BoardRoom magazine September/October 2017

Th e Bo a rd Ro o m ma ga zin e

CELEBRATING 21 YEARS OF EDUCATING THE PRIVATE CLUB INDUSTRY ISSUE 272

|

VOLUME XXI SEPTEMBER/OCTOBER

Vo lume XXI, Sep t emb er/Oct o b er, 2017

10 | PUBLISHER’S PERSPECTIVE WHAT MAKES A GREAT PRIVATE CLUB?

28 | BOARDROOM AWARDS LYNNE LAFOND DELUCA - RECOGNIZED AS BOARDROOM’S EDUCATOR OF THE YEAR 2016

60 | TECHNOLOGY FEATURE DO I REALLY HAVE TO USE INDUSTRY-SPECIFIC SOFTWARE TO RUN MY CLUB?

Clubessential

clubsystems group

ClubTec

CC Tech Partners

EZLinks

FOOD-TRAK

Jonas Club Software

MembersFirst

Northstar

Paisano Performance

Signera

TAI Club Software

BOARDROOM MAGAZINE TECHNOLOGY FEATURE - PAGES 40-63

DAVE WHITE

EDITOR’S NOTE

Dave White is the editor of BoardRoom magazine. If you have comments on this article or suggestions for other topics, please send Dave an email to: dave@boardroommag.com.

How Do You Prepare for the Future?

The stream of technology continues…and it’s time for some of the industry’s suppliers to tell their story, to give us their opinions of the what, where and why of today’s club technologies, including case studies.

These are viewpoints that can cast some light on your discussions with your technology suppliers.

So how do clubs prepare for the future? What to do, because digital devices are how younger club members read, listen, search and generally communicate with their families, friends and work colleagues. How do clubs accommodate the requirements of the next generation? What decisions do boards of directors face? Who leads the charge?

As well, technical innovation is happening in the industry’s administrative and management areas…that also focus on a club’s member experience.

ClubIQ, another innovation from BoardRoom magazine and BoardRoom Distinguished Clubs, stands out as a prime example, and as explained in our cover story, ClubIQ ‘holds oodles of promise in helping private clubs deliver on their members experience.’

ClubIQ finds its genesis in the methodology used to measure the member experience at BoardRoom’s Distinguished Clubs, and the methodology has been transformed so that clubs can now measure their member experience from their members’ perspectives. BoardRoom’s Distinguished Clubs’ ClubIQ polling software allows clubs to monitor their member experience and make timely improvements in response to member sentiment and requests.

It’s on-going daily data collection throughout the year, that’s timely and relevant because it offers insight gained daily about recent member experiences, providing proactive insight.

Since its inception in 2015, ClubIQ has helped private club general managers gain real-time insight about departments, and what matters most to their members.

Specifically, ClubIQ indicates how satisfied members are with a club’s various departments. And it comes from qualitative data, and in our cover story, five BoardRoom Distinguished Clubs lay bare their experience and the response of their club members to ClubIQ. Of course, the member response leads to a response by each club’s management in a very timely fashion.

This is key…No more waiting for year-end surveys and each club’s management knows where their departments stand with their members.

It’s as we’ve always said with BoardRoom…‘replace emotion with facts.’ That’s exactly what ClubIQ does for each club.

4

BOARDROOM | SEPTEMBER/OCTOBER 2017

n

n

n

Also in this issue, Global Golf Advisors’ Michael Gregory and Bennett DeLozier, both Millennials, address the membership challenges and how clubs can search out Millennials in the right manner.

Not surprisingly, the Millennial market represents an astounding $200 billion in annual buying power, and for private clubs to ignore this market (even with its challenges), just doesn’t make sense.

Millennials, young as they might seem to be, know what they want and private clubs have to deliver if they want Millennial members. A combination of purpose, authenticity and simplicity packed into a credible message delivered through a relevant medium is the way to reach Millennials, says Gregory and DeLozier.

“To a young person, cost-benefit considerations are typically followed by need-want assessments. If we can’t justify our need for it, we’re unlikely to pay for it,” suggests the writers. And for Millennials, the ‘medium is the message’, and for Millennials, the medium comes through mobility…Smartphone, iPads and tablets and probably even more important, text messaging.

So, if private clubs are seeking Millennials, the clubs should know where to look for Millennials…online and usually on their Smartphones.

n

n

n

Caleb Christopher, in his first contribution to BoardRoom, suggests clubs ‘wake up and smell the cyber.’ Christopher leads a team of certified ethical hackers to conduct cyber assessments for clubs and organizations.

We all, with our computer systems, want something that’s convenient, functional and allows fast service to private club members. Often, it seems, security of many systems fails because of these desired qualities.

The fact is, private clubs have what Christopher calls, “an incredibly high hack value’, not surprising, given the members’ confidential information that’s stored on any one system. However, it often seems clubs don’t take prudent security measures.

So, the question to clubs remains: How and from whom do you want to find out how vulnerable your club is?

That question alone is enough to make a club’s IT department and staff to go back to square one and ask: Are we secure enough? If your answer’s no, then it’s blatantly obvious your club needs a ‘cyber checkup’ and the sooner the better. BR

Publisher/CEO

Co-Founder/CEO

John G. Fornaro

John G. Fornaro

Editor/Co-Publisher

President

Dave White

Keith Jarrett

Assoc. Editor/VP Creative/Co-Publisher

Chief Analyst

Heather Arias de Cordoba

Frank Gore

APCD Executive Director Bill Thomas

Chief Information Officer Jeff Briggs

Editorial & Marketing Director Dee Kaplan

Executive Director Bill Thomas

Account Manager

Business Development Manager

Dina Alleluia-Carr

Christiánne Kinder

Contact Information

Contact Information

www.BoardRoomMagazine.com www.apcd.com (949) 376-8889 or (949) 365-6966

www.DistinguishedClubs.com (949) 376-8889

Subscriptions and Website Heather Arias de Cordoba www.BoardRoomMagazine.com (949) 365-6966

Featured Columnists Henry DeLozier John G. Fornaro Bonnie J. Knutson Nancy M. Levenburg

Jerry McCoy Gregg Patterson Kevin F. Reilly Bill Schwartz

Thomas B. Wallace III Dave White

Contributing Writers Joe Abely Heather Arias de Cordoba Skip Avery Ronnie Applewhite Chris Boettcher Bill Boothe Kurt Burmeister Lisa Carroll JaeMin Cha Ronald F. Cichy Rita B. Craig Bennett DeLozier

Nicolette DeLuca Dave Doherty Dave Duval John Embree Jim Fedigan John Finley Steve Graves Michael Gregory Rob Harris Larry Hirsh MiRan Kim Seung Hyun “James” Kim

David W. Lacey Lynne LaFond DeLuca Rick Ladendorf Chef Edward Leonard Ryan Maione Craig Martin Mike McCleary Richard McPhail Robin Michael Steve Mona Macdonald Niven James Peverill

Leslie Roberts Steve Schendel Robert A. Sereci Rosie Slocum Craig J. Smith Robyn Stowell Michael Talbot Frank Vain Gordon Welch Bruce R. Williams Jim Wisniewski Philip L. Zeller

Endorsements, Strategic Partners and Allied Associations

BoardRoom magazine is published by APCD Inc. 1100 S. Coast Hwy. #309 Laguna Beach, California 92691 The BoardRoom magazine (USPS 022516, ISSN 15537684) is a bi-monthly trade publication. Issue 272 Periodical postage paid at Laguna Beach, Calif. and additional mailing offices. POSTMASTER: Send address changes to THE BOARDROOM magazine, P.O. Box 9455, Laguna Beach, Calif. 92652.

Reach The BoardRoom magazine at (949) 376-8889 ext. 1 or fax (949) 376-6687, email heather@boardroommag.com or johnf@apcd.com or visit the website at www.BoardRoomMagazine.com.

CONTENTS | SEPTEMBER/OCTOBER 2017

PUBLISHER’S PERSPECTIVE | 10

MEMBERSHIP MUSINGS | 12

WINNING STRATEGIES | 14

WHAT MAKES A GREAT PRIVATE CLUB?

MY THIRD PLACE

A TALE OF THREE PRESIDENTS

BY BONNIE J. KNUTSON

BY JERRY MCCOY

BY JOHN G. FORNARO

The history of private clubs around the world is well documented…even back to the 1600s in the UK, with a club named White’s in London. The earliest U.S. clubs date back to the 18th Century, some of which have evolved into the “great clubs.”

So, what is a great club…what characteristics make it great?

The South Side Civic Club (SSCC) was the heart of the Seventh Ward, the closely-knit Italian community in our home town. It’s where we celebrated every family occasion from a christening to a memorial lunch. But it was more than that. It was every Italian’s Cheers, where ”You wanna go, where everybody knows your name.” It was their Third Place. Is your club your members’ Third Place?

