Here are 4 Steps to Strong Coaching from Managers.

• Are you a Manager? Ask yourself ‘Do I take these Steps?’ and then file this away for when you need it.
• Are a Host or Executive? If you are a real go-getter then you are hungry for this kind of feedback. Or, if you suspect that you are on ‘thin-ice’ with your manager, then suggest these steps to get their actual opinion of you, and to engage them in proactively coaching you.

This program takes you through the detailed steps of addressing and improving performance:

Step 1 – Prepare a Clear Assessment

• Is there a written job description that details the expectations of the job?
  • If not, copy this generic one and edit it for your Property.
• Is there a standard Annual Evaluation Form for your Property?
  • If not, print off these evaluation criteria, and reflect on them.
• Set aside 30 minutes of quiet time to reflect on the Host’s soft skills:
  • Read through the Job Description and the Evaluation Criteria
  • Give the Host a ‘grade’ of ABC for each part of the Job Description and the Evaluation Criteria.
    • A = ‘Really good at this’
    • B = ‘Okay at this’
    • C = ‘Not good enough at this’
• For the C’s, write down 3 specific examples of where the Host went wrong.
• Are their written goals such as ‘Increase Theo by 10% over last quarter?”
  • If so, review the Host’s results.
  • Reflect on your assessment of the Host’s soft skills.
    • How can the Host meet/exceed their goals by working on their B’s and C’s?
• Prepare your summary! Map out a conversation that runs like this:
  1. Here are some areas that are really strong for you!
  2. These are some areas that need improvement.
  3. So we have talked about your strengths, and some areas that you need to improve, and I am here for you. Moving forward, how about we do X and Y each month.

Step 2 – Set up a Meeting but Don’t Terrify Them!

Schedule an hour with the Host.

Make sure your email gives them some homework to do ahead of time, so they can sit and reflect beforehand.

• Subject “Discuss your Results”
• Hi Jackie, Let’s spend some time going over your Job Description (attached) and discuss what you do well, and where you could improve. This is an informal conversation to see where I can give you some pointers on how to succeed. Please read the Job Description ahead of time and think about what you do really well (A), what you do adequately (B), and where you think you can improve (C). You won’t be giving me your own score but I want you to have thought ahead of time about what you see as your strengths and your areas for improvement. PS. Great job on the event last night. Thanks!

Try not to freak them out with your email! You don’t want them to lose productivity as they fret about the meeting.

Step 3 – Meet and follow the Sandwich Method

Meet with the Host in calm quiet place, and run the meeting as the Sandwich Method.

What is the 3-step Sandwich Method for giving feedback?

1. Start with something positive (bread)
2. Cover the negatives (the meat!)
3. Close with encouraging words (more bread)

Sometimes, managers will describe the bread as fluff, but it really isn’t.

To stay motivated, the Host needs to know where they are strong (first slice of bread), their challenges (the meat), and that you still believe in them (last slice of bread).

(Of course, you might be at the point where you don’t still believe in them! In which case, look further down at Corrective Action.)

You run through the conversation that you prepared earlier:

1. Here are some areas that are really strong for you! (The A’s)
2. These are some areas that need improvement. (The C’s)
3. and, we have talked about your strengths, and some areas that you need to improve, and I am here for you. Moving forward, how about we discuss this when we meet each month?

‘As you cover each Job Skill, do not ask them what grade they gave themselves! That was just an exercise to get them thinking.

Describe the behavior as you see it, with a specific example.

Focus on the behavior and not what you suspect to be the reason:

• You don’t talk to as many guests as necessary. Not – I think you’re scared/lazy/too busy with your phone.
• Your appearance needs to improve with a sharper image. Not – I think you’re scruffy, and without taste in clothes.

Don’t ask them to agree to your assessment!

• They don’t have to agree with you, they just have to listen carefully and then take steps to meet your expectations.
• If they say, “Well, I don’t see it that way…‘, you say ‘The point here is that I see it this way, so you are going to have to work to change my perception“.

Finally, give the Host something in writing that summarizes the C’s. This can be as simple as this:

• Jackie, we met on 3/19 to discuss your performance. I have asked you to focus on the following:
  • Make sure you talk to 40 guests a week.
  • Improve your image to be sharper and in line with the rest of the team.
  • Focus on 10 Inactive players to get them back on property.

Ask them to sign your copy, and put it in your folder.

Schedule another meeting in a month’s time to discuss their improvement.

Step 4 – Monitor and give Feedback

For the next 30-60 days, depending on how urgent the situation is, you monitor their behavior, and note specific examples.

• Send ‘atta-boys’ for positive change. “Hey! Just a quick note to say congratulations on meeting your goals this week”
• And send ‘Nahs’!  “Hey, we talked about your appearance and I was not impressed when I see your tie undone yesterday”.

