In my journey as a business leader, I’ve encountered my fair share of challenges, particularly in the leisure industry, facing hard times like dwindling customer numbers, high employee turnover, low motivation, and increasing complaints from the few clients which can feel overwhelming. However, I learned that with the right strategies, it’s possible to turn things around. Here's how I 
crossed those turbulent waters.


Engaging and Motivating Existing Staff


The first step I took was to connect with the existing staff. I realized that motivated employees are key to providing excellent customer service, which in turn drives sales. I held frequent meetings across different departments, fostering open communication and collaboration. This encouraged staff to voice their ideas and concerns, making them feel valued through weekly planning meetings. This sense of ownership led to increased motivation and a better work environment.
I equally introduced a strategy of repositioning talent through understanding each employee’s interests and strengths, repositioning them in roles where they could thrive. This not only improved morale but also enhanced productivity.


Leveraging Staff as Marketing Ambassadors


Once the staff felt motivated, I tapped into their potential as marketing and sales ambassadors. They were not just employees; they were the face of our business and we exploited this option because we did not have funds to hire 
sales and marketing executives. 
I encouraged staff to share their positive experiences and promote our offerings to their networks especially simple and small events like birthday parties, company get together, old students’ gatherings among others. This grassroots marketing approach helped us reach potential customers who did not know about us.


Creating Special Offers for Clients


To attract more customers, I introduced special offers tailored for different occasions. We began offering our venue for free for birthdays, baby showers, and small parties. This not only drew in new clients but also encouraged repeat business as satisfied customers would return for other services.


Networking with Tour Guides, Boda Boda Riders and Radio Stations


Recognizing the potential in tourism, I reached out to local tour guides, boda boda riders and tour operators by offering them special deals for bringing tourists to our establishment.
We created packages that included meals and experiences (buffet) tailored to tourists, which helped to boost our visibility and customer base. I also engaged local boda boda riders as envoys to promote our venue. Their 
recommendations to tourists and locals alike became invaluable. I reached out to local radio stations to form partnerships for promoting our venue and events. This included advertising our specials (buffet, breakfast and evening BBQ) and upcoming theme nights, ensuring we stayed top-of-mind for potential customers.


Strategic Management Meetings


I engaged management in strategic discussions to identify further areas for improvement where we discussed the need for better facilities, like introducing new toilets to enhance customer comfort and reduce wait times.
In these meetings we came up with important ideas like having partnerships with local banks for their lunch, send-off parties and staff gatherings. This not only increased our client base but also established us as a go-to venue for corporate events.


Focusing on Staff Retention


High employee turnover can be detrimental to any business, especially in the leisure industry.
I emphasized to management the importance of retaining staff who had institutional knowledge. By investing in training and creating a positive work culture, we aimed to maintain continuity and enhance service quality.

Launching Theme Nights


To attract night revellers, we introduced themed nights that appealed to different demographics. From trivia nights to live music events like cultural camp fires, live band and dancing from the past, these creativities not only boosted attendance but also created a vibrant atmosphere that encouraged customers to spend more time and money at our venue.


Let me say goodbye with the biggest testimony; transforming our business from selling just three plates of food a day to an impressive 150 plates daily, even in a competitive market with limited foot traffic. The key takeaway from 
my experience is that turning around a business in tough times requires a multi-layered approach that includes; engaging staff, understanding customers and fostering partnerships within the community.