8 minute read
Anthony Hill, CEO, Vikings Group
Describe your career in the club industry.
I have 18 years in the Club industry and 28 years in the broader hospitality industry. Be it a hotel pub or club, the basic principles are the same, stay relevant, whatever you do, do it well and ensure you put people first.
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My career has been more about experiences than accomplishments. I’ve been lucky enough to experience the highs and lows of being a CEO. The highs come from seeing new initiatives work, seeing staff that come into our business as a casual employee grow in our industry to become leaders and reach their potential.
The lows are usually generated from not being decisive in decision making and the subsequent effect it has on your team. I’ve learnt that you need to empower your team to fail but fail quickly without fear or favour. You learn more from making a decision and failing than you do from not making a decision at all. If you don’t empower your team to fail you can not empower them to succeed.
Anthony Hill, CEO, Vikings Group I have been fortunate to work for some empowering and decisive leaders. I worked for Peter Webb at Vikings for close to 10 years and he had an uncanny knack of being able to provide direction using words of one syllable. It is hard to misunderstand a simple yes or no reply to a question. I learnt under Peter that your team doesn’t necessarily require War and Peace when asking for direction, they need clarity.
What is the most valuable lesson you have learned in your career?
In my first Board meeting as CEO of Vikings I put forward a recommendation that did not have unanimous support. After robust debate the recommendation received majority support. I continued to talk to the initiative after the decision to support was made. A director who had little time for aimless dribble leant across to me and politely said, “you won the debate now shut up”. Point taken! Lesson learnt –don’t oversell the painting!
That was a valuable lesson. However the most valuable lesson I have learnt is to bring the decision makers in your business along with you and give them a view of the whole of business, from the Board room to the cellar room. If my team doesn’t understand the expectations of my role then it is hard for them to put into context the decisions I make. Surround yourself with good people, invest in their career and let them share in the success of the business .
as well as bad.... “And, this too will pass”
Anthony Hill, CEO, Vikings Group
COVID-19 has been incredibly challenging. Describe the process the club has undergone and how are you keeping yourself and others positive?
COVID-19 would have to be the biggest interruption to business I have experienced in my career. The first week was numbing, I likened it to a state of shock. Decisions were hard to make as the landscape changed dramatically hourly. In that instance the only thing that was clear to me was this will end and its not if we get through this that we will be remembered for, it is how we get through it. We took a breath and triaged the issues.
Our priorities then became clear and plans were executed. Our 250+ staff quickly became the number one priority. Our Board approved an assistance package that allowed us to keep all our staff paid for a number of weeks. We then concentrated on transitioning our staff onto the Government assistance packages that were coming on line. Our focus was to make this as seamless as possible and to catch those who fell through the net and provide direct assistance. While this was happening our operations team were working to put our clubs into hibernation. Communication plans were executed and we began operating in what will be the new norm for the foreseeable future.
During this period the biggest challenge has been negotiating the unknown. The reality is we don’t know when our lives and the lives of our members will return to normal. In this environment operational decision made and initiatives deployed could be redundant within 24 hours. We take things day by day and are focused on how we stay true to our values and purpose while our doors are closed. Our long term future is still firmly within our grasp. We will bridge the gap between now and then by being agile and innovative.
Keeping positive in a time like this is important. There is a Persian adage that is true in good times as well as bad…. “And, this too will pass”. We will get through this and in some in some ways be stronger for it. To get through we need to be conscious of the people around us, our families, our friends, our work colleagues and those that look to us for guidance. Treat people with empathy and kindness and you will keep their spirits high.
What has been the most common type of feedback received during this uncertain time?
Our members have been fantastic. The level of concern and support relayed to us through our social media and in general conversation has been overwhelming. I look forward to repaying this support when we open up again. The Board has played a significant role in ensuring our staff are OK. Their response to this crisis has been calm and empowering. They have allowed me to do my job unencumbered. I could not have asked for anything more from a Board. My management team response was to role the sleaves up and get into it. They have been amazing in their resolve. They have approached every decision with professionalism and compassion. They are good people that do great things. The response from the staff has been humbling. I will never forget the day I informed the team I can no longer provide certainty around their employment. They still turned up to work the next day and gave 100%, and continue to engage with and support us. Our members have been fantastic. The level of concern and support relayed to us through our social media and in general conversation has been overwhelming. I look forward to repaying this support when we open up again. The Board has played a significant role in ensuring our staff are OK. Their response to this crisis has been calm and empowering. They have allowed me to do my job unencumbered. I could not have asked for anything more from a Board. My management team response was to role the sleaves up and get into it. They have been amazing in their resolve. They have approached every decision with professionalism and compassion. They are good people that do great things. The response from the staff has been humbling. I will never forget the day I informed the team I can no longer provide certainty around their employment. They still turned up to work the next day and gave 100%, and continue to engage with and support us.
Professionally –I’m looking forward to welcoming our team back on deck and members back into their club. A club isn’t a building or a bar or bistro. A Club is a collective of people. That has never been more apparent to me than now. I’m looking forward to having our club back. Personally –I’m looking forward to not having to do a 1.5 meter side step when walking past people down the street. I’m looking forward to going places with my family and friends again.
Anything else, you want to add?
We are seeing what a world looks like without clubs. Overwhelmingly the sentiment we are receiving from our community is that they are missing having a place to meet. They are missing our entertainment and a place to have a meal or just a catch up over a drink with friends. A world without Clubs is not a good thing. I wish the whole industry well and look forward to paying our part in reuniting our community when this is all over. Professionally –I’m looking forward to welcoming our team back on deck and members back into their club. A club isn’t a building or a bar or bistro. A Club is a collective of people. That has never been more apparent to me than now. I’m looking forward to having our club back. Personally –I’m looking forward to not having to do a 1.5 meter side step when walking past people down the street. I’m looking forward to going places with my family and friends again.
Anything else, you want to add?
We are seeing what a world looks like without clubs. Overwhelmingly the sentiment we are receiving from our community is that they are missing having a place to meet. They are missing our entertainment and a place to have a meal or just a catch up over a drink with friends. A world without Clubs is not a good thing. I wish the whole industry well and look forward to paying our part in reuniting our community when this is all over.
A club isn’t a building or a bar or bistro. A Club is a collective of people. A club isn’t a building or a bar or bistro. A Club is a collective of people.
That has never been more apparent to me than now. Anthony Hill, CEO, Vikings Group That has never been more apparent to me than now. Anthony Hill, CEO, Vikings Group