I recently read somewhere about a miracle diet. You can eat anything you want and just pray for a miracle. That’s how some clubs face planning. Over the years we have encountered many progressive groups of club leaders who understand that hope is not a strategy. They dig in and do the work necessary to position their clubs for progress in an ever-changing environment.

PLIGHTS AND INSIGHTS | 16

FOOD FOR THOUGHT | 18

GLOBAL PERSPECTIVES | 68

LISTENING TO COMPLAINTS

TECHNOLOGY WITHOUT PEOPLE FOCUS

WHEN YOU DON’T KNOW WHAT YOU DON’T KNOW

Complaints. We all hear them. We all have to deal with them. And they’re inevitable in business, but especially so in organizations that use people to provide services to people. Why? First of all, customers’ – or in private clubs, members’ – expectations differ.

Plainly and simply, there’s not uniformity in expectations or inputs. And these expectations differ over time.

BY B I L L S C H WA RTZ

BY HENRY DELOZIER

Automation of the food and beverage operations is a necessary step for private clubs intent on minimizing losses because of waste, spoilage, theft and over-portioning incurred by this department. However, technology is the easiest part of the solution. The harder part is the people side.

When you are a member of a private club’s board of directors, the volume and complexity of the issues that confront you and your fellow board members can be overwhelming. Despite the challenges, board members have fiduciary duties that require that they execute their duties knowledgably. For conscientious board members, damn the torpedoes, full speed ahead is not an option.

CLUB FACTS & FIGURES | 72

BOARDROOM BASICS & BEYOND | 86

TRIBAL MAGIC | 112

WHY A PRIVATE CLUB IS NOT A RESTAURANT OR…WHY ARE WE STILL TALKING ABOUT THIS?

CLUB AMBASSADORS CARRY THE TORCH - PART II

“SOCIAL NET WORTH” AND ITS KPIS

BY THOMAS B. WALL ACE III

BY KEVIN F. REILLY

Ambassador committees are your best friends. A committee of ambassadors is an alliance. How do we help them help the club and what are the benefits they provide without being a sales arm…directly? Ambassador committees started as a welcome wagon committee. But Ambassador committees can be a powerhouse for membership retention strategies and even membership sales.

Manager Sue’s Finance Committee at The High and Mighty Country Club is filled with Numbers Guys.

They want measurable metrics. They want “the numbers” to work the way numbers work in The World of Widgets. They’re bottom line thinkers.

Manager Sue knows business. She digs the numbers and she “does” the numbers. She understands The Machinery of clubs. She knows what’s needed to make the clubhouse, the pool, the tennis courts and the golf course HUMMM. But………

BY NANCY M. LEVENBU RG

“Why is our food and beverage operation losing money?” “Why are we budgeting to lose money in that area?” “My buddy earns a fortune running his steakhouse so why are we struggling to break even in that department?” I write about this issue every few years and I talk about it incessantly.

BY GREGG PATTERSON

SECTIONS COVER STORY. . . . . . . . . . . . . . . . . . . 20

DEPARTMENTS

Member Experience…and Satisfaction

ASSOCIATION OF PRIVATE CLUB DIRECTORS. . . . . . . . . . . . . . . . . . . . . . 28

By Dave White

Lynne LaFond DeLuca - Recognized As BoardRoom’s Educator of the Year 2016

By Nicolette DeLuca

CASE STUDY. . . . . . . . . . . . . . . . . . . . 38

C2 Limited Design

By Craig J. Smith

ASSOCIATION OF PRIVATE CLUB DIRECTORS. . . . . . . . . . . . . . . . . . . . . . 64

BoardRoom magazine Recognizes the Private Club Presidents of the Year

TECHNOLOGY FEATURE. . . . . . . . . . . 41

A Hole in One

By Heather Arias de Cordoba

TECHNOLOGY FEATURE. . . . . . . . . . 59

Important Issues You’re Club Faces

By Caleb Christopher

ASSOCIATION OF PRIVATE CLUB DIRECTORS. . . . . . . . . . . . . . . . . . . . . . 82

Designing with Tech

By Gordon Welch

TECHNOLOGY FEATURE. . . . . . . . . . 60

What’s Your Story? How the Story Elevates the Experience

By Lyn Falk & Allie Jeka

CULINARY & CATERING. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87

Do I Really Have to Use IndustrySpecific Software to Run My Club?

By Lynne LaFond DeLuca

ON THE FRONTLINES. . . . . . . . . . . . 88

Technology as a Solution

By Macdonald Niven & Kurt Burmeister

Thoughts on the Club Industry - A New Direction for Women’s Golf

by Bill Boothe

EXECUTIVE COMMITTEE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96

Expressions - And What They Mean

THOUGHTS ON THE CLUB INDUSTRY. . . . . . . . . . . . . . . . . . . . . . . . . . . 100

By Steve Mona

ON THE FRONTLINES. . . . . . . . . . . . 90

Private Clubs, Record Players & Traditions

GOLF DISPUTE RESOLUTION. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 101

By Robert A. Sereci

Lifetime VIP Course Memberships Prove Fleeting

By Rob Harris

INNOVATIVE IDEAS. . . . . . . . . . . . . . 92

Bag Tag Design Contest

TENNIS COMMITTEE. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102

By Meghan Thibault

Next Generation - A Tennis Innovation Workshop

By John Embree

INNOVATIVE IDEAS. . . . . . . . . . . . . . 93

Landmark Club Tour Steeped in History

By Meghan Thibault

COMMITTEES

INNOVATIVE IDEAS. . . . . . . . . . . . . . 94

Trick-or-Treating Map

GOLF COMMITTEE. . . . . . . . . . . . . . . 26

INNOVATIVE IDEAS. . . . . . . . . . . . . . 95

By Larry Hirsh

By Meghan Thibault

Heartfelt Thanks to Employees

By Meghan Thibault

CASE STUDY. . . . . . . . . . . . . . . . . . . 109

Altra Medical

By Leslie Roberts

Efficient Use of Real Estate Assets

MARKETING COMMITTEE. . . . . . . . 30

Turning Your Golf Performance Center Into a Marketing Tool

By Craig Martin

MEMBERSHIP COMMITTEE. . . . . . . 32

CLUB SERVICE. . . . . . . . . . . . . . . . . . 124

Exploring Lead Behavior

By Chris Boettcher

MEMBERSHIP COMMITTEE. . . . . . . 34

Bragging Is Not Bad

TECHNOLOGY FEATURE NORTHSTAR. . . . . . . . . . . . . . . . . . . . 40 CLUBESSENTIAL. . . . . . . . . . . . . . 42-43 CLUBSYSTEMS GROUP. . . . . . . . 44-45 CLUBTEC. . . . . . . . . . . . . . . . . . . . 46-47 FOOD-TRAK. . . . . . . . . . . . . . . . . 48-49 JONAS CLUB SOFTWARE. . . . . . . 50-51 MEMBERSFIRST. . . . . . . . . . . . . . 52-53 CLUBPAY. . . . . . . . . . . . . . . . . . . . . . . 54 CC TECH PARTNERS. . . . . . . . . . . . . . 55 DUDE SOLUTIONS. . . . . . . . . . . . . . . 56 PAISANO PERFORMANCE. . . . . . . . . 57 TAI CONSULTING. . . . . . . . . . . . . . . . 58 SIGNERA. . . . . . . . . . . . . . . . . . . . . . . 61 EZLINKS. . . . . . . . . . . . . . . . . . . . . . . . 63

By Steve Graves

Millennials Represent Opportunities

By Michael Gregory & Bennett DeLozier

MEMBERSHIP COMMITTEE. . . . . . . 36

Make Your Own Path

TECHNOLOGY COMMITTEE. . . . . . . 67

EXECUTIVE COMMITTEE. . . . . . . . . . 81

By Robin Michael

By Richard McPhail

The Importance of Club Communications During a Crisis HR COMMITTEE. . . . . . . . . . . . . . . . . 70

Cloud-Based Human Capital Management

By David W. Lacey

General Manager Job Security and Turnover - Part II

LEGISLATIVE COMMITTEE. . . . . . . . 84

Document Retention Policies

By Robyn Stowell

WELLNESS COMMITTEE. . . . . . . . . . 98

The Strawman Versus Reality

Wearables, Mobile Apps and Cloud-Based Platforms

EXECUTIVE COMMITTEE. . . . . . . . . . 75

GREEN COMMITTEE. . . . . . . . . . . . 104

EXECUTIVE COMMITTEE. . . . . . . . . . 74

By Frank Vain

Empathy and Engagement

By Rick Ladendorf

Customized Aerification And

By Ronald F. Cichy, Philip L. Zeller, Displacement Programs MiRan Kim, JaeMin Cha, Seung By Dave Doherty Hyun “James” Kim

GREEN COMMITTEE. . . . . . . . . . . . 106

If You’re Flying Drones 4 Ways to Optimize Member Involvement Be Aware of Your Responsibilities

By Rosie Slocum

EXECUTIVE COMMITTEE. . . . . . . . . . 76

ON THE FRONTLINES. . . . . . . . . . . . . 37

By Skip Avery

By James Peverill

EXECUTIVE COMMITTEE. . . . . . . . . . 78

GREEN COMMITTEE. . . . . . . . . . . . 108

St. Andrews Country Club Cares After Hurricane Irma

By Craig Martin

HOUSE COMMITTEE. . . . . . . . . . . . . 62

Long Term Strategies

By Lisa Carroll & Chef Edward Leonard

The Impact of General Manager Turnover in Private Clubs

By Joe Abely & Dave Duval EXECUTIVE COMMITTEE. . . . . . . . . 80

Trends - Technology Plus Youth

By Rita B. Craig

Options Remain for the Golf Industry

By Bruce R. Williams

GREEN COMMITTEE. . . . . . . . . . . . . 110

Infusing New Technology

By Steve Schendel

John G. Fornaro

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

What Makes a Great Private Club? the history of private clubs around the world is well documented…even back to the 1600s in the united Kingdom, with a club named White’s, documented as the oldest gentlemen’s club in london.

