What Management Actually Means

Real management is about total awareness. It’s about understanding exactly what’s happening in your operation at every single moment.

You need to know if the heating’s working properly; if the lighting is right for the time of day; if the sound levels are appropriate. You need to spot when a member looks uncomfortable, when service is lagging, when standards are slipping.

You can’t do that if you’re in the kitchen plating up or behind the bar pulling pints.

Many managers fall into the trap of doing what feels familiar. If you’ve been a bartender or server before, it’s tempting to jump back behind the bar when it gets busy. If you’ve worked in kitchens, you want to help with the food.

But that’s your comfort zone talking. Real management means stepping outside that comfort zone and focusing on something much harder; total situational awareness whilst empowering your team to do their jobs.

It’s Not Micromanaging; It’s Being Process-Oriented

Yes, people will call it micromanaging when you’re checking that the toilets were cleaned properly, or asking about the temperature, or ensuring the bar close-down routine was followed exactly.

But being process-oriented isn’t micromanaging. It’s how you build consistency. It’s how you maintain quality standards. It’s how you create a hospitality operation that delivers the same experience whether it’s your best team on duty or your weekend cover.

When you’re process-oriented, you’re not questioning people’s ability; you’re ensuring the systems work. Every time.

The Details That Make The Difference

Members notice everything, even if they don’t consciously realise it. They know when something feels “off” about their experience, even if they can’t put their finger on exactly what it is.

That cold draft by the window tables? The music that’s just a bit too loud for comfortable conversation? The lighting that makes everyone look tired? The inconsistent service timing?

These things matter. Massively. And catching them, fixing them, preventing them… that’s management.

Empower People, But Maintain Standards

Total awareness means you can empower your team to do their jobs whilst ensuring the processes that maintain quality are followed.

If there’s a specific way to clean the toilets at close, it gets done that way. Every time. If there’s a procedure for cleaning down the bar area, it gets followed to the letter. If the glass machine has a particular closing routine, it gets done properly.

This isn’t about not trusting your team. It’s about building great processes that create consistency. It’s about ensuring that your operation runs at the same standard whether it’s Monday lunchtime or Saturday evening, whether your head chef is on duty or it’s the weekend team.

That’s how you build a great hospitality business. Through systems that work, standards that are maintained, and total awareness of what’s happening at all times.

Why This Matters More Than Ever

Golf clubs aren’t just competing with each other anymore. Your members are comparing their experience with you against every restaurant they visit, every pub they frequent, every hospitality venue they encounter.

If your standards slip because your manager is too busy collecting glasses to ensure processes are followed, you’re not just letting yourself down; you’re failing your members.

The successful clubs I work with understand this completely. Their managers manage. They observe, they guide, they maintain standards, they spot problems before they become issues.

And yes, sometimes that means standing back and letting someone else clear the tables whilst you focus on the bigger picture.

The Hard Truth

I know this is difficult to hear, especially when you’re stretched thin and every pair of hands feels crucial. But if your manager isn’t managing, you’re wasting the most important resource you have.

You wouldn’t expect your head greenkeeper to spend all day in the pro shop, or your secretary to be out cutting the rough. So why do we accept managers who spend their time doing everything except managing?

Moving Forward

If this resonates with you, take a look at your operation tomorrow. Watch where your managers spend their time. Ask yourself: are they observing and directing, or are they doing the work themselves?

Because managers must manage. It’s not optional; it’s essential.

What’s the biggest management challenge in your F&B operation right now? Hit reply and let me know; I’d love to hear about it.

Yours,
Tony

P.S. If this newsletter’s not for you, the unsubscribe link is right at the bottom. No hard feelings whatsoever.

Quick one — if you’ve not done this yet, my scorecard helps you spot gaps across guest experience, costs, and day-to-day ops. Takes a few minutes and you’ll get a proper report at the end.