June 17, 2024
358: Empowering Teams for Exceptional Club Dining w/ Steve Salzman, Club at Carlton Woods
Join us for an insightful conversation with Steve Salzman, GM and COO of the Club of Carlton Woods, as we uncover his methodologies for transforming the club’s food and beverage offerings.
By hiring a CEC certified executive chef, Steve has introduced unparalleled quality and service, fostering an environment where member pride and satisfaction soar.
Learn how the thoughtful care of members' guests translates into a rewarding atmosphere for everyone involved, making the private club industry a fulfilling field for professionals.
Discover the secrets behind creating memorable club member experiences as we dive into the importance of empowering team members.
We'll share riveting anecdotes about the magic that happens when employees are freed to make member-centric decisions. Listen as we discuss the journey of building a world-class culinary team at Carlton Woods, featuring insights from certified master chef Russell Scott. With stories of mentorship and leadership, this episode emphasizes the importance of nurturing personal connections and maintaining high standards to deliver exceptional dining experiences. Don’t miss out on these transformative strategies that can set your club apart.
By hiring a CEC certified executive chef, Steve has introduced unparalleled quality and service, fostering an environment where member pride and satisfaction soar.
Learn how the thoughtful care of members' guests translates into a rewarding atmosphere for everyone involved, making the private club industry a fulfilling field for professionals.
Discover the secrets behind creating memorable club member experiences as we dive into the importance of empowering team members.
We'll share riveting anecdotes about the magic that happens when employees are freed to make member-centric decisions. Listen as we discuss the journey of building a world-class culinary team at Carlton Woods, featuring insights from certified master chef Russell Scott. With stories of mentorship and leadership, this episode emphasizes the importance of nurturing personal connections and maintaining high standards to deliver exceptional dining experiences. Don’t miss out on these transformative strategies that can set your club apart.
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Chapters
00:00 - Elevating Private Club Experience
14:12 - Creating Memorable Club Member Experiences
23:31 - Building World-Class Culinary Teams
Transcript
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Caring for people is not rocket science, but you have to give people the flexibility to create an experience and you also have to give them enough time to create that experience.
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You know, if you just hustle, bustle, go, go, go, you don't have any overlap, then somebody can't take the time because they go.
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Oh, I'll tell you, we love our members but we love our members' guests probably more I, we.
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We love our members but we love our members guests probably more.
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Because if, if we, I mean what makes a member prouder than how you take care of their friends, families or business associates?
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Because if you can wow them in that experience, those members are so proud of being a member of the club because of how we made their guests feel.
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You know that that's the secret sauce and, um, I don't know of any other industry in the world that you get to try to try to create that level of experience every single day.
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Hey everyone, welcome back to this episode of private club radio, the industry's choice and source for news, trends, updates and conversations.
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All in the trends, updates and conversations all in the world of private golf and country clubs.
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If you are brand new to the industry or interested in the industry, welcome.
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We're happy.
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You're here to learn and dive into the private club world.
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If you're already a consummate professional, welcome back On this show.
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We tackle any and all the topics private club related, from food and beverage, governance, marketing, branding, leadership, finance management.
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And when we talk about clubs we mean all the private clubs city clubs, golf clubs, yacht clubs, country clubs, athletic clubs, military, all the clubs.
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Even might be diving into some other unique style clubs.
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Somebody recommend what about curling clubs?
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Different but the same.
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Maybe we'll dive into that one day.
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Speaking of unique clubs coming up in a couple episodes we're going to have the GM, herb Levy, gm of the magic castle, the Academy of magical arts.
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That's going to be exciting.
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But in this episode I chat with Steve Salzman and he is the GM COO over at the Club of Carlton Woods in Woodlands, texas, and he and I met at the CMAA conference.
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We connected a little bit there at the Middleby Innovation Kitchens events.
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We were just chit-chatting and having a good chat so I was like, hey, let's chat, let's bring this conversation to Private Club Radio, because he was talking about food and beverage programs and how he really wanted to up and step up the game at his club.
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And the chat got to talking about food and beverage programming and staffing and what a good food and beverage program means.
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And we talk about how he wanted to bring in a CEC certified executive chef and he got one that's only like what 70-some in the country, so he got one at his club.
