MEMBERSHIP MUSINGS

Bonnie J. Knutson, PhD, is a people watcher. A professor in The School of Hospitality Business, Broad College of Business, Michigan State University, Dr. Knutson is a member of the Country Club of Lansing and the Michigan Athletic Club. She can be reached via email: drbonnie@msu.edu

Is Your Club Cheugy?

Well, is it? Is your club cheugy?

I bet 99.9 percent of your members have no idea whether their club is cheugy. This is probably true of you and your staff, too, unless, of course, you might be talking to a high school student who is caddying for the summer and a fan of TikTok.

Or maybe a college intern who is fulfilling a required internship in event planning and checks her Instagram the minute she is off work. Or possibly a newly hired Gen Z assistant dining room manager who daily checks out what Brazilian soccer star and influencer Neymar is up to.

For those of us who are no longer members of the youth culture, cheugy is sort of a catch-all word that is used to describe anything that is uncool, untrendy, or simply out of date. There is no hard and fast rule about what makes something cheugy or who determines it is cheugy.

But as Supreme Court Justice Potter Stewart reportedly said when trying to define obscenity in 1964, “I shall not today attempt further to define the kinds of material I understand to be embraced within that shorthand description…, and perhaps I could never succeed in intelligibly doing so. But I know it when I see it…”

So I ask you again, is your club cheugy?

The concept of a private country club is not new. Imported from the British Isles, it is widely believed that The Country Club of Brookline was the first such private country club in the United States. Established by a group of the social elite gentlemen of Boston, it offered exclusivity, status, and camaraderie to members invited to join.

And only those who were like them were invited. Only those who were like them were able to build social and business capital within the elegant rooms that membership provided. In their day, the private club was a center of power and influence in its community. Or as my husband always used to quip, “More deals were cut ‘on the 19th hole’ than in the boardroom.” And, to some degree, the precursor of “What happens in Vegas, stays in Vegas” was born in these early clubs, too.

Boy, have things changed. Or have they?

There is little doubt that the hallmarks of a private club have always been access and exclusivity. What has changed, however, is how the meanings of these two words have shifted. Or maybe I should say expanded.

In earlier centuries, clubs were the epicenters of status and power by limiting access, by maintaining exclusivity, and by restricting who was invited to join. Membership meant you were on the top rung of the social ladder.

It meant you played the finest golf courses with the titans of business, enjoyed the finest foods and drinks with community social leaders in elegant dining rooms, and celebrated your child’s birthday, graduation, and wedding in an exquisite, gilded ballroom. Membership meant exclusive access to the proverbial “right” people, the “right” place, and the “right” things.

But there is a new sheriff in town, and it is called the 21st-century club built on the expanded meanings of exclusive and access – not to just the right people, places and things, but to the right experiences.

I have often written about how clubs cannot just provide members with a place to eat, play, entertain, party, work out, hang out, or relax anymore. Instead, they must orchestrate memorable experiences for members.

Clubs in the future will use their facilities as a stage, their services as props, and their employees as actors to intentionally create lasting, memorable experiences for members. Experiences, I might add, that will find their way onto Facebook and Instagram. Clubs must exist and prosper in this experience economy.

My dad’s given name was Emilo, but everyone called him Eggie. I suppose that is why I have always had a fondness for the unconventional, fun-loving New York cab driver Iggy (played by Christopher Lloyd) in the old television series Taxi.

He wanted to be the best taxi driver in the world, so when he would pick up a passenger, he would serve them sandwiches and drinks, sing Frank Sinatra songs, and even give them a tour of the city. Iggy turned what might have been a dull, here-to-there cab ride into a memorable experience that his passenger would never forget – and would tip well.

His taxi became the stage, the food and beverages became the props, and he became the actor who staged the experience. It is the

In earlier centuries, clubs were the epicenters of status and power by limiting access, by maintaining exclusivity, and by restricting who was invited to join. Membership meant you were on the top rung of the social ladder.... Membership meant exclusive access to the proverbial “right” people, the “right” place, and the “right” things. But there is a new sheriff in town, and it is called the 21st-century club built on the expanded meanings of exclusive and access – not to just the right people, places and things, but to the right experiences. Clubs in the future will use their facilities as a stage, their services as props, and their employees as actors to intentionally create lasting, memorable experiences for members. Experiences, I might add, that will find their way onto Facebook and Instagram. Clubs must exist and prosper in this experience economy.

same for your club. Your facilities are simply the stage, your products and services are simply the props, and your employees are simply the actors that provide exclusive access to the member’s experience.

