CASE STUDY $-$ DON'T TAKE THE "SIR" OUT OF SERVICE

One of the first challenges facing Paige Reynolds, the new General Manager at the Clarendon Hills Country Club, is: improving service in the dining room. A stickler for service excellence, Paige is determined to enhance member satisfaction, which slipped gradually during the previous GM$\text{'}$ s transition to retirement.

During her brief tenure at Clarendon Hills, Paige has received a disturbing number of complaints, particularly from younger members, about what they consider to be the overly familiar demeanor of two longtime, highly valued servers, Richard, and Lucille. Richard and Lucille have been at Clarendon Hills for $32$ and $27$ years, respectively, and are considered "fixtures" in the club dining room. They have watched many of the younger members grow up and, inappropriately now, still take the liberty of calling these adult members by their first names. Also, Lucille can be very "touchy" with members. She'll greet them with hugs or squeeze their shoulders. While some of the younger members casually discount this breach of etiquette, others find it disconcerting, especially when they host business functions at the club.

In addition to their overfamiliarity with members, Paige has other issues to address with Richard and Lucille. Richard tends to sidestep club policy and overindulge his longtime dining guests by serving them extra desserts or additional portions. Of course, they love this and particularly appreciate Richard's ability to keep track of their standing orders. Amused by his stories about the old days, veteran members enjoy hobnobbing with Richard, unaware of how it his reduces his productivity. Lucille, long a favorite with senior members, never forgets their drink preferences or how they like their meals prepared. She acknowledges member birthdays and anniversaries with a hug or a pat on the back, and never forgets to inquire about their grandchildren. She spends far too much time on her preferred members, sometimes neglecting other parties and creating more work for other servers.

In addition, both Richard and Lucille. avoid using the club's new point$-$of$-$sale system, because "the old way of doing things has always worked" for them and they are resistant to change. Some of the club's newer, more flexible servers have complained to Paige about Richard and Lucille because they feel they must shoulder an unfair workload at a lower rate of pay. Recently, Paige has noticed that reservations for business lunches have fallen off, possibly due to sluggish service.

In addition, both Richard and Lucille. avoid using the club's new point$-$of$-$sale system, because "the old way of doing things has always worked" for them and they are resistant to change. Some of the club's newer, more flexible servers have complained to Paige about Richard and Lucille because they feel they must shoulder an unfair workload at a lower rate of pay. Recently, Paige has noticed that reservations for business lunches have fallen off, possibly due to sluggish service. In an initial meeting with the House Committee, Paige expressed her concern over Richard's and Lucille's declining productivity. While most of the committee members are fond of Richard and Lucille, they must put business first and have requested that Paige report her possible solutions to the problem at their next meeting.

"Well, Paige," begins Alec Brooker, House Committee Chair, "we're ready to hear your recommendations regarding Richard's and Lucille's productivity problem. While we all have a soft spot in our hearts for these two old$-$timers, we can't just wait it out on this. The club has no retirement plan, so Richard and Lucille depend on steady, long$-$lived incomes. How can we get dining room productivity back on track?"

$"$I$\text{'}$m afraid we have to face the eventuality of easing these two into less critical positions," suggested, other member. "A quick look at the bottom line clearly indicates that more efficient servers would maximize our dining room labor costs." "One option I$\text{'}$m considering is to move Richard and Lucille into other areas of the club where their goodwill toward members will neither be compromised nor detract from their performance," responded Paige.

$"$We have to tread very carefully there, Paige," countered Mr$.$ Brooker. "Your predecessor already tried that but failed. He told them he wanted to give them an opportunity to 'take it easy,$\text{'}$ since they had been with the club for so long and offered Richard. a locker$-$room attendant position and Lucille a switchboard operator position. Hurt and insulted, they both refused the offers."

"That was a dangerous brush with age discrimination, wasn't it$?"$ interjected an attorney on the committee. "You're asking for serious legal trouble if you even mention age in this situation." "That's for sure," agreed Paige. $"$We had a big lawsuit at my last club involving a valet, so I'll be extra careful about that issue. I$\text{'}$m convinced that this is a training issue. Richard and Lucille's devotion to this club and it's members deserves our respect. I think we need to return their loyalty and demonstrate oure regard for their dedication by being honest with them about the situation."

$1.$ Listed are six leadership strategies: listen to out$-$group members, show empathy to out$-$group members, recognize the unique contributions of out$-$group members, help out$-$group members feel included, create a special relationship with out$-$group members, & give out$-$group members a voice and empower them to act.

A$.)$ what are three strategies that would be effective in facing this issue with the two out$-$group servers?

$2.$ Provide concluding thoughts on the case study.