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He really wanted to take and elevate the food at his club to a really new high level.
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There are so many good lessons in leadership in food and beverage.
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It's a really good episode.
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Steve's a great guest.
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We have good conversation and I'm excited to bring him on Real quick.
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I want to thank you all for listening, for being here.
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All of our listeners means the world.
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You are tuning in to the episodes weekly If you haven't already.
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I know it's early, but like share, subscribe, follow wherever platform you're consuming this on.
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Doing those things means the absolute world and it really does help push the needle forward.
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If you haven't signed up already.
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I will send you my top three favorite episodes.
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Head on over to privateclubradiocom slash newsletter.
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It's entering your name email.
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I don't spam, don't do any of that.
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So I send you my top three episodes and I send you about an email a week letting you know the new content that's coming out.
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So in real quick, before we get to the episode, I just want to give a quick shout out to our show partners.
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We have member vetting Kenneth, paul Dank, great organization, great people and if you're looking to step up your member vetting how you do backgrounds and facts, checking and making sure the people who are coming into your club are who they say they are If you're not doing some good level of vetting during your application process, you need to step it up.
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The stuff Paul and I talk about on the episodes and just the things that they find out about potential members is fascinating, and we know it's not everybody.
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Most people are good, but it's about finding the ones who aren't and making sure that they don't get into our club.
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So if you're interested, head on over to membervettingcom.
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Set up a call with Paul Dank really great guy.
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It's going to be a really good conversation.
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We also have Concert Golf Partners, boutique owner operators of luxury golf and country clubs nationwide.
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If you're interested in some recapitalization, head on over to concertgolfpartnerscom, set up a confidential phone call with Peter and Anula and see where it goes.
00:05:06.233 --> 00:05:08.627
And it's not even about recapitalization.
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Sometimes some clubs are just done being member owned.
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They want to just pass it off to somebody else and have a company come in run manage it.
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So head on over to concertgolfpartnerscom, check them out.
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And we also have a brand new show sponsor.
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We have Golf Life Navigators.
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If you're unsure or don't know about Golf Life Navigators, check them out.
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It is Zillow meets eHarmony for golfers.
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They have a tremendous, amazing algorithm and platform that connects golfers more serious golfers and golf enthusiasts with their dream home at the coolest thing you will see golf enthusiasts with their dream home attic the coolest thing you will see.
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If you're interested in being on this platform or learning more about how people can find your clubs uh in in your communities in this way, head over to golf life navigatorscom to learn more.
00:05:57.492 --> 00:06:04.721
And when you reach out to any of our show partners, make sure you let them know you heard about them through private club radio.
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Make sure you let them know you heard about them through private club radio.
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Make sure you let them know.
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You heard about us, you heard about them here on private club radio, or that's the reason you are reaching out.
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And one last one shameless plug for myself Denny Corby.
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With the Denny Corby experience, it's a magic mind reading and comedy show, one of the most fun events your club is going to have, from just a strict adult adult fun night out to one of the most fun family nights you will have.
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The show is a lot of fun.
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If you're interested in learning more, head over to DennyCorbycom.
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Enough about me, let's get on with the show.
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Private Club Radio listeners.
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Please welcome Steve Salzman.
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Yep, how many, how many families you guys have come through?
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We did 535 people, which is pretty good for us.
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We're only a club of 768 memberships Still a good size.
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Yeah, a lot of people.
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Well, easter, mother's's day, kind of the normal holidays, santa brunch, all those things we, uh, we stay busy, which is good and speaking of impressive, your resume is extremely impressive.
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You have, but no, I mean, like you got your reps in, like you've worked at so many clubs in so many capacities and in such tenure and length, and like so you were just able, like, you just felt, like you were, you were, you're on fire well, you know, I've I think like this is a very boutique industry.
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It's kind of like what you said about NCA.
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You know what was it.
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They actually kind of marginalized this down to about 2200 facilities in the private club industry that do more than a million dollars in revenue.
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That was mind blowing.
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And you know, candidly, that's a pretty low bar when you think about it.
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A million dollars there's not many clubs that are doing a million dollars.
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That's pretty much a mom and pop nine-hole something.
