PUBLISHER’S PERSPECTIVE

John G. Fornaro is the publisher/CEO of BoardRoom magazine, co-founder/CEO of Distinguished Clubs and the CEO of the Association of Private Club Directors (APCD). If you have comments on this article or suggestions for other topics, please contact John Fornaro at (949) 376-8889 or via email: johnf@apcd.com

Educating Board Members Makes a Difference

Often private club boards are viewed as a necessary evil – can’t live with ‘em, can’t live without ‘em. But the fact is, boards can be healthy and functional.

Board members, however, must know what’s expected of them, as should committee members, and perhaps the best way is to provide a detailed job description. Just like any other position in the workplace, directors need to know what’s expected of them.

Governance is a prickly subject. Private clubs that started as the domain of a few are now appealing to a much broader market and people who want a say in the direction of their club.

There’s a legion of reasons, not the least being the fact that a robust and cohesive board can give a private club the thrust, the drive…the impetus and the vision to achieve its – the members’ – goals.

So how do you ensure that your club has a robust, cohesive board to address the many critical issues facing clubs today and leading your club to a successful future?

Education is, of course, a major thrust…the direct education of board directors. However, the focus must be on what is often termed “stewardship”, where the objective is focused on solid decision-making providing sustained leadership and stewardship for the club today and into the future.

Early preparation unquestionably can prevent difficulties further down the road.

It’s patently clear with club boards, as it is in many aspects of our lives today where we depend upon other people for what we do, that a board of directors is only as effective as its weakest members. If board members aren’t doing the job they committed to and for, it unquestionably has a tremendous impact not only on the board but also on the entire private club.

This can be especially true if a board member is the weakest link by their choosing…i.e., a lack of commitment, little or no pre-board education or orientation, little or no pre-meeting preparation, being a disruptor or a failed team player. And make no mistake, these board members exist…you may have one in your midst!

How many evenings or board meetings have been frittered away with little being accomplished while someone harps on their agenda or because an ineffective board member simply hasn’t prepared properly for the meeting and items on the agenda? How often have you gone home with that empty feeling that little, if anything, has been accomplished?

Is your board on board? Where does it all begin?

“I believe that once the nominating committee has picked its slate, the GM/COO/CEO has a responsibility to start educating those future board members on the club’s inner workings and the government systems. Unfortunately, too many paid leaders are hands-off in this approach, and I truly believe that the sooner you can start the education process, the better the organization will benefit from it,” expressed Michael McCarthy, CEO of Addison Reserve Country Club, Boca Raton, FL.

While an early start on the educational process is essential, Tarun Kapoor, managing director, Kapoor and Kapoor Hospitality, San Marino, Ca, views a club’s committees as a good starting point.

“Ideally, board members are sourced from committees where active and contributing members are cultivated. They are given the

Board orientations and retreats are imperative every year and all board and committee members need to participate. Not only does this become an orientation for board members and future board members, but it also allows a longer view of the future based on the club’s strategic plan. It’s as we’ve always said at BoardRoom magazine, “Replace emotion with facts.”At least, that’s the way I see it.