A club’s transition into this experience economy offers opportunities for rethinking and redesigning facilities – i.e., your stage. And if this past year has taught us anything, it is that we must rethink and redesign our spaces to take advantage of opportunities that we may never have thought about. To get your creative juices going, here are what I might term the virtual venue to consider how technology might be integrated into your facility thinking and planning.

First, if Live Nation showed us anything, it is that if people cannot go to the concert, the concert (for a fee, of course) can go to the people. Steinway Piano followed a similar path, producing virtual lunch concerts as a platform for artists to stay connected with their audiences. It was so successful that the platform is being re-designed for a post-lockdown era.

And what about those virtual celebrity greetings? Could they be customized for a member from the likes of Mike Ditka, Gabby Douglas, or even Ice-T?

From jumbo flat screens to 5K clarity to faster Wi-Fi to Firestick and Roku streaming, technology has opened the door for clubs to use the club’s physical footprint to expand members’ experiences into the club’s virtual footprint.

Then there are opportunities to partner with other clubs – far or near – to adopt a format similar to what Guy Fieri produced for “lockdown” segments in his Diners, Drive-ins, and Dives television show. Celebrity chefs sent him the ingredients for a dish that he prepared in his home kitchen.

Could you virtually offer lessons for adopting the Escoffier dinner to today’s lifestyle using skilled chefs from clubs – far or near – for members of all the participating clubs? Sort of a virtual progressive dinner.

Ditto with many other traditional club offerings that are traditionally done on-premises – book clubs, table scaping lessons, scavenger hunts, challenges and tournaments. And do not forget fundraising for charitable organizations related to the club industry, such as the Evans Scholars. There is strength in numbers.

Finally, think about how online barcodes can boost sales for your pro shops. There are several apps that can enable members to utilize their phone’s camera to scan the barcode to find information about a product and/or order it for either delivery or pick up at your club.

Think about birthdays, sending holiday gifts for snowbirds, or the chance to be one of the first to have the latest and greatest.

These apps are inexpensive or free, easy to use and offer an innovative and convenient experience for your club to engage with members. They also have implications for inventory and retail spaces.

These three brief examples only touch on how technological advances mandate fresh thinking about changing member lifestyles and multi-generational membership.

And they open the door to expanding your club’s physical footprint to a virtual footprint. This accelerated pace to champion virtual experiences has only begun. Have fun with it so your club will not be cheugy.

Your bottom line will thank you. BR

HR COMMITTEE

DAVID W. LACEY David W. Lacey was a two-term member of the board of governors at the Philadelphia Cricket Club. David can be reached at (215) 850-7999 or via email: dwlacey44@gmail.com

The COVID ‘Crisis’ at Premier Clubs

The Chinese use two brushstrokes to write the word CRISIS. One brushstroke stands for danger and the other for opportunity. In a crisis like COVID, it is best to be alert to the danger but recognize, too, the opportunity.

For this article, I interviewed six general managers, one of whom told me about how the Chinese view a crisis as both a danger and an opportunity. Much has been said in the print and electronic media about the danger that COVID represents, and justifiably so.

So here we focus on COVID as an opportunity for a private club. By defining COVID as an opportunity the leadership teams at these six clubs reimagined the reasons for and the importance of club membership.

In my conversations with the six GMs, several trends emerged from their emphasis on COVID as an opportunity. The trends are: 1. Highest level of safety protocols. The number one priority at these clubs was creating a safe and healthy experience for members. The enhanced safety and health protocols focused on 1) mandatory masking and social distancing; 2) enhanced cleaning and sanitizing of club facilities and 3) improved filtering of air quality among other health initiatives. The leadership teams talked frequently with local health officials and advised members about the importance of compliance with health protocols. Since the benefits of compliance were widely communicated to members and constructively enforced, there were very few COVID deniers at the clubs. Also, members who were well-informed by club leaders about the health and safety protocols would speak quietly and purposefully to reduce, if not eliminate, non-compliance by members with the required protocols. It was a good example of member-to-member oversight to ensure compliance.