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You know.
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There's probably not many private clubs in the country that are doing less than four to five million dollars, if they have any kind of a membership component, to $5 million if they have any kind of a membership component.
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So now that $2,200 probably boils down to something remarkably less than $2,200.
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And I think the thing in this industry is we all realize that we're really not competition.
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We can help one another and I think that's unique.
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It really creates this family environment.
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I've been very fortunate in my career.
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I worked for and with some people that I think were just absolutely titans of the industry, very smart people, very membership savvy, very private club savvy.
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That instilled in me very early on the relationship side of the business.
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And look, we've got to all call balls and strikes and we've got to know how to construct plays right so as we don't waste members money.
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But the business we are in is in the dues business and the only way you get dues is to satisfy people and keep them as members of your club and if you figure that out, you can be remarkably successful in this industry.
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And I've just I've had good fortune.
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I've been in the corporate environment, I've been in the developer environment.
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I've been now in the member equity environment for 13 or 14 years of my career.
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I've been in the different lines of business.
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I've been in city clubs, city athletic clubs and country clubs.
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So I learned a lot through my corporate days and the best thing about all of that education that you gain through that and from all the peer interaction that you gain in that corporate environment.
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I was manager of you know, a handful of clubs but I probably worked with a hundred different teams.
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And all of that expertise and all of that knowledge and all of that creativity you get to see a lot and I like to think that that's portable education that you take with you wherever you go.
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It's always cliche to say you never stop learning, but if you just pay attention to what's happening around you and rely on those experiences and use that as your foundation for the next decision you make, you're probably not going to be far askew from where you need to get.
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Which club type was, or has been the most challenging?
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I think private dining is a very difficult game.
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You know, the interesting thing is probably five or six years ago now.
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And, for some of our listeners, a little bit newer.
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Can you define the private dining?
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Yeah, it's basically a member dues paying club that only has dining, so you can use it for breakfast, lunch, dinner and private events.
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They don't have a health facility.
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They have nothing else.
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They don't have a health facility.
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They have nothing else.
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They don't have practice facilities.
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It's been interesting to watch how those have tried to really use technology to their advantage.
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Now there's a number of city clubs that now have golf simulators and things in their clubs.
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But you know, I remember back in the old days that literally this is a place to go dine.
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You're paying to belong to a place to go dine.
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You're paying to belong to a place to go dine and you had a lot of nice things with that exclusivity and privacy.
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The CEOs and C-suite executives tended to like those places because they were private, the general public couldn't get in and, more importantly, media couldn't get in unless they were members and therefore they felt like they could have conversations in a little bit more of a private, discreet fashion.
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But when time gets tough those things can be eliminated from the budget very quickly and that was a tough game.
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But I'll tell you now.
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You look at what's happening in Chicago and New York in the private dining scene Now a lot of these places.
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They bought their entire buildings and they have room accommodations and they've renovated these rooftop structures and these outdoor bar elements and they're just phenomenal the way they've reinvented themselves and kept themselves relevant in a very tough market.
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You know, and even as the downtown areas are struggling with commercial real estate, these clubs are thriving.
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You know, jeff McFadden, philadelphia, I mean that what they're?
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Everything now Right, they're country clubs, they're beach clubs, they're country clubs and they're downtown clubs, beach clubs, their country clubs and their downtown clubs.
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So, um, uh, I found them to be the most challenging, but those guys that are in that industry and have really focused on it really have seemed to crack that code.
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What have been some of your biggest learning lessons, um, over the past couple of years?
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What's what's been some of like the main key takeaways?
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I know I know when you and I talked um there, there are some, some notes that I had.
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Uh.
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Slow to hire, quick to fire.
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Uh, members are patient as long as they see continuous improvement.
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Uh, and achieving consistency is success in food and beverage.
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Yeah, you know, I'm know.
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I think the consistency aspect of things is always the most critical.
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You can have moments of brilliance, but that's only good if you can duplicate it, because if somebody comes in on Monday and has a great experience, they come in on Wednesday and don't.
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They have no reliability, they have no trust, they have no faith.
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Are they going to really bring that important dinner or that family function to your club not knowing what they're going to get?