The earliest U.S. clubs date back to the 18th Century, some of which have evolved into the “great clubs.” Today, BoardRoom’s Distinguished Clubs is dedicated to preserving the institution of private clubs and encouraging ‘great clubs.’

So, what is a great club…what characteristics make it great? What’s the difference between a run-of-the-mill and a ‘great club.’ Is it the people…the amenities or the ‘intangibles’, that ‘it’ factor that great clubs possess?

“At Distinguished Clubs, we define a great club on its ability to deliver a world class member experience,” expressed Keith Jarrett, president of the Distinguished Clubs of BoardRoom magazine.

“What we have found consistently in Distinguished Clubs, is a commitment to excellence, roles and responsibilities clearly defined between the board, committees and management, an ongoing commitment to strategic and long-range facility plans, and a great general manager,” he added.

It’s pretty clear in Frank Gore’s mind. Gore, the chief analyst for BoardRoom’s Distinguished Clubs, during his tenure in the private club industry, has visited 4,040 clubs…and he’s adding new ones every week.

“Great clubs I have visited include The Union League of Philadelphia, Jonathan Club in Los Angeles, Fort Worth Club, University Club New York, Olympic Club in San Francisco, Southern Hills in Tulsa, OK, Atlanta’s East Lake Golf Club, Winged Foot Club in Mamaroneck, New York and the Florida Keys’ Ocean Reef, to name a few,” Gore expressed.

“Great clubs stand the test of time, they have vibrant and active members with a full roster of members and a waiting list to belong. They offer relevant programs, amenities, facilities and activities for their membership. They maintain their facility’s in pristine condition.

“They have well thought out strategic plans for the future. They have the courage to modify their offering and facilities to attract future generations of members but still maintain their heritage, traditions all while giving rever-

ence to their history,” Gore added.

“The club is more about the members and their experiences than the facilities. Members have a pride in belonging and there is a special bond between the members and the staff that does not exist anywhere else in the hospitality industry.”

Author Molly Cox, who has co-authored The Distinguished Club Experience with me, says, “a great club is one that continually engages its members and creates loyalty by delivering intangible benefits, value and meets unexpressed needs and desires. The culture support and empowers staff members in their efforts to delight the member.”

She offers the Union League of Philadelphia as an example.

“General manager/COO Jeffrey McFadden took a calculated risk to improve offerings and value to the members by opening satellite facilities (restaurants). As a visionary leader, McFadden paid attention to where League members worked and lived, how far they commuted. He took into consideration demographics and trends and took the idea to the board—which supported buying properties. The League now offers unique experiences, and value for those who can’t always drive to the club.”

That The Union League of Philadelphia exemplifies a great club is just not by happenstance.

“As we’ve said at The Union League of Philadelphia for the past 18 years and what continues to push us forward: great clubs don’t happen by accident,” expressed The Union League’s General Manager Jeff McFadden.

“Great clubs happen as a result of thoughtful planning, taking calculated risks and support from both the membership and the professional staff. Visionary leadership, a long history of good governance, both volunteer and professional, and a seriously detailed strategic plan have ensured not only success, but excellence.

“Never resting on our laurels, we continue to pursue any and all viable options that enhance membership value,” McFadden stressed.

“Adding satellite facilities in The Bungalow, The Union League Guard House and The Union League Golf Club at Torresdale has diversified our offerings and amenities and further proves that The Union League of Philadelphia is a Lifestyle Club and a great one indeed.”

See publiSher’S perSpective | 120

10

BOARDROOM | SEPTEMBER/OCTOBER 2017

bonnie J. KnutSon

MeMbership Musings

Bonnie J. Knutson Ph.D. 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 e-mail: drbonnie@msu.edu

My Third Place My nonno (italian for Grandfather) was a cobbler who would make and repair shoes for friends and neighbors.

When I was a little girl, every day when I got out of school, I’d walk the half block over to his little shop. I knew I would always get a small treat, a big smile, and a bigger hug the minute I walked in the door. There I would wait with him until the big round clock on the wall struck 4 o’clock, his closing time. He would then take off his old black stained leather apron, hang it on a bent nail in the wall, and wash all the day’s grime off his furrowed hands.

After he checked to make sure everything was in its proper place, Nonno would slowly lock the old wooden door, and along with his dog, Terry, the three of us trekked the block down to the South Side Civic Club (SSCC) where he would meet all his amici (friends).

They were all there – the butcher, the baker, and the candlestick maker, all of whom also closed their shops at 4 o’clock. They would gather together for their daily glass of wine, several games of bocce when the weather allowed, and a regular dose of hand-waving animated discussions about anything and everything. All the problems of the world got solved on a daily basis. At least, that’s what they believed.

The SSCC was the heart of the Seventh Ward, the closely-knit Italian community in our home town. It’s where we celebrated every family occasion from a christening to a memorial lunch. But it was more than that. It was every Italian’s Cheers, where ”You wanna go, where everybody knows your name.” It was their Third Place.

Is your club your members’ Third Place? If it isn’t, it could be and should be.

The concept of a Third Place was pioneered in 1989 by sociologist Ray Oldenberg, defining it as a hangout spot and conceptualizing it as an essential zone outside of home and work. He then described it as a welcoming space that cultivates essential social experiences in the company of likeminded people. Hmmm, does that sound like your club?

According to Oldenberg, Third Places share common traits.

• They are neutral, meaning no one is obliged to be there.

Contrast that with not showing up at work or home, where you might have a pink slip or an angry partner waiting for you.

• A Third Place is level, meaning status differences that matter so much elsewhere are not relevant. People are 12

BOARDROOM | SEPTEMBER/OCTOBER 2017

able to interact or communicate in ways that they simply aren’t at home or at work.

• Food and drink are the staples of socializing because it gives people something to do and helps institute a happy or somewhat festive atmosphere. They go there to hang out, to eat, drink, play games, be entertained, and just to chew the fat with others.

• Third Places have regulars; in fact, regulars define a third place. The more that people stop into their Third Place, the more they become regulars, where the bartenders get to know them well enough to finally just ask if they want “the usual.”

But a Third Place is more than just a cool place to hang out; it makes life worth living. Just think about it. Would you sleep on a couch in your office? Would you have your sales meeting in the dining room at home? It doesn’t matter how grand your home is or how impressive your work environment is, you need someplace other than work and home to get away from it all and socialize. Hence, the importance of your Third Place.

It’s also important for another reason too. With technology increasingly invading our homes and work spaces, it’s gradually isolating us socially. We can zone out with our computers, become hermits with our video games, and text to someone in the next room that dinner is ready or in the next office that the report is finished.

This syndrome is known as social isolationism or being isolated together. A Third Place restores human connections and lets you interact with people who are both like you and unlike you. This is essential for human growth.

So, let’s go back to your club and compare them to the characteristics of a Third Place.

Is it neutral? Check.

Is it level? Check What about food, drink and socializing? Check. Check.

Check.

And do you have regulars. Check again.

Remember, that for each and every one of your members, they may love their homes, they may love their work, but they all want – and need – a Third Place. Make it your club.

Your bottom line will thank you! br

JerrY MccoY

winning strategies

Jerry N. McCoy, MCM, is the president of Clubwise, LLC, a consulting firm specializing in strategic planning, master planning, operational audits and governance issues.

Clubwise was the 2013 Consulting Company of the Year by BoardRoom Magazine.

He can be reached at www.clubwiseconsulting.com or CMAAMCM@msn.com

A Tale of Three Presidents Strategic Planning Practices

i recently read somewhere about a miracle diet. You can eat anything you want and just pray for a miracle. that’s how some clubs face planning.

