The CEO Guest Experience Playbook: Strategy or Hope?

As a CEO or Manager, have you ever walked into your own venue, not in your usual executive role but as a guest? Have you taken a moment to experience your venue from the other side of the service counter, mentally evaluating every interaction? I know I have. I’ve been doing this for so long that it’s now a subconscious habit! And let me tell you, it’s an eye-opening experience.

Managing a venue is much more than keeping the doors open and ensuring operations run smoothly. It’s akin to hosting a never-ending event where each guest arrives with their own set of expectations. Some guests might rave about your attention to detail, while others might leave thinking, “I wish they had been a little quicker with that drink,” or “A warmer welcome would’ve made all the difference”. These seemingly small moments can define your guests' overall experience. But here’s the thing: these experiences are rarely a product of chance.

Many leaders fall into the trap of believing that their team’s dedication and hard work will naturally lead to great guest experiences. While effort is critical, delivering consistently excellent service requires more than hope—it requires strategy. You can’t simply cross your fingers and hope everything goes smoothly. Hope doesn’t train your staff. Hope doesn’t anticipate the needs of your guests before they do. Hope certainly doesn’t provide the seamless, personalised experiences that keep guests coming back.

So, what does?

Let’s be real. Guest experience is not about achieving perfection in every single interaction. It’s about maintaining a level of service that feels consistent, welcoming, and valued across every guest touchpoint. It’s a balancing act between human interaction and operational efficiency. And to get it right, you need an intentional, strategic approach that reflects both your club’s values and the evolving expectations of your guests.

1. Understanding What Matters Most

Before you can deliver the guest experience your visitors want, you need to know what that is. Every venue has its own unique clientele—families, local sports enthusiasts, community members, or tourists. The needs of these groups can vary dramatically and understanding what matters to your specific audience is the foundation of a strong guest experience strategy. You must actively seek out feedback, survey guests, and engage in meaningful conversations with your members.

One common misstep I see? Assuming that what’s important to you as a CEO is what’s important to your guests. It’s easy to get caught up in what you think makes your venue great—amenities, atmosphere, or cutting-edge facilities—while neglecting the simple things guests often prioritise: attentiveness, friendliness, and timeliness.

2. Consistency is Key

Guests should feel a sense of consistency every time they step into your venue, from the greeting at the entrance to the quality of service they receive at the bar. But here’s the challenge: consistency doesn’t mean robotic service. It’s about ensuring that guests know what to expect in terms of care and attention, no matter which team member is serving them or how busy the venue is.

Building that level of consistency requires setting clear service standards and reinforcing them through ongoing training. Every team member should understand the organisation’s values, what’s expected in guest interactions, and how to personalise service without compromising efficiency.

3. The Personal Connection

In a highly competitive market, what sets great venues apart from the rest is the ability to create a personal connection with guests. It’s the difference between being a place they visit occasionally and being “THE” place they can’t wait to return to.

Guests want to feel known. They want to feel like they’re part of something bigger. This means not only remembering names and preferences but also being genuinely interested in making their experience the best it can be. A warm smile, remembering a regular’s favourite drink, or asking about their last visit goes a long way in building loyalty.

4. Leadership by Example: Walking in Your Guests' Shoes

Here’s a question I often ask CEOs and Managers: When was the last time you observed your own service, not as the leader watching over your operations, but as a guest? Have you taken a walk through your venue, anonymously, to see what it’s like from the perspective of someone experiencing your service for the first time?

Recently, I visited a venue where I consult for a casual dinner with my family. I walked in, not as an industry expert or a consultant, but as a regular guest. Nobody knew who I was, and I keenly observed the entire process—from the greeting at the door, to the service at the bar, and the general atmosphere. And I noticed all the little things, like the speed of service, the temperature of the dining area, the team member who knew everyone’s name—things I wouldn’t have known if I hadn’t experienced it firsthand.

That experience highlighted something important for me: As leaders, we can easily get disconnected from the day-to-day experiences of our guests. Walking in their shoes isn’t just insightful—it can be the key to unlocking your entire guest experience.

At the end of the day, the guest experience you offer reflects your venue’s values and priorities. The question is: Are you hoping your guests will feel valued, or are you strategically creating experiences that make them feel that way? The difference between the two is everything. A strategic approach allows you to anticipate needs, personalise experiences, and build meaningful connections.

I encourage you to think about your venue’s guest experience. When was the last time you tested your service without your team knowing? Did you discover anything that surprised you? It’s these experiences that ground us and remind us of the constant opportunities for growth and improvement.

I’d love to hear your thoughts. Have you ever put yourself in your guests' shoes? What did you learn? Share your experiences and insights—because at the end of the day, we’re all striving for the same goal: to create an experience where every guest feels like they belong, every time they visit.