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I think the most important thing I've learned through my years, though, is the answers are always in the field.
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In a former capacity in a corporation, I was a regional manager, and typically I was responsible for my home club, but also five, seven.
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I was a regional manager, and typically I was responsible for my home club, but also five, seven, 10, 11 other clubs in different areas regions, not areas that I could go to regularly require a plane trip, so I was connected to the club through the phone, but you know, the more time that you deal with people, you found yourself going.
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What do you think the answer is?
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People typically know the answer.
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You just have to help them have the confidence to make the choice, and you know, I think, the best leaders in clubs today.
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I have a very capable, competent team.
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They're creative, caring, relationship-driven, member-centric people.
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They know what the members want and needs a lot better than I do sitting in my office upstairs.
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So it's just a matter of freeing them to make the decisions that they need to make that are going to best serve the members.
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So if you take care of your members, you're taking care of your club.
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They're not often going to lead you astray.
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I think you're there as a leader.
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You need to be taking down barriers that exist.
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That's equipment barriers, that's people barriers, that's operational and administrative barriers, whatever they may be.
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I think that's the thing is just keep the organization out of everybody's way so that they can focus on the most important thing, which is taking care of the members, making sure every member experience and guest experience is as magical as you can make it.
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Everybody knows the movie the Bucket List.
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I think you've got to make your club a bucket list experience.
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And how do you do that?
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You make it where, when they leave, they go wow, that was a great day.
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And I love to see the guests come to the club, because I think if you can always remind your members of how good your club is because they get used to how good it is, because they get to experience it every day.
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They help us reinvent our own bar.
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You know they help us.
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They help us elevate ourselves each day going.
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How are we going to make the ordinary experience extraordinary?
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And that's what we focus on.
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Do you have any memorable?
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experiences that you've given to people that you can share.
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You know, there's there's so many cool little moments where you just see like genuine caring and compassion, and I think that's when you're really winning, if you have the right employee, partner, team.
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That's the difference.
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It's not just fulfilling the requirements of the job.
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The responsibility is to make it magical.
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And you know, it's little things like remembering whatever.
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You know, a conversation you know I always tell my staff is.
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You know, the number one thing that people define as good service is talking to them.
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That has nothing to do with why they are there, but that requires you to know them.
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You know, talk to them about their kids, talk to them about their college recruitment trip, talk to them about their family vacation.
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There are some things in this industry that we get to do because it's not just surface deep.
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If you're in the hotel business and you do something nice for somebody, it's because you learned it in a day or two while that person was there.
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When I have learned something about somebody for years and years and years, it's not just surface level care, it's deep and often it's personal.
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You know, I think clubs are at their best when our members are at their worst, at those most vulnerable moments.
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You know, unlike not unlike any other club, I mean we have members who have family members pass away and to be able to really lean in in those moments and be there for that member, we're blessed at Carlton Woods, we have transportation department.
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We're blessed at Carleton Woods, we have transportation department.
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We've got obviously everything you need.
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So it's like how can we help?
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And we'll send our vehicles to the airport, we'll take people from homes or hotels to services and back, and we really try to unload during those moments of need.
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But there's also the happy moments the wedding receptions, the anniversaries, the kids' birthdays, the kids' graduation.
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I think the most important thing and the best part about our role is we get to walk alongside our members for essentially their entire lives and our sole focus is to make their life better.
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And how can we insert ourselves at these moments to do that?
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And that's what makes it fun is those moments.
00:19:09.210 --> 00:19:23.191
And I always tell my team don't get caught doing the right thing, just do the right thing, do the special thing, and maybe you leave them wondering how that occurred.
00:19:24.694 --> 00:19:25.036
Magic.
00:19:25.036 --> 00:19:30.757
Don't give away the secret, because sometimes it's really easy and you don't want people to know.
00:19:30.757 --> 00:19:34.875
So just when people, if they're amazed, let it be.
00:19:36.246 --> 00:19:41.317
How many times you know, I tell you, I walk around this club every single day and I see an employee do something.
00:19:41.317 --> 00:19:45.916
I'm like, wow, that was awesome and it's it's.
00:19:45.916 --> 00:19:48.954
It's as simple as their delivery in some cases.