2. Creation of a “new normal” at a club. A “new normal” for these club leaders meant bringing the club to its members. The operational practices of a “new normal” included 1) integrating curbside pick-up and delivery of food while satisfying the quarterly “food minimum” for members; 2) expanding outdoor dining facilities to address social distancing; 3) revising club menus by stressing simpler choices for further preparation at home by members and their families and 4) initiating more outdoor and fun activities, like croquet and pickleball. The “new normal” actions could be described as healthful and fun activities to strengthen member engagement. Beyond the program initiatives, the “new normal” meant that club members established a deeper and richer commitment to the club. It became the “place to be” for social connections, for a safe and healthy environment to enjoy the sports facilities, and to model for friends and children alike the healthy conditions of masking and social distancing.

3. Increased usage by club members. In the “new normal” during COVID, clubs did not compete with other interests of club members for their discretionary spending. The competing interests of travel, cultural events and entertainment did not exist. Nearly all members were at home and using the club. Members were taking full advantage of all the pluses offered by the club. The greater demand to use a club’s facilities by members is part of the “new normal.” But there is a cautionary question: Will the greater demand be sustained after COVID and lead to new capital projects for the expansion of facilities? As one example, clubs are lighting tennis and paddle courts, but not as yet building new courts. Several GMs said it is more prudent to increase playing time by adding lights and not incur significant capital expenses. At least not yet. Lighting is a capital expense, for sure, but it costs less than building new courts. Clubs will need to consider and plan for sustained, increased usage by members.

These trends indicate club leaders’ willingness to view COVID as an opportunity. In fact, clubs showing these trends retained a high percentage of members, and 50 percent of the clubs (3 out of 6) saw an increase in new membership.

This increase was a result of members expressing satisfaction to their friends and colleagues about the club as a “go-to” place. As one GM said, everyone is eager to be a member of the “go-to” club, and then you are embracing COVID as an opportunity. BR

For Henry DeLozier, Love of Golf Led to Private Club Career

By Dave White, editor

We all aspire in life...we just have different aspirations. For a young Henry DeLozier, it happened to be golf.

“I began playing golf at age four. I tagged along with my older brother and sister for the annual junior golf camp at the public course where I learned to play. (The camp cost $1 per child for a one-week session.) My first bona fide tournament was at age 10,» DeLozier recalled recently. And he set his eyes on a more advanced goal.

“I told my parents at age 12 that I would be an All-America golfer at Oklahoma State…and I achieved that goal.” From that level, DeLozier played golf professionally for three years when he made what was to become the toughest business decision of his life.

“In reality, I possessed greater talents than further investing time and treasure into a golf career. One could say that I was a good enough player to know that I was not good enough,” he offered.

So, DeLozier’s career led him from golf professional to director of golf to club manager to managing a portfolio of private clubs and club communities. “It’s been my privilege to be a part of some wonderful clubs, communities, and resorts,” DeLozier said, and the start of a career in the private club industry.

Today, DeLozier participates as a partner in GGA Partners, an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts, and residential communities.

And as BoardRoom magazine celebrates its 25th anniversary as the premier publication for the private club industry, it also celebrates DeLozier’s long-time participation as a contributor to BoardRoom.

“BoardRoom and GGA Partners have shared an earnest and productive relationship through these many years. The bedrock in that sharing has been constant professionalism from the publisher and the editor. On that bedrock, mutual respect, trust, and enlightenment developed and grew. Young people who join our company quickly learn that BoardRoom is a reliable source of thought-leadership,” he continued.

“Golf enabled me to enter the world of private clubs through the front door, although my family could have never afforded a membership. I treasure my childhood experiences at great clubs where I watched professionals of all descriptions – club managers, golf professionals, chefs, superintendents – performing in such admirable command positions. I was particularly attracted to their effortless capabilities and calm professionalism.

“There are direct connections from competitive golf to club leadership. First, one must be mentally strong and disciplined as the trials of golf and the demands of private club members require a fierce commitment to completion and achievement. My success as a competitive golfer enabled me to manage adversity and unexpected circumstances calmly and effectively,” DeLozier opined.

“Next, one must plan ahead and think logically in rapidly evolving circumstances. And third, one is responsible for his results with no excuses — each a powerful lesson for club leaders.

“My college golf coach at Oklahoma State, the legendary Labron Harris Sr., often encouraged us to ‘hang tough’ as he called it by reminding us, ‘If you want to get your hands warm, you have to put them close to the fire.’ From his advice and my experience in the fire of competition, I learned that one must become comfortable with being uncomfortable,” DeLozier emphasized.

