b'I bought an event coordinator book and looked for instruction on YouTube. I asked, What are we missing? The industry is always evolving. Prairie Dunes is a rolling mentorship, she says, and opportunity to learn on the backs of experienced leadership in other departments. Lesson one was learning to say a kind no to others when there was a better, more efficient way to do something. I was promoted to events director in January 2023 andGRILLING STANDARDSstarted taking over the management of all club events. AtThe golf course, Calloway shares, is phenomenal and the the end of 2023, when our F&B director chose to retire, shegolf staff is established. Tremendous emphasis has been asked me to step into her role. I said I wasnt quite ready butplaced on creating a system that produces an exemplary would love to serve as interim director. By January 2024,experience for the membership. The F&B culture didnt get I was officially in that role while also continuing as eventsas good a read from members; the board turned up the director. What Calloway doesnt tell us, what we had to learnheat on high staff turnover and what had become a relaxed from others about her stint at Jillians, for example, is thatattitude toward service. she has a natural eye and drive to close a gap in leadership.Hearing the expectationstighten it up, clean it up and Calloway is candid about what it meant to walk onto anretrain staffwas like being thrown into the fire. It was experienced directors turf. She had more to learn about thedifficult at first. Id hear, Hey, our system is not broken. back end of things, she says, from budgeting to managingWhy are you trying to fix it? It was a case of this is what is a team. Keeping her sharp focus on member needs, shefamiliar to us, so this is what is right. Calloways department was also now at the service of the Club. In April, however,lost several servers to the new culture war by the end of the the Club hired a permanent F&B director. We want you tofirst quarter.become F&B director, but were going to hire someone in was hard to hear, Calloway acknowledges, but I realized I nowLearning to listen and validate feelings while pushing had a heart beyond my own interests. I wanted Prairie Dunesforward to do what had been asked of us presented a huge to succeed, and I wanted to help create that success.learning curve. She shares her surprise that she could be unfiltered, sensitive, not mindful enough of her words and When by July it appeared a proper fit couldnt be establishedtone. We needed the wakeup call and I needed to change with its new F&B director, Calloway returned as interimmy mindset to one that said, in spite of much pushback, I am director and received the permanent title in November 2024.here to lead this team. Im determined to operate the F&B area of the Club like ImCalloway found the moxie to say to her team, Youre all running my own restaurant. If I make a mistake, I will ownfeeling something different, and you are entitled to those it and try very hard not to repeat it. Running, she is. Thefeelings. Ive been in this situation and its ok to feel stressed. Prairie Dunes board of directors and executive leadershipBut this is where were going and were going to get there have high expectations. as a team.GM Thomas Barksdale steps into this picture to applaud Calloways management TESTING skillset: When it comes to leadership chops, shes Wagyu; the best of the best. METTLE She has the capabilities, commitment and heart to deliver a superb performance over the hot flame that is the very nature of the hospitality business.6'