GREGG PATTERSON

 Speaker by Name | Speaker by Topic 

 Gregg Patterson Ethics, Staff Development, Communications, Youth Programs, "Club Sense"

Gregg Patterson

Founder and President
Tribal Magic

323-376-0901

– Phone
(310) 395-8857 – FAX
E-mail:
gjpair@aol.com

Fee: Not specified.

The Club Foundation Logo

 

 

Gregg Patterson became the General Manager of The Beach Club in 1982 and spent 34 glorious years as their GM, stepping aside for the “next generation” and his next adventure as a full time speaker and writer with his new company “Tribal Magic!!!” in 2016.  

Gregg has been a featured presenter at various club management seminars, assistant manager conferences and hospitality forums around the world; teaches club management courses at BMI-II and BMI-V; was an Adjunct Professor in the Collins School of Hospitality Management at Cal Poly University, Pomona for fourteen years; and is a visiting lecturer at various universities both in the states and around the world.  

Gregg also writes for Board Room magazine, Club Management magazine, Golf Retailing magazine and The St. Andrews Management Center and is the author of Reflections on the Club Experience, an anthology of essays on club cultures and operations. In acknowledgement of his efforts as an educator in both the university and the corporate worlds, he was awarded the 2002 Gary Player Private Club Educator of the Year Award by Board Room magazine, the Club Executive of the Year by the Club Management Association of America in 2015, the Lifetime Achievement Award by the Asian Pacific Hospitality Summit in 2015 and the 2015 Board Room magazine Award of Dedication “for his timeless, energetic and dedicated service to the private club industry.”



Seminars, Lectures and Workshops

The Catalog

The following is a summary of the seminars, workshops and lectures which are currently available from The Reflective Experience.  Descriptions have been omitted in the interest of brevity.  However, detailed descriptions are available for each and those will be forwarded for specific topics when requested.

Each topic can be configured into hour and a half, half day and  full day events. Longer programs allow greater audience participation and are far more anecdotally driven. Shorter programs focus on the conceptual foundations for each of the subjects.

The preferred presentation is half a day with two one-and-a-half hour sessions punctuated by a fifteen minute break. 

Each seminar includes a “note taking” outline and a comprehensive “annotated outline” for each seminar participant.

Customized programs are available incorporating an assortment of topics.

The following seminars may be considered a “starting point” for program development.

The various seminar offerings are divided into several topics for easy reference:

a. Ethics
b. Communications
c. Management and Leadership
d. Trends
e. Marketing
f. Innovations
g. Training and Staff Development
h. Club Sense
i. Personal Development
j. Youth Programs
k. The Culinary Culture
l. The Liberal Arts Experience.
m. Clubs and Culture

A. Ethics:
 

 

  • The Manager as an Ethical Force in the Club Environment. 
  • Creating an Ethical Workshop for the Board, Management and Staff. 
  • Personal Professional Ethics---Establishing Guidelines for Personal and Professional Happiness. 
  • The CMAA Code of Ethics. 
  • The Controller as an Ethical Force in the Hospitality Environment. 
  • Due Process for Members and Staff. 

 B. Communications:
 

  • Developing Effective Communications with the Board, Membership and Club Community. 
  • Developing Effective Communications with Line Employees, Supervisors and Other Club Professionals. 
  • The Weekly Board Update . 
  • Redefining the Club Newsletter---Toward a New Definition of “the Good.” 
  • Creating an advertising program that “breaks through the clutter.” 
  • Professional Writing for Club Managers. 
  • The Communications Continuum---Reading, Writing, Speaking, Active Listening and Visual Representation. 