He also credits his experiences as a golf professional in creating a path in setting his goals in club leadership and to where he is today as a partner in GGA Partners. It’s a company that provides strategy and operations services, including strategic planning, board facilitation, focus groups, government analysis, membership strategy, organizational analysis, financial modeling, technology planning and implementation, capital plans in business planning in the private club industry.

“My work in private clubs began in the early 1990s and it has progressed with boundless opportunity for me and our company. I’ve worked with many kind and talented people who have taught me about service, people, hopes, and dreams.

“Over the years, we’ve seen the advancement of professional capabilities of club managers and their staffs. In addition, there have been countless highlights in terms of business successes, including having created more than three dozen private club communities and seeing GGA Partners become a company that is respected and trusted by so many,” he added.

“The greatest highlights have been personal for me: (a) working with a selfless cancer survivor who constantly watches for opportunities to make other people›s lives rich with purpose; (b) learning the power of teamwork – and being part of a team – from a learning-limited dishwasher, and (c) hearing a club manager recalling the first swim lessons at his club, which produced a young woman

who won two Olympic swimming medals…and her fond memories of beginning at his club,” DeLozier declared.

GGA Partners can also provide benchmark information for clubs and give a 360-degree view of the business operation. And as the country and private clubs emerge from the depths of a pandemic, DeLozier insists it’s a time for re-evaluation.

“In developing predictions for the industry during trying times of the pandemic, it’s my opinion that now is the time for clubs to invest in their financial planning and get to work on re-evaluating finances and updating their future forecasts,” DeLozier suggested.

“Now is the time to review, evaluate and reset club debt levels. In addition, clubs need to recast financial projections based upon elevated joining/initiation fees arising from high demand.”

And in support of alacrity in financial planning, DeLozier noted that labor shortages spurred by the pandemic will increase payroll-related costs at a material level. He also predicts that a comprehensive risk review is needed at most clubs to evaluate possible impacts arising from cybercrime and/or declining club revenues during 2022.

“Uncertainty remains because of the pandemic and the economic impact, and clubs will do well to advance their planning while retaining budget elasticity. Clubs need to build flexibility into their budgets and operations,” DeLozier advised.

GGA Partners expects that private clubs will see the surge continue and that elevated golf rounds played by members will likely increase tee traffic compaction and accessibility.

DeLozier predicts the benchmark for the average number of rounds per member to be higher by approximately 10 percent following the pandemic and with increased golf course use by members’ spouses and family members.

Both factors, he says, will create a greater demand for tee times at private clubs.

But, at the same time, clubs should also be aware of their governance path.

“It’s a time when clubs should review existing governance practices, and policies and procedures will be refurbished and reinvigorated. This is a result of new ways of operating and governing that have arisen because of the pandemic, and some of these suggest an efficacy that can be sustained in a post-pandemic environment,” he offered.

“At a time when boards can measure the full range of financial performance metrics, updating club governing documents is a primary board responsibility.

“Board room succession planning must be formalized to prepare clubs for the inevitable downturn from record-high utilization,” DeLozier added.

So, where does DeLozier feel the future lies for the private club industry, especially after the industry has come through a major recession in 2008 and the COVID-19 pandemic of 2020-21?

“The future for private clubs depends upon the quality of servant leadership with each club. Clubs with values-driven leaders who understand that a private club is an emotional relationship – not a transactional relationship – between members and their clubs will prosper…and significantly so.

“The building blocks for prosperous clubs are (1) a culture of trusted and trustworthy governance, (2) sound and transparent financial structure, (3) an enhanced and robust facilitated lifestyle, and (4) an inclusive platform for socialization.

“My motivation and objective in my work is to put the needs of others ahead of my own. And my career has been rewarding because of the many people with whom I have worked.

“It has been my privilege through the years to work with many exemplary servant leaders who have taught me humility and vision. As a result, my life in service to private clubs has been rich, full, and consummately fulfilling,” DeLozier concluded. BR

Publisher’s Comments

It’s a Matter of Passion!

I’ve had the honor and pleasure of working with and learning from these two industry leaders – Rick Coyne and Henry DeLozier.

Why are they featured in this issue?

What has held my interest and friendship with these two people for 25 years?

It’s the same reason they are successful and have lasted so long in the private club industry. Passion!

They are both passionate about the private club industry and helping clubs succeed. They love our club industry, the people and ultimately care deeply that their solutions will provide club members happiness.

