At our recent IAPPF Regional Meetup in Philadelphia, one of the most valuable conversations wasn’t about court construction, programming, or technology—it was about people.

Moderated by IAPPF CEO David Johnson and featuring former Starbucks executive and human development consultant Lisa Kerns, the session focused on a reality every facility owner understands: your staff will ultimately define your member experience.

Whether you’re operating a four-court club or a multi-sport destination, the panel emphasized that hospitality isn’t accidental—it’s built through intentional hiring, clear expectations, consistent coaching, and a culture that starts at the top. 

Hire for Attitude. Train for Skill.

Kerns encouraged operators to rethink how they recruit employees.

Rather than focusing solely on technical experience, she urged owners to identify the behaviors that create exceptional member experiences.

“I’m a big believer that you hire for attitude and train for skill,” Kerns explained. “If you’re hiring front desk staff, look for people who are kind, friendly and naturally enjoy helping others.” 

Instead of relying on hypothetical interview questions, Kerns recommends behavioral interviewing.

Questions such as:

• Tell me about a time you handled an unhappy customer.
• Tell me about a time you solved a difficult problem.
• Tell me about a time you helped someone learn something new.

These types of questions reveal how candidates actually behave—not how they think they should answer.

For facilities, especially those hiring younger employees or first-time workers, this approach can uncover future stars long before they develop industry experience. 

Culture Isn’t a Poster on the Wall

Drawing from her years at Starbucks, Kerns stressed that culture begins with leadership.

Employees quickly recognize when leaders talk about culture without demonstrating it.

“Culture starts at the top,” she explained. “Your employees notice whether you’re living the values you talk about every day.” 

She shared a story from Starbucks founder Howard Schultz, who was once asked how the company planned to preserve its culture as it grew.

His response became one of the session’s biggest takeaways:

“What are you doing every day to preserve the culture?”

For facility operators, that means every interaction matters—from the owner greeting members in the lobby to the newest front desk employee welcoming first-time visitors.

Your Front Desk Is Your Brand

Johnson challenged operators to look critically at one of the most overlooked areas of club operations: the front desk.

He recalled visiting facilities where employees barely acknowledged members as they entered.

That first impression, he argued, shapes the entire experience.

“The front desk is your brand,” Johnson said. 

He encouraged owners to rethink both design and operations.

Simple improvements can dramatically increase hospitality:

• Learn members’ names and greet them personally.
• Use downtime to write handwritten thank-you cards.
• Regularly inspect bathrooms and common areas.
• Walk the facility instead of waiting behind the desk.
• Check on open play groups and introduce new players.
• Look for opportunities to surprise members with small gestures like snacks, samples, or local product tastings.

None of these initiatives require large investments.

They simply require intentionality.

Downtime Should Never Be Wasted

One of Johnson’s recurring themes was that idle employees represent missed opportunities.

Borrowing from the restaurant industry’s concept of “side work,” Kerns encouraged facilities to create structured checklists for slower periods.

When the courts aren’t turning over, employees should know exactly how to add value.

That might include:

• Cleaning high-traffic areas.
• Inspecting restrooms.
• Organizing retail displays.
• Writing member appreciation notes.
• Learning member names and preferences.
• Walking the club floor to engage guests.

“When employees know exactly what success looks like, performance becomes repeatable,” Kearns said. 

Build an Onboarding Experience—Not Just Training

The conversation also highlighted onboarding as one of the biggest opportunities for facility operators.

Too often, new hires simply shadow another employee for a few hours before being left on their own.

Instead, Johnson encouraged facilities to create formal onboarding programs that clearly communicate:

• The club’s mission.
• Hospitality expectations.
• Service standards.
• Member interaction guidelines.
• What success looks like during a shift.

Kearns added another idea borrowed from Starbucks—assign every new employee an “immersion buddy.”

This experienced team member becomes a trusted resource for questions new employees may not feel comfortable asking their manager.

It’s a simple concept that builds confidence while reinforcing company culture from day one. 

Great Leaders Have Difficult Conversations

The session concluded with an equally important topic: accountability.

As facilities grow, documenting expectations, performance standards, and disciplinary processes becomes essential.

Johnson reminded operators that many small businesses can benefit from outsourced HR partners before hiring a full-time human resources professional.

Kerns closed with a quote from author and leadership expert Brene Brown that perfectly summarized the discussion:

“Clear is kind.”

Strong leaders celebrate great performance.

They also address poor performance early, honestly, and consistently.

Because clear expectations create stronger teams—and ultimately, stronger facilities.