Over the years we have encountered many progressive groups of club leaders who understand that hope is not a strategy. They dig in and do the work necessary to position their clubs for progress in an ever-changing environment.

However, there are some still wishing for miracles.

Here’s the tale of three presidents. I’m using the term president as a catch all for club leadership groups, including executive committees, full boards or even just the president. These groups think they have the answer and don’t really want to expend the time or energy to really evaluate the total situation. The groups fall into the following three categories: 1. We are doing things right and don’t need to go through an unnecessary exercise.

2. We already know what our problems are and don’t need further evaluation.

3. We have limited resources and have more important items to spend our money on at this time.

The second example is those clubs that think they already know what the problems are. This can be a club where the membership demographic is changing. Club leaders know what the problem is but do not necessarily know how to fix it.

There’s a lack of a good communication strategy between the leadership, management and membership.

These clubs could be having membership attrition issues, a large need for capital infusion where the membership is mixed on how to address the issue, or just operational deficiencies that are causing member satisfaction issues. They know what the problems are but have yet to find the right answers because of their unwillingness to effectively plan strategically.

The third example is those clubs that have really dug themselves into deep holes. These clubs have sat back for years and allowed the status quo to drive decisions. Now the world has caught up with them.

These clubs could possibly have membership attrition issues, need facility upgrades or have an inability to compete in the present marketplace.

What all these clubs need to recognize is that a comprehensive strategic plan will generate both strategic and operational initiatives that will provide platform to help them solve existing problems and confront the potential of future problems.

Let’s examine each. First is the club where the leaders believe everything is great and they don’t need a strategic plan. Things are working within their present system of addressing need as it occurs. What clubs like this fail to recognize is that sometime in the future they will be surprised by a problem that, if addressed earlier, would have far less impact on the club both philosophically and financially.

Success can breed a form of arrogance that everything is all right. This can go on a long time and the club can become insulated to their continuing erosion of relevance.

Sometime in the future they will be scrambling around trying to figure out what happened.

14

BOARDROOM | SEPTEMBER/OCTOBER 2017

No one needs good strategic planning more than a club like this. However, these clubs normally have limited resources and are unwilling to pull the trigger to spend money on planning when they think they have higher priorities for its use.

What all these clubs need to recognize is that a comprehensive strategic plan will generate both strategic and operational initiatives that will provide platform to help them solve existing problems and confront the potential of future problems.

See WinninG StrateGieS | 118

nancY M. levenburG

plights and insights

Nancy Levenburg, Ph.D., is a professor in the Seidman College of Business at Grand Valley State University in Grand Rapids, Michigan. She is the President of Edgewater Consulting, and is a member of Spring Lake Country Club in Spring Lake, Michigan.

For more information, contact her at: levenbun@gvsu.edu or (616) 331-7475.

Listening to Complaints complaints. We all hear them. We all have to deal with them. and they’re inevitable in business, but especially so in organizations that use people to provide services to people. Why?

First of all, customers’ – or in private clubs, members’ – expectations differ. Plainly and simply, there’s not uniformity in expectations or inputs. And these expectations differ over time.

Each customer (member) presents a unique situation.

This is why older members may cringe with changing dress codes (for example, when they learn that denim jeans are now accepted in the dining room) or changing menu items (sushi versus steak and potatoes). On the other hand, younger members may be delighted! So what one member may view as good service quality, another member might not be satisfied with at all.

In addition, there’s a higher degree of customer/member contact in service organizations. When there’s a high degree of contact, every interaction becomes a “moment of truth” that will be judged.

And, finally, services can’t be inventoried. Unlike manufacturing, services cannot be stored… they can only be provided “on demand” – when members request them.

This is why responsiveness is an important service quality dimension.

with employees, club offerings, services, or the pricing of a planned event. According to Kristin Smaby (Being Human is Good Business), “when customers share their story, they’re not just sharing pain points. They’re actually teaching you how to make your product, service, and business better.”

So, don’t minimize – or discount – complaints and concerns voiced by members. If a member expresses a complaint to club staff that the $35/person price of an upcoming event featuring samples of appetizers and cocktails is too high, view it as just that. Maybe the cost really is too high. What the member is looking for is acknowledgement that they are being heard, and their opinion is important and valued.

Kaizen

Kaizen is the Japanese term for continuous improvement.

And it applies to facilities and equipment, methods, materials, and people. Instead of thinking, “If it ain’t broke, don’t fix it”, adopt the view that “Just because it isn’t broke doesn’t mean that it can’t be improved.”

One way to determine this is by asking members two simple questions: (1) what their expectations and preferences are; and (2) their perceptions about how well the club is doing at meeting those expectations.

And I strongly recommend this as a yearly (at least!) undertaking for any club… if the last time you did a member

It’s important to actively seek feedback from members, and listen (with empathy!) to them when they provide that, regardless of whether it’s good or bad. It’s only by listening to them and appreciating their issues that you can begin to take steps to resolve them. liSteninG to MeMberS

Consequently, something that all club managers and staff need to keep in mind is the old business adage that for every customer who’s willing to complain, or voice a concern, a whopping 26 other customers remain silent. This means that the lone complainer potentially represents 26 other members who are not happy, yet refrain from providing feedback. An oft-quoted statistic is that a typical business hears from only four percent of its dissatisfied customers.

Yet, it’s important to listen to them. A customer (or member) complaint highlights a problem, whether it’s a problem 16

BOARDROOM | SEPTEMBER/OCTOBER 2017

satisfaction study was 10 years ago, that’s ancient history. Do it again… and again. Any gaps that are uncovered in which perceptions fall short of expectations suggests a fruitful area for the club to work on improving member satisfaction.

What this means is that it’s important to actively seek feedback from members, and listen (with empathy!) to them when they provide that, regardless of whether it’s good or bad. It’s only by listening to them and appreciating their issues that you can begin to take steps to resolve them. br

bill SchWartz

food for thought

Bill Schwartz is the founder and CEO of System Concepts, Inc. (SCI). Based in Scottsdale Arizona, SCI is a food and beverage procurement and inventory management consulting firm and the developer of the FOOD-TRAK System, which is widely used in club operations around the country. Bill can be reached at (480)951-8011 or bills@foodtrak.com

Technology Without People Focus A Recipe for F&B Automation Disaster automation of the food and beverage operations is a necessary step for private clubs intent on minimizing losses because of waste, spoilage, theft and over-portioning incurred by this department.

However, technology is the easiest part of the solution.

Plenty of software is available to handle even the most complex club food and beverage setups. The harder part is the people side.

After decades of implementing F&B software for some of the most forward-thinking private clubs – even those with management and boards dedicated to the project, I’ve learned that getting people to change their ways is by far the most challenging aspect.

Strong F&B control requires changes in process flows.

These changes include the introduction of requisitions, transfers, purchase orders, receiving practices and culinary controls such as waste tracking and recipe management.

In all cases, the way things have been done in the past must change to accommodate an integrated set of process flows more attuned to the requirements of automated systems. In many ways, these disciplines should have been a part of the F&B protocol regardless of the presence of automation.

Simply improving receiving practices could lower food costs in most clubs by a full one to two percent of sales. But data collection and disciplines without meaningful and actionable reports to justify the time and effort generally result in either shortcuts or total failure to perform these duties.

Club management must focus on the implementation of these system, not simply the features and benefits if they want to succeed. Unfortunately, this is where developers of these systems fail to adequately perform.

Many developers provide software training, but ignore database construction – leaving this critical task up to individuals on club staff without proper background or time to properly complete the task. This is a purely economic decision on the developer’s part, because of the added labor cost and resulting higher fees required, which they fear will price them out of the deal.

Without the proper database to begin with, the systems are doomed to fail regardless of how willing staff members 18

BOARDROOM | SEPTEMBER/OCTOBER 2017

may be to participate and make changes in their daily activities. The resulting inaccurate reports cause a loss of faith in the system and eventually either abandonment or at best partial use, making the system marginally more valuable than the spreadsheets it replaced.

Success with this type of technology requires three important factors – expert database construction, hands-on training and attention to staff workflow transition. Only then can true success be achieved.

An approach where the developer builds the database, prepares the staff for the changes and then trains each affected staff member using their own data in the performance of their new duties, and finally working on-site to help smooth out the first few days of operation under the new system is critical.

Of course, this additional labor increases the initial investment for the club, but helps insure the investment is worthwhile and realizes the intended cost saving objective.

From the technology side, there must also be built-in wins for each staff member in order to gain their support and confidence. The use of mobile apps, pads and scanners make data collection easier and more enjoyable and have helped tremendously in this regard.

Reports and approvals via e-mail and text messages are another more familiar way for staff to relate to the system.