Evolution! Both these two men understand this industry needs to evolve, but they’re not calling for a revolution. They’re forward thinking and yet cautious.

They both inspire others to follow their dreams... never saying no to someone who needs help.

Lastly is attitude. They’re both positive people who look at a problem, how they can I fix it and find a way to do so. They keep the end in mind.

And both are recipients of BoardRoom magazine’s Lifetime Achievement Awards. BR — John G. Fornaro

Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com

Personal Investment in the Industry Highlights Rick Coyne’s Career

By Dave White, editor

“It’s likely we have all at one time or another said to ourselves, I wonder what else I could’ve done with my life. I have, and each time the answer has always been the same. What else could I ever have done to make me jump out of the bed each morning, excited to solve – drive another success or find new ways to address sustainable practices for an industry I love.”

That’s the sentiment of long-time consultant, mentor, innovator and advocate of the private club industry Rick Coyne. And it’s a path that has been much the same for Coyne’s long valued relationship with BoardRoom magazine, which this year is celebrating its 25th anniversary of service and education for the private club industry.

Coyne, president of ClubInsights, happened to be one of the first people in the industry who acknowledged the efforts of BoardRoom publisher John Fornaro in providing support for club boards of directors and management. It’s a relationship that goes back many years.

“Interestingly, BoardRoom happened to be part of a progression of thoughts and ideas instigated by the entrepreneurial spirit of John Fornaro. Earlier, John and I met with the idea of creating the Professional Club Marketing Association. It was all part of a grand plan to drive resources to the private club industry,” Coyne expounded.

“As an educator dedicated to the industry, as BoardRoom was launched and flourished, I eagerly involved myself in writing various articles related to membership and strategic planning. Watching the simultaneous growth of the industry and the magazine has been quite interesting as well. In the beginning, while written to support general managers and department heads, there were concerns by many that the editorial process would potentially expose weaknesses in the management structure,” he added. “Nothing could have been further from the truth.”

“Over time, the industry recognized BoardRoom provided a forum to substantiate weaknesses in governance, offering corroboration to general managers and educating volunteer leadership. It has evolved as a truly winning combination for the industry and began at a time that the industry needed leadership, including monumental growth of the game of golf and the addition of nearly 3,800 new golf facilities.”

BOARDROOM AWARDS

Expressing his opinion about the relationship of vendors and clubs, Coyne credits the development of BoardRoom Awards as a key factor in bringing true synergy to the club/vendor relationship and making BoardRoom the trusted source it is today.

BoardRoom Awards, designed to honor companies and individuals who contribute to the advancement of the industry each year, has contributed to unprecedented and collaborative improvements to the industry through this valuable relationship. Coyne has had the coveted honor as a recipient of many of these awards.

“I have been greatly honored to have been the first recipient of BoardRoom’s Lifetime Achievement Award, a two-time recipient of the Gary Player Black Knight Award as Educator of the Year, and numerous other awards for contributions to the industry,” he said.

“I believe these awards served to enhance the vendor relationships within the industry and have brought attention to the unique and important relationship between clubs and vendors.

“Certainly, BoardRoom has benefitted general managers, staff, boards and committees. My belief is that it also has created a tighter partnership within the clubs as boards, committees and management teams can learn and navigate the many challenges of day-to-day operations and strategic planning.”

From his personal point of view, not having any of his daughters engaged in the private club industry ranks as one of Coyne’s disappointments.

“It’s not disappointment in them, but rather disappointment in me that I haven’t been an effective enough role model for them to have seen the joy and happiness my career has provided to me and what I always hoped would be for them. There’s still time and I’m still hopeful,” he explained.

“We seldom get to live our dreams, but I have been that lucky. From traveling the world educating bright young stars in our industry to working with over 1,300 clubs and meeting countless ‘friends’, the journey has been amazing.

“I’m often asked why don’t you retire and enjoy life. If you’ve read this far, I suspect you know the answer. I am blessed to be with the people that I love at home and at work. There simply could be nothing more enjoyable.”

EARLY DAYS

“I began my journey through the industry in 1970 as a tennis professional, teaching and

playing, home-based in Chicago. Playing in tournaments and in those days, players generally car-pooled with other professionals while staying in the homes of members. A great treat for the young quick starts of tennis.