I know from experience that it can seem like a large investment in time to meet regularly with each team member and go through this kind of process. But if you don’t, and you just wait until the Annual Review, then:

1. You are at risk of the employee saying the dreaded words ‘This is new to me!  You’ve never mentioned it! How can you ding me for something that you never told me! I am going to HR”.
2. Plus! One of your key roles as a manager, is to coach and grow your team.

Are You ‘Done” with this person?

If you ‘done’ with this person, then it is time to meet with your HR representative and find out the process for “Corrective Action” which usually includes verbal warnings, written warnings, and then dismissal.

If your Property doesn’t have a Correction Action process then consider the following steps so that you can protect yourself against a charge of unfair dismissal. You can also Google for Correction Action Process. Consult with your manager and make sure they are aware of what you are doing, and support your actions.

Make sure everything is written down, or in a printed email, and put into a physical folder along with dates.

Give verbal warnings such as ‘We have discussed your appearance. It is is not acceptable and you must improve it within 30 days or you risk disciplinary action that could result in termination’. Hand-write a note for your file that captures what you said, the date, the rough time, and the location. And what the employee said, if anything.

If the change is insufficient, then put the same words into writing. ‘We have discussed your appearance. I gave you a verbal warning on 3/19. I am now giving you a written warning that this is not acceptable and you must improve it within 10 days or you risk disciplinary action that could result in termination’.

And then, if the time comes, you are well-prepared to justify the termination, and you can feel good that you did everything that you could to help the employee.

In summary, your role as the manager is:

• Be crystal clear about your expectations and whether they are being met.
• Give the person a chance to change and succeed by being clear, being consistent, giving specifics, and providing immediate feedback.
• Grow the talent that is on Property

And, not incur the expense of constantly bringing in new people, training them up on your Club and Amenities, and then moving them on because they did not ‘cut it’.

As always, let Jackie know if you have anything to add to this!

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Here is a list of the most basic and important responsibilities in Player Development.

Feel free to copy, paste, and use these ideas in the Job Descriptions for your Player Development team. If we are missing anything, drop an email to jparker@harvesttrends.com

Summary of Responsibilities

The main responsibility of a Player Development professional, regardless of title, is to develop and maintain effective working relationships with a casino property’s very best players and provide services to them to build player loyalty and increase the number of visits or amount played (or both) from among those guests.

In order to do this, a PD pro must also develop and maintain strong working relationships with key allies throughout the property and in the community to ensure players have the experience they expect while gaming and to generate leads for new business.

Job Description for Casino Host, Executive Host, Player Development Executive

Here are the basic job functions in for everyone in Player Development (not necessarily in order of importance):

• Establish and maintain positive customer relationships with players who meet property criteria (and with those identified to have the potential to reach that level of play)
• Maintain contact with coded players as appropriate to generate return visits and provide exemplary service.
• Interact with players in person on property, as well as via telephone, e-mail, text message, and written correspondence
• Represent the property as a role model of customer service and professionalism
• Effectively use out-bound phone-calls to keep contact with players that have not visited the property, and to market VIP parties and events.
• Network among coded players to build relationships among the best customers and to generate leads for new high-worth players
• Learn about and tailor services to guests’ preferences, likes and dislikes
• Resolve player issues, whether real or perceived, to the guest’s satisfaction
• Find the right balance in every situation between the guest’s desires and the property’s rules, regulations and guidelines  (There is always a way.)
• Invite players to events, tournaments, shows, etc.,  according to their interests
• Make hotel, show, dining and other reservations and communicate same to guest
• Issue complimentaries or other offers to guests as play and property guidelines warrant
• Host special events, player parties, property promotions and other activities as needed
• Provide information to team and property leadership related to guest feedback, suggestions, concerns or issues
• Maintain confidentiality of information about both customers and property; share carefully
• Participate in brainstorming and planning sessions for Player Development program
• Prepare and submit reports on activities as directed, complete and on time
• Strive to achieve and exceed goals and metrics/objectives

Job Description for Player Development Manager

A Player Development Manager has 5 main responsibilities:

• Grow the business; set and monitor achievement of goals and metrics for the team in alignment with the property’s business objectives.
• Regularly review and re-code the players to focus the PD team on the highest potential.
• Coach the hosts on how to improve their skills, grow their business, and meet their goals.
• Resolve guest issues when they have to be escalated to management.
• Manage the team, the budget, the reporting, and the logistics of events.

If you are a Player Development Manager (or other team leader) you are responsible for:

• Setting SMART Goals and metrics for each host and for the team  (with a stretch!)
• Monitoring pace toward goal achievement
• Analysis of coded and potential high-worth player data
• Assigning/coding players to hosts
• Coaching staff as needed
• Regular and consistent communication with all direct reports
• Preparing and submitting activity and departmental reports as assigned
• Attending meetings as a representative of the Player Development team
• Participating in brainstorming and planning sessions for marketing
• Implementing programs, events, promotions, etc. for the Player Development team
• Providing assistance for marketing events as required
• Resolving player issues, real or perceived, when host is unable to do so
• Setting an example of excellent customer service