into the next quarter of a century. What we are seeing as the industry changes is that the Director picks up the pieces across the department. Whereas the Head Tennis Pro was really just a glorified head instructor, the Director wears several different hats, all of which require training and competence in not only tennis, but tennis and social programming, marketing via email, email, texting and website, along with knowledge in insurance liability and payroll processing and employment law.
Perhaps the most notable statistic in any Director’s job description is that almost 100 percent of the job descriptions for Directors limit the amount of time the Director should be spending on court. This limitation in effect leaves time for the Director to be the “in-house” concierge, administrator and cross-marketer that is necessitated at any club, no matter size or location. The focus in hiring a good Director of Tennis should not only be on his or her tennis playing and teaching skills, but those skills the candidate possesses in relations to running a business – as the racquets department in any club is now seen more and more as a separate business within the club as a whole, with cross marketing between the various businesses (food and beverage, golf, and spa) as an integral ingredient to a successful club operation.
Tips For Retaining A Director of Tennis or Head Tennis Professional
Retaining a Director of Tennis, as the economy improves, is one of the hardest tasks facing a country club. A great Director may be approached by a panoply of other clubs as he or she makes a name for his or herself in the industry, and keeping that Director happy at your club is a salient responsibility.
The most important initial factor into the retention equation is that the Director’s qualities and strengths within the industry fit the requirements with your position, the club, and the environment in which the role exists. This is why it is important to have a very strong job description which is related to the past issues and the future goals for the club.
Usually, the opportunity of hiring a new Director of Tennis or Head Tennis Professional is a chance to reflect on how the previous holder of the position could have improved the department and program from the members’ perspective. A survey of the membership is a wise choice to encompass not only the membership in the idea of hiring a new pro, but also garnering ideas and viewpoints of the program that a smaller committee of members may not see or even be aware of.
Secondly, the pay must be commensurate with the level of job and the level of the applicant. Pay for a Director can be handled in many ways, between salary and on-court revenue along with merchandise and stringing sales. There appears no stead-fast or formulaic basis for compensation across our industry. That being said, a search committee needs to have reference materials and comparisons to other local, area and regional country clubs to ensure that their compensation is in the appropriate neighborhood in terms of pay scale. Both committees and candidates for any position should check what the local and regional compensation levels are as well as on-court fees at competitive institutions.
In today’s stressful world, the work environment is very important to any tennis professional. From the ethos of the club and its members through to how Human Resources reacts to employment issues, the workplace needs to be a happy and enjoyable location to help retain good professionals. Employment benefits, especially to the younger professional starting out and the older professional who might be facing some health issues, are increasingly more in demand across our industry.
The relationships at the country club are extremely important to the professional in regard to job satisfaction. The relationship between the other department heads at a club along with the bond between the General Manager and, at larger clubs, the Assistant General Manager and Accounting are crucial. The bond between management and the tennis department is crucial as it helps solidify the tennis professionals base within the club structure and cash flow for the bottom line.
Finally, the support of the tennis committee or the board is integral. Often, a new hire is not supported by the entirety of the committee. Several reasons, we have seen from our work, can provide a splinter group within a committee: the letting-go of the previous tennis professional; the way in which the search was conducted to find a new pro; the decision on the new hire might not have been unanimous; the lead candidate turned down the job offer. All of these and more need to be hammered out – and often it takes a mediation from a third party to help all committee members understand the need for solidarity.