 C. Management and Leadership:
 

  • Increasing Your Value as a General Manager---How to Get the Job, Keep the Job and to Make More Money. 
  • The Supervisor---What You Need to Know About People Skills, Technical Skills and Conceptual Thinking. 
  • How Do You Know When You’re Ready to be a General Manager? 
  • The Leadership Pyramid. 
  • Translating a Good Manager into a Leader. 
  • Santa as a Strategic Consideration for Club Managers. 
  • Leading a High Performance Team. 
  • The “Paper at Home, People at the Club” Approach to Club Management. 
  • Making Yours a “Platinum Club Experience.” 
  • Stress Management for Business Professionals. 
  • Discovering the Keys to Successful Board / Owner-Manager Relations. 
  • The Manager as Catalyst:  Becoming a Powerfully Interesting Management Personality. 
  • The Manager as Catalyst: Becoming a Powerfully Creative Management Personality. 
  • The Manager as Catalyst:  Becoming a Powerfully Inspirational Management Personality. 
  • Ten Principles for Being a Great Assistant Manager to a Dynamic General Manager. 
  • Ten Principles for Being a Great General Manager to a Dynamic Assistant Manager. 
  • Longevity on the Job:  Staying at the Top and Enjoying the Experience for a Long, Long Time. 
  • Understanding and Applying the Basics of Organizational Behavior. 
  • Managing for a Profit---Delivering “Success” Efficiently. 
  • Understanding the “Soft Science” of Management. 
  • Making Depreciation Your Friend---Developing the Depreciation Mindset. 
  • Your First Year as a Hospitality Professional. 
  • Understanding the Power of Self-Organizing Groups. 
  • Understanding and Using the “Bond of Sweat” as a Component in the Team Building Experience. 
  • Creating the “Depreciation Mindset.” 
  • Understanding “Bogey Men” and their role in the Public Relations Effort. 
  • Plugging into The Network---Discovering the power of Mentored Collaborative Independence. 
  • Personal Productivity Principles for Managers. 
  • Management Lessons from Exodus. 
  • Finding Management Lessons in Popular Culture…Books, Movies and Music. 
  • Nurturing “Soul” and developing “The Hands”---toward a new set of metrics to evaluate hospitality managers. 
  • Making Good Decisions Quickly and Consistently. 

 D. Trends:
 

  • Demographic and Psychographic Trends for the Twenty-First Century. 
  • Uncovering Trends---Techniques Managers Can Us to Find and Understand Trends in Society and the Hospitality Marketplace. 

 E. Marketing:
 

  • The Business We’re Really In----Building and Selling Community. 
  • The Fifteen Commandments of the Successful Hospitality Operation. 
  • Theme’ing Your Club Facility. 
  • Defining Exclusivity---How Management Can Make a Difference 
  • Repositioning the Private Club---Embracing Fads, Commodities and Tradition. 
  • Who has the key---gaining business access to the private club culture. 
  • Profiling a Successful Club. 
  • Creating and Conducting a “Success Audit” of your Club. 
  • Pricing Equity Memberships in the Secondary Marketplace. 
  • Understanding the “Athletic Mindset.” 
  • Marketing using the “Walk and Talk” Technique. 
  • Creating “Loving Hands at Home” Surveys for Goods, Services and Programs. 
  • The Marketing Imperative and What It Means To the Hospitality Profession. 
  • Identifying, Developing, Amplifying and Marketing the Intangibles. 
  •  Marketing Goods and Services in the Private Club Environment.
     
  •  Optimizing Member Participation.
     

 F. Innovation:
 

  • Creating a Continuously Reflective Professional Environment. 
  • Innovation---Making the Case for the Fundamentals. 
  • Changing the “World View” of Managers, Staff and Members. 
  • Catalyzing Creativity---Management Lessons from the Travel Encounter. 
  • The Use of Serendipity and the Rainbow Coalition in One’s Search for the “Upside Surprise.”  

 G. Training and Staff Development:
 

  • Creating a Powerfully Effective Service Culture.  
  • Designing Powerfully Effective Employee Orientations. 
  • Creating Powerfully Effective Staff Meetings. 
  • Redefining the Service Imperative Using the Seven Principles of Service. 
  • Developing Powerfully Effective Employee Evaluations. 
  • Creating Powerfully Effective Safety Meetings. 
  • Becoming a Powerfully Effective Hospitality Employee. 
  • Creating an Upwardly Mobile Internal Intern Program. 
  • Seeing Staff as Intellectual Property and Developing them Within the Fluid Organizational Chart. 
  • Creating a “Designated Mentor” Training Program. 
  • Creating the Internal University---The B.C.U. Model. 
  • Building Team Through “The Bond of Sweat”---Bowling, Bicycling and Competing on the Playing Field. 

