Transforming Organizational Culture: The Power of "Rants and Raves"

The Challenge of Culture Change

In 2013, I stepped into the role of Chief Operating Officer (COO) at Briar Ridge Country Club—excited, thrilled, and admittedly a bit apprehensive. I was tasked with the formidable challenge of transforming an organization's culture, a mission that demanded both strategic vision and tactical finesse.

Many organizations talk about growth mindset and empowerment, but implementing meaningful cultural change requires more than buzzwords. It demands practical systems that align with your ultimate goals while addressing immediate concerns. At Briar Ridge, we needed to navigate this delicate balance.

The Birth of "Rants and Raves"

One of our guiding principles, borrowed from successful mentors, was to "make haste slowly." This meant steering the organizational ship with deliberate, measured movements rather than abrupt course corrections that might disorient our team.

To maintain this balance, we needed real-time feedback about what was working and what wasn't. Member surveys provided valuable periodic insights, but we required something more immediate. This necessity gave birth to our "Rants and Raves" (R&R) program.

Implementation: Simple Yet Effective

The R&R system was elegantly straightforward. We placed QR codes throughout the club—on table tents, in newsletters, locker rooms, golf carts, and pool bulletin boards. These codes directed members and guests to a simple form where they could share:

• Raves: Recognizing exceptional experiences or acts of kindness from staff
• Rants: Identifying areas where we failed to meet expectations

Upon submission, the system automatically generated an email summary to me, the appropriate department head, and the relevant committee chairperson.

Confronting Fears

I'll admit—as a new COO, the prospect of creating an open channel for complaints was daunting. It seemed like inviting criticism that might undermine my leadership before it had truly begun. But I recognized that genuine change required understanding our members' needs, so I pushed forward despite these concerns.

The Unexpected Benefits

The R&R program quickly demonstrated value beyond our initial expectations:

Containing Criticism

Perhaps most significantly, the "Rants" feature helped contain public criticism. At private clubs, negative "water cooler" talk can spread like poison. People naturally gravitate toward shared complaints, creating a snowball effect where isolated incidents become perceived patterns. By providing a direct channel for concerns, we prevented many issues from becoming topics of broader conversation.

Building Trust

By openly acknowledging our shortcomings and addressing them promptly, we fostered an environment of trust and respect with our membership. They recognized our commitment to improvement rather than defensiveness.

Recognizing Excellence

The "Raves" component allowed us to identify patterns of exceptional service and celebrate those responsible. This recognition proved remarkably powerful—far more motivating than management praise alone. When members took a moment to acknowledge staff efforts, it created a standard for excellence that others aspired to match.

Elevating Service Culture

The possibility of receiving a "Rave" became a powerful incentive across all departments. Staff members became more attentive and service-oriented, knowing their efforts might be specifically recognized. This created positive competition to deliver outstanding experiences.

The Lasting Impact

In just over two years, the R&R program contributed significantly to our cultural transformation. It provided concrete examples of both service gaps and excellence, giving us clear direction for training and recognition. Most importantly, it created a feedback loop that allowed continual refinement of our service standards.

Today, Briar Ridge continues to benefit from the pathways to success we established during that transformation period. The R&R program—initially launched with some trepidation—remains one of the achievements I'm most proud of from my tenure as COO.

For any organization undertaking cultural change, finding simple yet effective ways to gather real-time feedback is essential. By addressing concerns directly and celebrating successes publicly, you can accelerate positive transformation while building trust with both customers and staff.

See you on the tee-

Turf