Studies have shown that the No. 1 reason people quit their jobs is because they are unhappy with their immediate supervisor. They may work for the company with the best benefits and receive the highest pay, but that is still not enough motivation to continue working in an unpleasant environment. I am sure you have all heard of the Peter Principle, whereby someone is promoted one level beyond their capability. Wouldn’t it be wonderful if gaming companies had training programs in place to educate managers in common sense, compassion and caring to go along with efficiency and the profit motive? This article is designed to bring together these qualities in a special way that will enhance the performance of any business.
It takes more than just raw intelligence and experience to make a good casino manager. A manager is not a machine. You must develop an intuitive sense of responsibility for the staff you manage as well as for the organization for which you work. Putting these traits together requires a special dedication, an all-encompassing awareness that transcends most shortsighted managers. Hopefully, the paragraphs that follow will open your eyes to a different way of looking at the duties and responsibilities of a manager. I will attempt to enlighten you as well as create a fire in you to become a true leader, teacher and motivator in the purest sense of the words.
The first responsibility to your employer is the profit motive. That is a given in our capitalistic world. However, the following will divulge common sense ways to achieve profits apart from the normal thought processes of most managers. It has been my experience that most casino managers are of the opinion that following these basic tenets will automatically lead to success:
1. Follow the rules.
2. See that your staff follows the rules.
3. Do what you have been taught.
4. See that your staff does what they are taught.
5. Require your staff to be good, obedient, productive soldiers.
Yes, these things are important. Every business has rules, policies and procedures that should be followed, and managers must be firm and clear in their direction. The most important ingredient, however, is to manage with firmness and compassion. When compassion is employed, it leads to appreciation, respect and loyalty.
We can require our staff to obey by threats or intimidation, but will that instill a desire to go above and beyond the call of duty? Will that create an atmosphere in which employees feel as if the company really cares about them? In the so-called good ol’ days of casinos, the attitude was, “If you don’t like it, hit the door.” Casino managers can no longer afford to allow that type of atmosphere to pervade a highly competitive customer service industry such as ours.
When the staff is treated with courtesy and respect, it becomes the company culture. The reputation of the company grows through word of mouth. More qualified people begin applying for positions in the company, and turnover decreases.
Seniority is a very important aspect of managing a staff. Most people agree that granting privileges based on seniority is the most fair and proper first step in managing. Those loyal employees who have worked for you the longest time deserve to be given the first choice with regard to shift preference, days off, etc. By sticking to a strict seniority policy, no one feels like others on the staff are receiving unfair preferential treatment. The first step I always take when taking over in a new position is to put out a list of my staff by hire date and then ask them to select a first, second and third choice with regard to shift preference, days off and hours preference. I then proceed to grant their wishes as best I can with regard to the needs of the property. This is the first step in showing them that I care and that I understand that they have a life besides just work.
There is also a selfish motive to my madness. When I give people what they want, it becomes more difficult for them to leave me. They know that wherever they go, they will have to start at the bottom again and work shifts and days off that may not fit into their lifestyle. This plays a big role in cutting down on costly turnover.
Speaking of preferential treatment, it is imperative that a manager does not socialize with the people he is supervising. I know this is difficult, and it is very tempting to go out and drink with the boys and girls. But in order to maintain that air of authority, you must not give the appearance of being too familiar with some members of the staff. It can only lead to problems. When I was a casino manager on a cruise ship, it was very tempting to go to the crew bar and have some fun during our off hours. Instead, I decided it was best to spend my social time in the officer’s bar. I am quite sure this eliminated many potential problems during my tour of duty.
Casino managers are human. We will like some of the people on our staff more than others, and we will actually dislike some. We will also observe that some are better at their jobs than others. We cannot let these facts alter the manner in which we relate to each individual in the workplace. We cannot afford to give the appearance of having favorites. I have personally observed supervisors and managers who blatantly showed favoritism in dealing with the staff, and it always backfired on them by causing dissension in the ranks. Every member of the staff must be treated equally. We must step back and disassociate ourselves from our feelings when dealing with our subordinates. Emotions can get in the way of good judgment. We can be genuinely concerned about them without being emotional.
This does not mean we cannot give well-deserving individuals a pat on the back occasionally. On the contrary, verbal praise goes a long way to keep workers happy. And it doesn’t cost anything. If it is sincere, it will be very much appreciated. People love to have their egos stroked. Words of appreciation help to create an enjoyable work atmosphere. Everyone wants to believe that their employer cares about them. As managers, we should care about our staff. A major part of our job is to see that the company and our staff thrive. If the worker bees are thriving, chances are good that our guests are thriving and the company is thriving. We as managers can go a long way to promote a congenial, caring atmosphere.
One thing that will destroy a harmonious atmosphere is talking negatively about a staff member to another staff member. As a manager, if you have a criticism of someone, you should speak to that person in private and in a calm and dignified manner. Of course, you can discuss problems with other managers, but never with the staff member’s equals. I don’t believe anyone goes to work thinking “I am going to do a lousy job today.” But if the staff loses respect for you, it becomes much more difficult for them to give optimum performance and loyalty to you and the company. Morale will decline and so will job performance and customer service, because the staff will not care enough to give 100 percent for someone for whom they have little respect.
We as managers can also gain respect by taking advice and asking for suggestions. Bosses who think they know it all will be laughed at behind their backs when their weaknesses are quickly exposed. Take the time to listen. Listen to problems, suggestions and advice. It is extremely important to take the time to be a sounding board. Occasionally we will come upon a gem of a suggestion. Likewise, it is very important to share your knowledge about future departmental plans and to not keep your staff in the dark. Open lines of communication are important to effective managerial skills.
The traditional workplace atmosphere is rife with fear, greed and ambition—factors that hinder our ability to create harmony. Being strong and steadfast in your ideals requires confidence that you are doing the right thing. You should not change your managerial style when adversity comes along. When a mistake is made, we must take responsibility for it and not pass the buck downward. We must objectively evaluate it and deal with it in a professional manner without grand emotional outbursts, especially when working in a customer service atmosphere.
All of the suggestions I have mentioned above are simple common sense tactics that anyone can use. Simply treat people as you would like to be treated. What could be easier than that? It amazes me that so few managers adhere to this principle. I guess the reason it is not implemented more often is because it requires genuine compassion and caring. It is imperative that we as managers take the time to find that compassion within in order to begin the building process required to turn our workplace into a harmonious community. Don’t let your ego get in the way of becoming a successful leader. You will be rewarded by a staff that will bend over backward for you, because they know they can trust you to do the same.
Jay Hill is the Table Games Manager at Jerry’s Nugget Casino in North Las Vegas. His long-time gaming career includes 26 years at the Desert Inn. He served as Casino Manager at Caesars Palace at Sea aboard the Crystal Harmony luxury cruise ship, and at that time the only employee ever promoted from dealer to Casino Manager. He has also been General Manager of tribal casinos in California and Arizona.
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