“My earliest recollections of clubs were formed by spending time within clubs and peaked by my curiosity about how they worked. It was intriguing to see differences in clubs as we traveled to tournaments week after week,” Coyne offered. “After a couple of years of this unique learning curve, I found myself drawn to engage the industry beyond teaching and playing tennis professionally. I became a club manager.

“My curiosity has never diminished over the years. I’ve seen voids and trends that could positively affect clubs and the industry. But I’ve also seen an industry steeped in traditions and, of course, ‘good old boyism,’” he added.

“Change has been more like a super tanker altering course than the swift boat corrections that were more the actualities. It soon became apparent that individual club management was likely not going to be a part of my career and I joined a company that was acquiring private clubs and was looking for progressive thinking and practices. It’s there that I learned a very important lesson,” he explained.

“Psychology remains the driver of all things member related, and it was a revelation that changed my life and my career. In short, growth, retention, members’ utilization, and their satisfaction in their club are all driven by member backgrounds and needs, and their very specific view of the world. Importantly, these things were changing constantly, and they continue to differ by demographic.

“Trends also changed needs,” Coyne intoned. “As dual wage earner households became more prevalent, women’s needs shifted, ultimately leading to significant shifts in club utilization policies.

“Watching trends and their influence on the private club industry has been one of the most interesting and valuable lessons I’ve learned over the past 50 years. In fact, it was this lesson that focused my attention on merging Club Mark Corporation with ClubInsights, combining a talented group of professionals in providing technology and systems that identify member needs and allow clubs to listen, act and improve.”

Many major events have shaped the industry from tax changes that devastated city clubs to the past 18 months of COVID-19. As we likely all understand, there will always be influences to deal with to remain healthy and sustainable.

“My observation of the industry is that it’s resilient, made up of very bright and creative minds, augmented by volunteer boards that can be a major positive influence on clubs and the industry. It has been a great ride, with some amazing people and BoardRoom has made the last 25 years even more interesting, bringing color and wisdom to the narrative,” Coyne said.

“One of the things I’ve learned is that markets are finite and predictable. Data is available to see depth of market, financial capability, interests and penetration. We see the future if we do two things. Follow the data. Know the competition not just from pricing, but also from services offered and perception of members.

Thomas B. Wallace III, CCM, CCE, ECM

BoardRoom’s Educator of the Year 2020

By Richard Kopplin

Someone once said that if you need to have something done, make sure you give the assignment to a “busy person.” That seems to aptly describe the lifestyle of Tom Wallace, who is the recipient of BoardRoom’s Gary Player Educator of the Year Award. I first met Tom when he was the assistant manager at The Country Club in Pepper Pike, Ohio, a suburb of Cleveland. Tom picked me up at the airport and was driving me to the club, where I was going to do a presentation at the Ohio CMAA Chapter meeting. During our conversation and while answering the series of questions I was asking him, it became evident that he not only had a sincere passion for the private club business but also a strong desire to continue to learn and share his knowledge with others. I continued to observe his career when he was hired at the age of 28 to be the general manager of the renowned Oakmont Country Club. While serving 10 years at Oakmont, he pursued his CCM designation and was also presented the Excellence in Club Management Award from the McMahon Group. Tom oversaw the 2003 U.S. Amateur, 2007 U.S. Open and 2010 U.S. Women’s Open at Oakmont, which some USGA tournament executives claim were some of the very best events they have held. It set a new standard for the major USGA events that followed.

It was during Tom’s tenure at Oakmont that I noticed his attendance at CMAA educational programs, both locally and at the annual world conference. I will always recall his interactive engagement with me during one of the programs, where I was the presenter during the CMAA World Conference in Hawaii. I was impressed with his questions and contributions to the session. (Even though I was a little put off by his not wearing socks to the meeting, something I still kid him about today.)

Tom had a reputation for developing very good employee teams, and I could see that his interest in educating his team leaders was a major factor in his management philosophy. He shared his knowledge of the club business not only with his subordinates but also with other club industry leaders. It’s likely the reason he was often asked to speak at CMAA meetings and conferences.

When Tom continued his management career at Mediterra in Naples, FL, he became even more engaged in presenting leadership programs and seminars to his peers in the industry. After joining Kopplin and Kuebler, soon to become Kopplin Kuebler & Wallace (KK&W), he initiated his teaching in the BMI programs developed by CMAA. Over the

years, he has instructed hundreds of managers and he continually ranks as one of the highest-rated presenters for CMAA. In looking at some typical comments from the attendees, many of them note that he delivers not only great content but does so in an entertaining manner with a base of personal knowledge. He knows of what he speaks.