00:19:48.954 --> 00:20:00.897
You know, some of our, our, our main tenants are here, are don't tell, don't tell, don't point, take, don't tell, take.
00:20:00.897 --> 00:20:03.971
If somebody needs to know where the bathroom is, take them there.
00:20:03.971 --> 00:20:15.094
If they need to know where a room is, take them there, because the only person that's going to ask you for help is somebody that doesn't know where that area is, which means it's probably a guest.
00:20:15.855 --> 00:20:29.634
So now I have the opportunity to really make an impression, unlike something that they're going to get anywhere else, and that's where those cues really come in.
00:20:29.634 --> 00:20:33.705
There's not a lot of places where somebody will drop what they're doing to take you somewhere, and I always tell my team.
00:20:33.705 --> 00:20:37.296
I was like imagine somebody says can you tell me where the bathroom is?
00:20:37.296 --> 00:20:38.818
Well, you don't.
00:20:38.818 --> 00:20:42.578
You said I'd be happy to show you and you take them to their destination.
00:20:42.578 --> 00:20:45.155
You take them where they need to get to.
00:20:45.336 --> 00:20:46.980
That sounds really nice, right?
00:20:46.980 --> 00:20:48.211
That sounds like a good thing.
00:20:48.211 --> 00:20:56.618
Well, now, all of a sudden, picture yourself in a facility that's three stories tall and somebody says can you tell me where the overlook room is?
00:20:56.618 --> 00:20:58.502
I'd be happy to show you.
00:20:58.502 --> 00:21:16.740
So now you're dropping what you're doing and you're either walking them up the stairs or you're riding in the elevator with them and you're engaging them and you're talking to them and you take them to where their room is and say it's right here and that that that doesn't happen most places.
00:21:16.740 --> 00:21:18.055
That makes an impression.
00:21:18.055 --> 00:21:22.836
It's memorable, and that's what we try to do is we try to be memorable.
00:21:26.202 --> 00:21:26.723
That was good.
00:21:26.723 --> 00:21:29.013
That was good.
00:21:29.013 --> 00:21:31.440
Wow, thanks, I did not see that.
00:21:31.440 --> 00:21:32.281
No, that was good.
00:21:32.281 --> 00:21:33.817
I did not see that coming.
00:21:33.817 --> 00:21:36.996
That was a good magic trick, steve, that was good.
00:21:37.690 --> 00:21:39.356
Caring for people is not rocket science.
00:21:39.356 --> 00:21:46.094
Caring for people is not rocket science, it but it.
00:21:46.094 --> 00:21:49.866
You, you have to give people the flexibility to create an experience and you also have to give them enough time to create that experience.
00:21:49.866 --> 00:21:56.491
You know, if you just hustle, bustle, go, go, go, you don't have any overlap then somebody can't take the time because they go.
00:21:56.491 --> 00:22:02.963
Oh, I'll tell you, I, we, we love members, but we love our members' guests probably more.
00:22:02.963 --> 00:22:12.384
Because, if I mean, what makes a member prouder than how you take care of their friends, families or business associates?
00:22:12.384 --> 00:22:22.686
Because if you can wow them in that experience, those members are so proud of being a member of the club because of how we made their guests feel.
00:22:22.686 --> 00:22:37.780
You know that that's the secret sauce, and I don't know of any other industry in the world that you get to try to try to create that level of experience every single day.
00:22:42.832 --> 00:22:44.057
You mentioned secret sauce.
00:22:44.057 --> 00:22:49.817
Speaking of sauce, can we talk about your food program?
00:22:50.357 --> 00:22:55.336
Yes, I'd love to, which is what we said we were going to do.
00:22:55.517 --> 00:22:58.776
I know, and this is, and I feel like this all is just like extra.
00:22:58.776 --> 00:23:00.721
This is like you know when, like they, they bring it.
00:23:00.721 --> 00:23:01.301
You know the chef.
00:23:01.301 --> 00:23:02.633
Hey, this is compliments of the chef.
00:23:02.633 --> 00:23:04.136
Here's a, here's a dessert.
00:23:04.136 --> 00:23:10.558
I feel like we dessert came early, like all that beginning stuff was so good, um, and so so unplanned.
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