Integration with POS, accounting, distributor and catering systems reduce labor significantly – another benefit for the staff. And the ability of the developer’s on-site implementers and web-based trainers to answer questions and ease any anxiety associated with change makes the process far less stressful.

Considering the benefit to the club’s F&B financial results – generally savings of three to six percent of F&B revenue, even the club with $1 million in F&B sales can easily save $30-$60,000 annually, far exceeding the cost of the automation project.

In the end, with the focus just as strongly on the implementation as it is on the software itself, even smaller clubs can create a recipe for success and take full advantage of F&B control automation. br

ClubIQ Means Measuring

Member Experience… and Satisfaction

bY Dave White, eDitor

‘What gets measured…gives you knowledge…gets done…gets improved.’

Words like an old chestnut that are an oft-repeated idea or considered conventional wisdom.

But, with BoardRoom magazine’s ClubIQ, there’s more than a grain of truth to this old chestnut. ClubIQ, another innovation from BoardRoom’s Distinguished Clubs, holds oodles of promise in helping private clubs deliver on their member experience.

The idea rises from the need private clubs have to understand what their members want and need in today’s very competitive private club market.

ClubIQ finds it genesis in the methodology used to measure the member experience at BoardRoom’s Distinguished Clubs. An objective of Distinguished Clubs, of course, is to help vitalize and preserve the institution of private clubs by fostering a ceaseless drive to improve the experience private clubs provide to their members.

“We’ve been able to transform the basis of our Distinguished Clubs methodology to measure member experience from our perspective and develop ClubIQ. This means clubs can now also measure member experience from their member’s perspective,” explained Keith Jarrett, president of Boardroom’s Distinguished Club program.

Private clubs are always seeking ways to better understand member usage patterns, either by location or amenity and there’s been a need for a more efficient member name recognition system and timely members feedback.

“During our visits to BoardRoom Distinguished Clubs, general managers and department heads continually have 20

BOARDROOM | SEPTEMBER/OCTOBER 2017

been asking if there is a way to capture information about club members that allows the club and its staff to respond quickly to members’ wants and needs,” Jarrett offered.

“It became clear that we needed a more efficient way to shorten the time period for receiving information, including feedback from members, along with more detailed information, and the fact boards and club management want to enhance member experience ideas based on information a club receives from its members.”

So, BoardRoom’s Distinguished Clubs’ thinkers have come up with the answer. “A private club using ClubIQ can measure member experience on an ongoing basis instead of a once a year member satisfaction survey, and that makes it even more valuable to management,” Jarrett added.

In a nutshell, ClubIQ essentially is a complete physical exam of a private club. Your family doctor when completing a physical examination wants to know your pulse rate, your respiratory rate, body temperature and blood pressure…your basis vital signs.

So likewise, for a private club, the board and management needs to be fully aware of a club’s vital signs…where the club stands in relation to the club’s average member satisfaction, its member experience index, the net promoter score and quad charting.

And that’s the thrust of BoardRoom’s Distinguished Clubs’ ClubIQ polling software that allows clubs to monitor

their member experience and make timely improvement in response to member sentiment and requests.

It’s on-going daily data collection throughout the year, that’s timely and relevant because it offers insight gained daily about recent member experiences, providing proactive insight.

Since its in 2015, ClubIQ has helped private club general managers gain real-time insight about departments, and what matters most to their members. Specifically, ClubIQ indicates how satisfied members are with a club’s various departments. And it comes from qualitative data including: Average member satisfaction: This offers the unweighted raw average of your members’ responses regarding satisfaction. It’s comparable to the results of traditional annual surveys.

Members experience index: This answers the question: How good are we at providing the best possible member experience, according to what most important to our members?

Net promoter score: Is a customer loyalty metric based on a direct questions such as: How likely are you to recommend our club to a friend or colleague?

Quad chart: A quadrant analysis allows a club to see quickly and exactly where to focus efforts to improve the club’s members experience. It plots responses to the expe-

rience and importance questions to explain the members experience to club members.

And all this data (results from the previous day’s polling) is easily available to a club’s management and departments through daily intelligence reports via email.

Simply, clubs use ClubIQ to supplement or replace their annual surveys, and management knows where their departments stand with their members. As well, it allows for development of underperforming departments, lets management know which staff members are performing well, and not surprisingly ‘replaces emotion with facts.’

As well as providing daily information, ClubIQ also helps clubs allocate their resources effectively to foster higher usage by members.

Here’s how several Distinguished Club responded to questions about their ClubIQ experience. (See questions in accompanying sidebar.)

Sarasota Yacht Club, Sarasota, FL: CEO Bernie Kloppenburg (See questions below.)

1) ClubIQ has given us a tool to measure the club experience in a consistent and objective manner. We had conducted summative types of surveys before using Club IQ. While we had robust data from those surveys, ➤

Bernie Kloppenburg and staff from Sarasota Yacht Club, Sarasota, FL

Several BoardRoom Distinguished Clubs using ClubIQ like the benefits for their club and members, and responded to these questions: 1) ClubIQ allows private clubs to monitor their member experience. What has been your club’s experience in using ClubIQ? How does it give real-time insight and understanding into various departments and what your members want?

2) How have your members responded to the introduction and use of ClubIQ? 3) How and where are you using ClubIQ? 4) How does Club IQ help your club’s management make decisions of what’s important to Sarasota members?

5) Has the use of ClubIQ allowed your club to make decisions regarding improvements and the allocation of resources?

6) Can you give some examples of how the club and its members have benefited through the use of ClubIQ.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

21

we only received the feedback every other year. This prevented us from reacting to members’ needs in a timely fashion. ClubIQ also assists our management team in not feeling so overwhelmed every other year. The daily feedback allows our staff time to review, react and improve in a proactive fashion.

2) Our members have received the implementation well. We rolled it out at one of our welcome back parties so that it became a fun event.

There was excitement surrounding the roll-out and we tied it to our Boardroom Magazine Distinguished Club award. We explained to members that in order for us to continue to improve the member experience and maintain such a lofty designation we needed their feedback.

3) The club is using ClubIQ as its primary tool to measure member experience that has been difficult to measure before this. The management team reviews the output on a daily basis and weekly at management meetings. Additionally, we use ClubIQ in conjunction with other data points in order to create a holistic approach to data analysis. For example, we look at food and beverage sales numbers and then overlay it with the member experience scores for front and back of the house.

We then have a more comprehensive view of the business and can determine if there are correlations between the two sets of data.

4) ClubIQ is used to identify areas of improvement and can be immediately tracked to see if improvements have been well received. Knowing that the member experience is measured on a daily basis makes the entire management team be concerned about the member experience in every decision they make.

We also believe that it is important to look at the response rate in conjunction with the actual member experience scores. We realized that it is a great way to see how members prioritize the various segments of the club. This helps us in the allocation of resources including staffing and funding of equipment. A great example is our fitness center. While the ME scores are low in comparison to other departments, our members are also telling us that the center and programs are not as important to them as is the F and B. We then can make a data driven decision when determining budget expenditures.

5) ClubIQ allows us to make decisions regarding improvements and helps us determine how to best allocate our resources. These tools help us identify trends within each department.

We definitely look for trends in our data. For example, we review our overall MEI and our NPS over time. Our MEI scores have remained consistently high and our NPS scores had been strong when we first began.

However, while we started to see the MEI scores plateau, our NPS scores began to decline.

We hypothesized that although our members loved their member experience that perhaps they did not want additional new members to be added to the club. We followed up with our members in an informal manner to validate our conclusion. Based upon the Club IQ data and the informal feedback, our board of directors has decided to cap our membership for the first time in our club’s history.

6) It has helped step up our overall customer service, cleanliness of the gym and schedule for updating equipment and, most importantly our food and beverage offerings. The members told us through the surveys that this was very important to them. Our chef has been extremely 22

BOARDROOM | SEPTEMBER/OCTOBER 2017

open to the feedback and accepted the challenge. He not only transformed the menu but he also improved the presentation of the meals. Our members have loved seeing the positive changes.

We strongly believe that a data-driven private club is a successful club. We know that data needs to be analyzed in a comprehensive manner. Club IQ is integral to the analysis process but it must also be coupled with data from other internal and external sources.

Internal sources include daily food and beverage catering versus a la carte dining reports, weekly budget to actuals for all departments, which are discussed at weekly management meetings, fixed versus variable payroll costs as well as monthly and YTD member head counts. ➤

We reference outside sources such as those provided by Club Benchmarking and PCMA to validate our performance metrics as compared to other similar clubs. Through myriad data points our team can then make decisions based upon objective information. The team is committed to the club’s overall success and the data directs us on how to assist one another to cover potential shortages in any particular department. Club IQ is invaluable to us in this method of conducting business.