 I. Club Sense:
 

  • Teaching and Continuously Affirming “Club Sense” to Members, Employees and Directors. 
  •  Equity Thinking for Members and Staff.
     
  • Nanny Policies. 
  •  Family Clubs---The Good, the Bad and the Truly Ugly. 
  •  You Know These Characters---Club Sense Stinkers. 

 H. Personal Development:
 

  •  Establishing Guidelines for Personal and Professional Success. 
  •  Making Yours a Platinum Career:  How to Keep Your Job a Stimulating, Entertaining and Intellectually Rewarding Experience for Decades. 
  •  Discovering the Value of the Liberal Arts Education for Management Professionals. 
  •  Understanding the “Soft Science” of Hospitality Management. 
  •  Using Facility as a Prism for Understanding Club Culture. 
  •  Visibility Blackmail and Understanding the Role of the “Visibility Bank Account.” 
  •  Understanding the Role of the Change Agent. 
  •  Creating a Continuously Reflective Formal and Informal Professional Environment. 
  •  When I Write My Novel there Will Be No Fiction:  Seeing the Club Experience A Little Differently. 
  •  Understanding “The CCM Mission” and Using the CCM Designation as a Catalyst in Pursuit of That Mission. 
  •  The Bicycle Chautauqua:  Riding and Reflecting on the Club Experience. 
  •  Lessons in Management from The Travel Encounter. 
  •  Finding Reflective Opportunities in Everyday Life. 

 J. Youth Programs:
 

  • Creating the Family Friendly Club. 
  • Creating Youth Programs that Capture and Retain Members in the Private Club Environment. 
  • Laying the Strategic Foundation for a Dynamic Youth Program. 
  • Delivering on the Promise:  A Tactical Approach to Building a Customized Youth Program at Your Club. 
  • Twenty Five Indoor Youth Programs that Any Club Can Do. 
  • Creating the Family Friendly Club. 
  • Understanding the “Momma Mentality” and Finding an Antidote for “the Westside Disease.” 
  • Family Clubs---The Good, the Bad and the Truly Ugly. 
  • The Kids Only Klubhouse. 
  • Building a Pied Piper Youth Program. 
  • Santa---Strategic Considerations. 
  • Santa---Tactical Considerations. 
  • The Teen Work-Study Program. 
  •  The Trilogy: Families and Clubs---The Pied Piper Program, The Kids Only Klubhouse and “The Good, The Bad and The Truly Ugly.”
     

 K. The Culinary Culture:
 

  • Changing Your Club’s Culinary Culture---the dining experience. 
  • Changing Your Club’s Culinary Culture---the wine experience. 
  • Why Your Club Kitchen Can’t Make Money Like MacDonald’s---Ammunition Managers and Boards Need When Explaining Club Food and Beverage Operations. 
  • Why the Taste of Fine Wine Tends to Sour in the Mouth---Pricing and Promoting a Member Friendly “Broad Spectrum” Wine Program. 
  •  Bringing Soul to the Catering Adventure.
     

 L. The Liberal Arts Experience:
 

  • Exploring the Role of the “Liberal Educational Experience” for the Hospitality Professional. 
  • Pursuing “The List”---Background Readings and Video Experiences for the Business Professional. 
  • Becoming the Interesting Personality. 
  • Developing the Curiosity Mindset. 
  •  Finding Management Lessons in Popular Culture---Using Contemporary Movies, Music and Art to Highlight and Dramatize the Great Issues of Organizational Behavior.
     

 M. Clubs and Culture:
 

  •   Clubs and Culture---An introduction to clubs as cultures.
     
  • Clubs and Culture---Strengthening and evolving club cultures. 
  • Clubs and Culture---Enhancing, preserving and protecting club cultures. 
  • Twenty “Cultural Markers” that Any Manager Can Manipulate. 
  •  Auditing Club Culture
  •