By Andrew Minnelli
Leading racquet operations at an exclusive private club while conducting executive searches for clubs across the country has provided a front-row seat to how the profession continues to evolve. Through both experiences, one observation continues to surface: the responsibilities associated with the position have evolved faster than the way many clubs define it.
As racquet sports have expanded, clubs have invested significant capital into facilities, staffing, programming and member experiences. Departments that once operated on a relatively modest scale now oversee larger teams, more sophisticated operations and a broader range of responsibilities, while playing an increasingly important role in the overall club experience.
Yet, many hiring discussions still reflect an earlier version of the profession. While instructional ability, playing background and technical credibility continue to be at the forefront of a club's next hire, today's racquets director often has responsibilities that extend well beyond programming and instruction. Think:
Technical credibility remains important, but it now represents only one component of a much larger leadership profile. The qualities that sustain long-term success are often different from the qualities that first earn attention. The strongest leaders:
For many members, the racquets department serves as one of their primary connections to the club. Families build relationships through junior programming, new members often establish their earliest social connections through racquet sports and daily interactions between professionals and members help shape perceptions of service, culture and community throughout the club. That influence extends well beyond participation numbers and helps explain why leadership within the department carries broader organizational significance.
Members rarely experience a racquets department the way leaders do. They do not see staffing plans, budget discussions, scheduling challenges or operational decisions; they experience whether the department feels welcoming, whether communication is proactive, whether programs are organized and whether the overall experience consistently reflects the standards of the club.
The most effective leaders are rarely focused on managing today's schedule alone. They are developing future leaders, establishing standards and creating environments where excellence can be sustained long after a single season, program or initiative.
As clubs continue to expand their racquet offerings, complexity follows. More courts create additional scheduling demands, larger staffs require stronger leadership and increased participation raises expectations around communication, consistency and service. The operational challenges may change from club to club, but the need for leadership capable of navigating that complexity remains remarkably consistent.
Candidates should be evaluated based on what the role has become, not what it once was.
Racquet sports remain one of the most dynamic areas of private club life. Participation continues to grow, facilities continue to expand and opportunities to create meaningful member engagement continue to increase. As departments become larger and more integrated into the broader club experience, the leadership demands associated with the role will continue to evolve. You can read more about the architecture of a modern racquets department here.
While the title may still be Director of Racquets, the responsibility increasingly resembles that of a senior club executive. The way a club evaluates the role often determines whether it hires a strong instructor, a capable operator or a long-term leader.