Birmingham Country Club, near Detroit, MI: General manager/COO Joe Basso 1) We were victims of the traditional survey cycle – surveying our members at the end of each fiscal/seasonal cycle to measure operational performance over the previous 12 months. The results often confirmed what we already knew, or in some cases, surprised us with issues that had failed to surface during the year. As a result, the survey results were helpful only in setting objectives for the next cycle in the hope that we had identified the correct solution – since we wouldn’t know until the next annual survey.

With ClubIQ, the daily feedback is critical to how we now manage our operations. We may only get three or four responses at a time, but to be able to track our performance on a daily basis, and, more critically, project trends allows us to respond immediately to projected downturns in satisfaction ratings. For example, if we see that we are on a negative trend in the golf operation, we can review recent operations for issues and seek out heavy users or frequently the golf committee for guidance.

Instead of waiting until year-end to take corrective measures and promise everyone a ‘better experience next season’, we now have a management tool that allows us to make course corrections to keep us on track throughout the year, in-season and out.

2) We launched ClubIQ in April when we reopened for the 2017 season. We have had a few members critical of the length of the survey, but the response of almost 1,500 surveys since April 1st speaks for itself in terms of member support. I believe what lends credibility to the process is that they see corrective measures being taken as a result of their input. The outcome is a more consistent, highlevel experience in every area of the club.

3) Every operational area of the club is subject to the survey. I get the daily results in my inbox and once a week I distribute them to the senior managers in advance of our weekly staff meeting – as much as a reminder to review the data on their operations.

4) Here at BCC, EVERYTHING is important to EVERYONE. That sounds cliché, but it is very true and actually makes the decision-making process easier. We don’t have to weigh improvements in one area against another. Each 24

BOARDROOM | SEPTEMBER/OCTOBER 2017

manager identifies the resources they need to respond.

Having this information available to each manager to identify targets is considerably more efficient than casting a wide net and hoping to catch something.

Additionally, we have tied ClubIQ results to compensation. We have looked for an effective way to measure member satisfaction for a long time. Now as part of the year-end merit compensation formula, Club IQ scores constitute 50 percent of the calculation – 35 percent based on individual department performance and 15 percent based on the overall MEI and Net Promoter scores.

5) We can see areas within each department that are lesser in importance than others and shift resources to higher ranking priorities. Having had ClubIQ in place for less than a full cycle, it is difficult to comment on comparative analysis, although within the current cycle we can judge the effect of our corrective measures.

6) BCC is coming off the heels of an $8 million capital improvement program that touched virtually every club area. The golf course came first and that project involved wall to wall conversion of turf types. A significant segment of the membership was critical of course conditions early on, even through the midpoint of last season. As a result of being able to see this, we stepped up our communications efforts to set step-up expectations (here is what you can expect now, in the fall, in the spring, etc.) to help everyone understand the grow-in process.

Over the last two seasons, we have made some significant personnel changes – new executive chef, adding supervisors to the service team – and experienced the growing pains that come with that. Using the ClubIQ feedback allowed us to ‘test’ programs and initiatives pretty quickly and identify which ones were steering us back on course and which ones were not as effective and thus not an efficient use of resources.

Crane Creek Country Club, Boise, ID: General manager Ben Hay 1) Managing a club is so much about being proactive and anticipating members needs and preferences. We are constantly getting feedback and reallocating resources to meet the expectations of members. It is very easy to look at data (covers, rounds and usage) to make decisions but determining qualitative feedback has always been challenging. Before MemberIQ we operated under the assumption that if usage increased we must be delivering a good member experience, but quantitative statistics alone can be misleading.

In the club, you always hear from the vocal 20 percent who say they speak for the majority but sometimes they don’t. ClubIQ gives us the real-time member satisfaction See cover StorY | 116

CMAA GOVERNANCE/LEADERSHIP SUMMITS We have partnered with the CMAA to present the Governance/Leadership Summits around the country, communicating directly to a large number of board members on how top performing clubs are structured and typically function.

It is truly a remarkable “one of a kind” day of education, which continues to receive rave reviews from previous attendees.

Visit www.cmaa.org and click on events to register for these upcoming summits:

REGISTER TODAY

• •

The Country Club in Boston, MA | October 26th Hillcrest Country Club in Los Angeles, CA | November 16th

USPTA Master Professional, Len Simard joins our team.

Simard joins KK&W with a sterling background. He is currently the Director of Tennis at the New Canaan Field Club in Connecticut since 1998 and recently at the Isleworth Golf and Country Club in Florida from 2004 to 2017. Len was also the former Director of Tennis & Fitness at Boca Lago Country Club in Florida. He is joining the firm to handle all racquet sports and fitness related professional searches and consulting for KK&W’s club clients.

DICK KOPPLIN

SPECIALIZING

KURT KUEBLER

TOM WALLACE

LISA CARROLL

JACK SULLIVAN

ARMEN SUNY

IN GENERAL MANAGER / COO , DIRECTOR OF GOLF, GOLF COURSE SUPERINTENDENT, EXECUTIVE CHEF,

RACQUET SPORTS PROFESSIONAL , COMMUNITY ASSOCIATION MANAGER , ASSISTANT GENERAL MANAGER , CLUBHOUSE MANAGER / FOOD

&

BEVERAGE DIRECTOR AND FITNESS DIRECTOR SEARCHES , AS WELL AS

STRATEGIC PLANNING AND CONSULTING SERVICES FOR PRIVATE , RESORT AND DEVELOPER - OWNED PROPERTIES .

A T L A N TA

/

CLEVELAND

W W W. K K A N D W . C O M

/

DENVER

/

JUPITER

EXECUTIVE SEARCH FIRM OF THE YEAR 10TH YEAR IN A ROW

/

NAPLES

/

S C OT T S D A L E

larrY hirSh

golf COMMITTEE

Larry Hirsh, CRE, MAI, SGA, FRICS is the president of Golf Property Analysts (www.golfprop.com), a leading golf and club property consulting, appraisal and brokerage firm based in Philadelphia. He blogs on variety of club and appraisal issues at http://blog.golfprop.com

Making Efficient Use of Real Estate Assets everyone knows of the need to attract the “3 Ms” (Millennials, minorities and moms) to golf. For many years, i’ve advocated the more efficient use of golf’s real estate (land and buildings) assets to make the economics of golf more efficient.

The Virginia State Golf Association (VSGA), about 15 years ago, built Independence Golf Club (IGC), designed by Tom Fazio. With onsite cottages and a quality golf course open for public play and used for VSGA events, IGC was a concept of the times. The VSGA sought to promote amateur and junior golf and was able to get grant money from the USGA for the project.

Over time, things changed and the VSGA sold the course to a group headed by Giff Breed, president of Pros, Inc., once an athlete representation firm, and now a sports and entertainment marketing company. Breed decided to launch a concept in golf not previously seen, that can be applied to both private and public access facilities.

Golf courses and country clubs are inherently inefficient uses of land and buildings. Few properties would use 150plus acres for a maximum of 300 patrons on any one day.

Breed set out to employ principles from other businesses to use his property more efficiently, and broaden the appeal of golf as a vehicle for personal entertainment (Think TopGolf). Among concepts now employed at IGC are expanding retail and the food and beverage operation to multiple themes and golf to a variety of themes, including the use of golf bikes, golf boards, foot golf and use of an 8.5-inch hole to appeal to Millennials and other groups that aren’t flocking to the golf course.

Additionally, Independence offers music lessons, art classes, cooking classes, laser tag, paintball and fishing.

Breed has welcomed cargo shorts, jeans and cell phones, and added music and entertainment to the equation. At IGC, they’re holding concerts and have compelled advertisers like Lexus and Fahrenheit to participate with logoed range balls, concierge car service and trunk clothing events that bring golfers, non-golfers and potential golfers to the site. Concerts onsite in the evenings use the property after dark.

Renowned Virginia architect Lester George renovated the golf course to make it more user-friendly and among the improvements were champion Bermuda greens, reduc-

26

BOARDROOM | SEPTEMBER/OCTOBER 2017

ing bunkers and improved playing conditions. Eschewing discounting, IGC has resisted third-party tee times and is offering a high level of service and maintaining its rates at profitable levels, while utilizing their real estate assets more efficiently by generating traffic not previously seen at the golf course.

Every golf course facility (private or public) has a considerable amount of real estate, often 150 acres or more for 18 holes. With the inefficiencies inherent in golf, it is incumbent upon each golf course or club to consider the highest and best use of their site, even if the property is restricted by zoning, covenants or other restrictions.

Since every property’s characteristics are different, the opportunities will vary from site to site. At some clubs, like Greenacres Country Club in New Jersey, the club identified and subdivided land to be sold for cash-producing development. Combined with the variety of marketing opportunities that exist at the golf course, a more efficient use of real estate assets can benefit any golf or club facility.

