A new type of leader.

I spent nearly a decade as an admissions associate at a prep school, witnessing firsthand a significant transformation in the admissions landscape. This shift parallels an impending change in the racquets industry. When I began, the admissions office was typically overseen by a Director of Admission, who juggled daily operations, staff management, and reported directly to the Head of School. However, as competition for boarding students intensified, schools needed to become more strategic, broaden their outreach, and deliver a consistent and compelling message. Enter the Dean of Enrollment: a visionary leader not bogged down by daily tasks but focused on aligning departmental strategies with the school's mission.

Drawing a parallel to the racquets industry, I know tennis directors who spend over 20 hours a week on the court. This was my life in the early years of my tenure as a tennis director. I'd step off the court to a deluge of texts, emails, and notes from staff and members. Just as I'd start to address them, I'd discover a pro was sick, and back to the court I'd go.

Balancing the demands of running a junior program, managing leagues, scheduling pros, planning social events and tournaments, providing staff development, building an adult beginner program from scratch, kickstarting a high-performance junior program, processing payroll, and texting members to fill classes—all while being on court for 20-30 hours a week—was simply unsustainable. And that was on just four tennis courts!

Now imagine managing 10 tennis courts, 8 pickleball courts, 4 padel courts, and the multitude of coaches and programs that come with them. It's an overwhelming prospect. Much like the shift in admissions, a new type of racquet sports director is emerging.

This new leader will rarely be seen on the court. Instead, they'll operate behind the scenes, overseeing a team of department-specific directors who, in turn, manage their own staff of managers. For example, a tennis director, spending 20 hours on the court, will also manage a junior director and an adult director.

I firmly believe in investing in people. However, there's a crucial caveat: with a payroll this extensive, every hour spent off the court must generate significantly more revenue than an hour on the court. If this isn’t the case, that person isn’t suited for the position. Racquets directors and department heads need to be hard-working, mission-driven, and possess an entrepreneurial spirit.

If your tennis director is on the court all day while you have disengaged pros, empty courts, and dissatisfied clients, it’s time to rethink your staff structure. Investing in a strategic leader who can manage the big picture might be the game-changing investment your program needs.