In addition to writing numerous articles on a variety of club management and governance topics, Tom has traveled the country to present educational programs for CMAA chapters and private club boards. In a typical year, Tom works with 20 to 30 general managers and their boards at annual retreats, discussing the best management and governance practices in the private club industry.

While actively engaged in his writing, teaching, and executive search work, Tom also balances his busy travel schedule by spending time with his family. Additionally, Tom serves on the National Club Association Board, functions as the managing partner of KK&W and contributes his energy to the Club Leadership Alliance.

Education is his passion and the foundation of his very busy schedule, making Tom Wallace a truly worthy recipient of the Gary Player Educator of the Year Award. BR

Richard Kopplin is a partner, Kopplin Kuebler & Wallace. He can be reached via email: dick@kkandw.com

Thomas B. Wallace III, CCM, CCE, ECM is a partner, Kopplin Kuebler & Wallace. He can be reached via email: tom@kkandw.com

THOMAS B. WALLACE III, CCM, CCE, ECM

THOMAS B. WALLACE III, CCM, CCE, ECM AND KURT KUEBLER, CCM

THOMAS B. WALLACE III, CCM, CCE, ECM AND RICHARD KOPPLIN

©Club Management Association of America and EPNAC, 2020

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EXECUTIVE COMMITTEE

GORDON WELCH Gordon Welch is president of the Association of Private Club Directors. If you or your club are having issues with your board meetings or are interested in a board orientation, please call me at (918) 914-9050. I would love to help.

Put Down Your Phone

Recently I spent a week in sunny Florida and it didn’t disappoint.

One glorious day I found myself on my favorite beach in Palm Coast. It has never failed to have few visitors, but many prized shells washed up from the ocean, and it’s the finest that I’ve experienced.

It was at this beach 17 years ago that I wrote my first article for BoardRoom magazine. I clearly remember the other patrons on the beach as they sat and looked at their phones. I was surprised that they were looking at their phones and not the beauty before us.

The title of the article was “Second Chances” and it basically suggested that many people get a second chance at life — maybe through a heart transplant, sobering up, a hand up or even better communication.

But I remember writing about the people walking around in our everyday lives looking down at their phones. I compared it with those of us on the beach looking down in search of seashells. But I will still not understand choosing to read a phone while in front of such beauty.

The same thing happened on Mother’s Day recently. We had taken my wife to brunch at a fine dining restaurant...newly remodeled and beautiful. The food was great, and they served my wife’s favorite brunch items.

We were discussing the beautiful changes that had been made when I was noticed the people around us. I’m guessing 50 percent of the patrons were looking at their phones. Gosh — this must be a pet peeve. It is!

One day on our trip we had decided to go to one of the large amusement parks in Orlando. It was a new experience for us as we had not gone to this park before.

As we walked the grueling 20,000 steps, I can tell you that at least a dozen people walked into me because they were looking down at their phones, and I’m not hard to miss.

What does this have to do with the boardroom? Well, here I go — do not allow mobile phones in your boardroom. Do not allow air pods in your boardroom (they can be used as listening devices) either.

Please do not tell me that you may need to look something up. If you need to look something up, you are not prepared.

I have been present at too many board meetings where people are “bored” and not paying attention to the discussion. Then, the conversation becomes important to them and they need to catch up to know what just took place.

I encourage the boards that I work with to either have a separate table to place keys and phones or not allow them to be out during the meeting.

As board members attending a club board meeting, you have been elected to represent the membership of the club and you have agreed to attend board meetings. You have a fiduciary responsibility to attend and pay attention at the meetings.

Being on your phone at a board meeting is not only rude and unprofessional but it shows people what they have to say doesn’t matter to you. This is like the person that is always late to meetings. Their time is more important than yours? No, but they think so.

When you show up for the boardroom, be prepared and look up. People want to see your eyes, and they want to “feel” important and heard. Pay attention in the meetings and vote as one body. For goodness sake, put your phone down! BR

Being on your phone at a board meeting is not only rude and unprofessional but it shows people what they have to say doesn’t matter to you...When you show up for the boardroom, be prepared and look up. People want to see your eyes, and they want to “feel” important and heard. Pay attention in the meetings and vote as one body. For goodness sake, put your phone down!