Since many golf courses serve as community amenities, it stands to reason that consideration be given to how best the site can serve the community. Many developers are opting for different amenity packages, such as walking, hiking and bicycling trails, agricultural areas and use of water features, where available for kayaking or canoeing (http://www.constructiondive.com/news/a-newkind-of-green-developers-trade-golf-courses-for-hikingtrails-garde/440599/).

For future economic success, it’s incumbent on golf facilities and clubs to evolve with society. In Scotland, walkers and dogs peacefully coexist on numerous golf courses while in the U.S., dogs and walkers are typically banned in response to safety (and other more superficial) concerns. Golf courses in Scotland are public walking areas and dogs are welcome.

While certainly there are concerns with safety, interference and other logistics, each and every club should consider “outside the box” ways to become more economically sustainable and community friendly. Are there ways your club could be used more efficiently? br

Lynne LaFond DeLuca

RECOGNIZED AS BOARDROOM’S EDUCATOR OF THE YEAR 2016

By Nicolette DeLuca When talking about private event education, it’s impossible to finish a sentence or thought without the name lynne laFond Deluca coming to mind.

She is, after all, the founder and executive director of The Association of Club Catering Professionals, the first and only association, dedicated to the education and advancement of the events and catering departments in private clubs.

She is also being recognized as BoardRoom magazine’s Gary Player Educator of the Year for 2016. To understand how it all began, we must first go back 29 years to Lynne’s roots in the hospitality industry.

Shortly after graduating from college, it became clear to Lynne that her calling lay within the hospitality industry. She started working in hotels and quickly worked her way to becoming the youngest general manager at the time of a hotel in Beverly Hills, CA. Being 40-50 years junior to her fellow general managers in the area, Lynne worked incredibly hard to learn every aspect of highend hospitality that she could. Being a 23-year old woman definitely did not fit the profile of a Beverly Hills general manager, but that quickly became incidental as her peers grew to know Lynne, her work ethic, and her passion for the industry.

She quickly gained their respect and brought a fresh sense of excitement to a very traditional environment. She became known as a GM that always put people first. Aside from her hotel guests, her employees were the main focus and concern. To this day, once people work for or with Lynne, they love to follow her wherever she goes.

“It is one of the things that I am truly humbled and incredibly grateful for and at the same time, so very honored. When you take good care of people, almost everything else falls into place”, explained LaFond DeLuca.

All along, Lynne had her eye on private clubs as she was compelled by the sense of “family” and the personal encounters with the members each day that truly touch people’s lives. LaFond DeLuca recalls about how she felt a “home” in creating events in the private club atmosphere.

“There is a passion in this industry that is almost indescribable – love of the members and event hosts; love for the details of planning a beautiful, memorable, experiential event; and love of the extreme gratification and satisfaction of knowing that you had a part in creating an event in someone’s life that will never be forgotten,” Lynne explained.

“I wanted to be a part of it. The fact that you are sharing this experience with other colleagues that also feel this need to serve and make others happy is reason enough to show up with a smile on your face every day.” And that she did. In fact, she did more than “show up.” She remembers she absolutely loved going to work every day and her club’s members and employees became like family.

28

BOARDROOM | SEPTEMBER/OCTOBER 2017

For 15 years, Lynne was proud to work for ClubCorp, starting as the director of catering at Braemar Country Club in Tarzana, CA. Her enthusiasm and success in her job quickly gained the attention of the regional office and Lynne was asked to mentor a few other clubs in her local area.

The success she had in her own club translated to the clubs she mentored and her supervisors realized that her teaching methods were scalable and could impact their entire region. A new position was created for Lynne and she happily accepted the role of regional private events director.

Month after month and year after year, Lynne’s clubs hit every number and financial goal set in front of them. This gained recognition on a corporate level and Lynne was then asked to oversee regions across the United States. She became the vice president of private events and the vice president of membership and sales.

Throughout the journey, in creating regional and national meetings for the private event directors, Lynne was always creating her own content and teaching materials because there were no other resources for this niche of the industry. She remembers thinking that an association for catering professionals would be a great idea for someone to start.

Following her career at ClubCorp, Lynne became the senior vice president of education and business development for Beverly Clark Hospitality Training, extending her educational reach outside of private clubs and back into hotels and hospitality. That experience brought her new excitement as she realized that there was a huge gap in private club resources, both in terms of the education available to them, but also in bring-

ing innovation and thinking from the ever-evolving and quickly growing special events industry into private clubs.

Lynne got tired of waiting for “someone” to start this association for event and catering professionals specifically in private clubs, so one day, as she describes it, “I just wrote a business plan to see what it would look like. I loved it. It seemed like a no-brainer.” And just like that, the Association of Club Catering Professionals (ACCP) was born…on September 29,2011.

The ACCP has grown at a fast and steady rate ever since, and an allied and affiliate association of the Club Managers Association of America. Lynne travels the country, speaking at industry events, consulting for clubs and their events and catering departments and mentoring countless catering professionals.

She is known as one of the foremost expert speakers and educators for private club events and catering and her reputation continues to grow as a dedicated, conscientious person who gains great joy from seeing others succeed. The ACCP hosts one of the most creative, high-end conferences in the industry and Lynne works tirelessly each year to produce an event that not only pushes the envelope in terms of educational prowess, but also inspires every attendee with new ideas and cutting-edge thinking.

“When you host a conference for a group of people who plan events for a living, we need to go big, and pretty over-the-top. I love putting things in front of them that they have never seen before in terms of food and beverage, how food is visually presented, décor and event ideas that they can take back to their clubs.”

In true form, Lynne puts people first and takes the opportunity of the conference to spoil the attendees as a “thank you” for the hard work they do every day at their clubs. She has actually been called the “Oprah” of the private club industry because she loves to surprise everyone with gifts at unexpected moments. She walked in the shoes of a catering director for many years, so she knows what they are face each day. It is not easy, but very rewarding.

Lynne realizes that along with this passion and “purpose” comes a huge responsibility. “We always want to ensure that we truly are providing expert, relevant and up-to-the-minute information, guidance and advice to our association members so that they can serve their members and event hosts with expertise and brilliance.

“As we know, there are no ‘do-overs’ for a special event - you only have one chance to plan and execute a fabulous, perfect, once in a lifetime event,” Lynne emphasized.

So, what is the goal for Lynne? “Well, aside from being the best mom I can possibly be to my extraordinary daughter Nicolette, on a professional level, I want to continue to positively impact the private club industry. The best way I can do that is through people.

“Teaching, training, helping people to be the best versions of themselves they possibly can be. I believe that the catering and member event department touches every member type and can bring the ‘wow’ and fun factor to member events.

When that happens, this department really does become a benefit of membership and positively impacts member retention because we have happy members attending amazing events. They want to come back,” Lynne explained.

Listening to Lynne talk about clubs, events, catering and “her” catering directors, you can see the passion and excitement bubbling up in her. She lights up. And that, right there, is why she is so incredibly successful at what she does.

And also, so many good reasons why Lynne is being recognized as BoardRoom magazine’s Gary Player Educator of the Year for 2016. br Nicolette DeLuca, Lynne’s daughter, has a degree in public relations and marketing from Cal Poly San Luis Obispo and is currently working as a sales representative with Gallo Wine Co.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

29

CRAIG MARTIN Craig D. Martin CCM, is general manager/COO of St. Andrews Country Club in Boca Raton, FL. He can be reached via email: cmartin@standrewscc.com

MARKETING COMMITTEE

Turning Your Golf Performance Center Into a Marketing Tool “That which can be measured, can be improved.” - Peter Drucker

COACHING REINVENTED

For six years the members of St. Andrews Country Club, a BoardRoom Distinguished Club, in Boca Raton, FL have enjoyed their world class golf facilities.

These include a state-of-the-art golf performance center (GPC) featuring an indoor hitting bay, private practice areas, The Turn snack bar, hi tech V1 Digital Coaching System and FlightScope Launch Monitor® technologies and a Callaway Golf® branded club fitting area.

By offering a golf performance center, the possibilities are endless. It opens the door to offer clinics and member exclusive programs, in addition to individualized, tailored coaching specific to each member’s needs.

St. Andrews created a guest golf instructor program where each month members have private access to some of the top teaching professionals in the world such as Michael Breed, Jim McLean, Todd Anderson, the Golf Channel, and Bob Toski. Golf clinics are also popular among the membership and feature some of the world’s top golfers like Morgan Pressel, Ken Duke, Charl Schwartzel, and Tom Kite as part of the club’s commitment to ensuring a year-round golf experience that can’t be found anywhere else.

ELEVATED EQUIPMENT

From drivers to putters, we have the right equipment for any task. By partnering with Callaway and bringing in V1 and FlightScope technologies, St. Andrews is the only private country club in south Florida to offer all of these services, including instruction in a comprehensive GPC facility.

The GPC design allows the club to double the size as demand warrants and still house all computer equipment and club fitting tools. The professional golf instruction staff can now offer lessons in the GPC, driving range, putting or chipping practice areas or either of the two 36-hole championship courses at the same low price.

EMBRACE TECHNOLOGY

St. Andrews commitment to embracing technology to enhance its existing member golf program has paid off by appealing to a younger generation with its combination of computerized equipment and social media.

It has proven to be a useful tool in stimulating golf lessons, retail sales and participation in tournaments.

Members of the club can visualize firsthand what their golf instructor sees, adjust their swing accordingly and hone their skills in a shorter timeframe at no additional cost.

30

BOARDROOM | SEPTEMBER/OCTOBER 2017

PERSONALIZED EXPERIENCE

The GPC has elevated golf instruction by combining personalized coaching with the latest teaching technologies including V1 comparative video analysis, providing a computerized swing diagnosis which shows the golfer exactly where their swing needs correction and improvement. It can even break down frame by frame or compare a swing to a professional golfer’s to highlight the differences or similarities. Members enjoy all the benefits of having a golf performance center. It not only improves their golf game but also their real estate value. BR

STEVE GRAVES

MEMBERSHIP COMMITTEE

Steve Graves is president and founder of Creative Golf Marketing. CGM has performed marketing consultations for over 1,400 private club clients, been named “Membership Marketing Firm of the Year” for 15 of the last 17 years by BoardRoom, and, in 2017 they was recognized by Golf Digest as the Editors Choice “Best Membership Marketing Firm.”

Exploring Lead Behavior Before They Are a Lead The private club industry is finally seeing success in attracting the younger, more tech savvy consumer for which they have lusted after for so long, and it’s cause for celebration!

It’s also time for reflection upon the methods that we use to market to these younger families and monitor each method’s success.

Social media and digital marketing strategies provide some challenges to the private club industry. It’s an unknown medium, for the most part. Along with the challenge of the unknown, come some incredible advantages.

Outside of traditional Facebook posts, the occasional tweet and sending the weekly email blast to members, most private clubs are not currently taking advantage of modern outreach channels, including the importance of capturing details of these younger family prospects. Subsequently, consistent testing, tracking, and monitoring of these messages is non-existent.

With social media, digital marketing, and lead generation, multiple tools are available that allow you to uncover how prospective members are behaving; which pages they are interested in or not and, incorporating multiple ways to capture their contact information. Using this information, clubs can refine their websites to better suit the needs of visitors (read: potential members).

Google Analytics is one tool that has been around awhile and continues to improve. First, if your club’s website does not already have access to this information you should immediately talk to your website administrator, website provider or IT department.

32

BOARDROOM | SEPTEMBER/OCTOBER 2017

Initially, Google Analytics can be confusing but it also can provide a plethora of information. Google Analytics can provide a number of important metrics, such as click rates, bounce rates and consumer behavior tendencies, which should be consistently monitored. Using this information, clubs can refine their websites to better suit the needs of visitors (read: potential members).

Featuring more ‘lifestyle’ experiences and content can reduce the number of potential members leaving the site.

When updating the club’s descriptions and pictures, incorporating keywords from website and on other outreach strategies is imperative when it comes to relevancy and reaching a club’s targeted consumer.

Most clubs have some sort of lead capturing tactic on their websites. Ranging from only an email address listed on the site to an online form or application, private clubs should be providing as many direct online contact forms on outreach campaigns as possible.

Landing pages are a quick and simple way to capture a prospective member’s contact information online. The landing page should be designed to collect as much information as possible without increasing bounce rates of these contact forms. If the landing page has a high bounce rate, the club is most likely either asking for too much information or not providing relevant content. Landing pages can provide another powerful insight to the success of each campaign and lead conversions.

The ‘call to action’ is also critically important. Asking a prospect to schedule a personal tour might sound like a favorable ‘call to action’ from the club’s point of view. To the prospective member, it could sound like a timeshare sales pitch waiting to happen. Using landing pages and tracking of the analytics, clubs can determine which ‘call to action’ resonates the best and produces more leads.

No matter the channel, online campaigns need to be sustained for long periods of time. A private club would never sporadically take down its website or not provide a way to promote and contact their club. Social media and digital marketing tactics shouldn’t either. Campaigns need to be updated, monitored and sustained, without interruption, to track success and increase the number of leads from each specific channel.

Social media and digital marketing outreach can provide a much different lead from the more traditional memberSEE MEMBERSHP COMMITTEE | 118

MICHAEL GREGORY

BENNETT DELOZIER

MEMBERSHIP COMMITTEE

Millennials Represent Opportunities - Part II In the second of a two-part series, Michael Gregory and Bennett DeLozier of Global Golf Advisors, both Millennials, offer insights to a recent survey of Millennial golfers conducted by GGA and Nextgengolf.

In the first installment of this series, we asked if 6.4 million Millennials who play golf were part of the answer to private clubs’ membership challenge. In this, Part II, we propose that the answer is “yes”, provided clubs reach out to Millennials in the right ways.

The right way to reach Millennials blends a combination of purpose, authenticity and simplicity into a credible message that is delivered through a relevant medium.

Let’s examine each of those keys to cracking the Millennial market, which represents some $200 billion in annual buying power.

PURPOSE

We believe brands should stand for more than the products they sell. In other words, there should be a higher purpose than simply making money. That’s why we support brands like Patagonia and REI, which promote environmental stewardship and inspire their customers to lead healthy lifestyles. We also love brands like Apple, Airbnb, Amazon, Fitbit and Starbucks, all companies that make us feel that there’s more than capitalism in their DNA. In our work with private clubs around the world, we see too many clubs focusing on selling their amenities and facilities instead of emphasizing experiences and lifestyles.

To Millennials, selling amenities is anachronistic in its transactional approach to the sales cycle: for X cost, you get Y access to Z amenities. Such an approach comes off as formal and impersonal.

To a young person, cost-benefit considerations are typically followed by need-want assessments. If we can’t justify our need for it, we’re unlikely to pay for it.

On the other hand, selling experiences and lifestyles flips the sales cycle from a transactional to relational approach: this is what we’re building, this is what we stand for, you’re not only welcome to be a part of it, but your cooperation will directly shape its future. The focus of the exchange is now on what is contributed rather than

what is received; on mutual interest, rather than self-interest. Millennials want to belong, to matter, to be important and to co-create.

AUTHENTICITY

Great brands are also authentic. For years Coca-Cola was known as “the real thing”, leaving consumers with the impression that any other soft drink was an imposter.

Apple earns its favorite brand status with Millennials based on the authenticity of user-generated content such as its “Shot on iPhone” campaign, which has received over 6.5 billion media impressions.

It’s OK to try to sell us something; just be upfront about it. The only thing worse than someone trying to sell you something is someone pretending they’re not trying to sell you something. That’s why clubs in today’s climate that offer membership “by invitation only” and boast of a “wait list” leave us skeptical and beg the question: “Really?”

Despite near-constant social interaction afforded by social media and the internet, Millennials crave genuine social interaction and place greater significance on physical experiences over digital ones. The authenticity of real social experiences has direct connections to our perceptions of value: playing 18 holes is appealing, but even more so are the experiences we share with the friends or family with whom we play.

Clubs that align their brand identity with Millennial values and craft messages that are authentic, not simulated nor contrived, will attract more of us as members.

SIMPLICITY

Because of our numbers and spending potential, Millennials are barraged with just about every form of marketing ever invented. But, hey, we’re busy too. That’s why the favorite button on our keyboard is delete. We’ve gotten very good at tuning out what looks and sounds overtly commercial and disingenuous.

Give us the information with lots of visuals supporting and explaining the message and let us form our own opinions. When communicating with Millennials, clubs could do a lot more showing and a lot less telling.

SEE MEMBERSHIP COMMITTEE | 119

34

BOARDROOM | SEPTEMBER/OCTOBER 2017

ROSIE SLOCUM

MEMBERSHIP COMMITTEE

Rosie Slocum, MCMP is director of membership, BallenIsles Country Club, Palm Beach Gardens Florida | www.ballenisles.org | www.facebook.com/ballenislescountryclub https://twitter.com/ballenislescc

Make Your Own Path Trailblazers have the power to transform others, organizations and society. They create positive legacies for future generations by paving their own path.

There are those that look at things the way they are and ask why, while pioneers dream of things that never were and ask why not?

“If you follow the herd, people may mistake you for a cow.” Matshona Dhliwayo Are you making your own path or are you just going through the motions? There must be a driving force that motivates and inspires you to take the necessary steps to be the first at something, pushing ahead of everyone else.

Some people have these forces determining behaviors in which they live by daily, maybe without even knowing it. The type of person who persists in making connections with the right people, building relationships, asking questions, following up and putting into action what they learn in a creative way to be successful in whatever they do. They surround themselves with a team of trusted individuals who buy-in to a resulting vision and mission where failure is not an option.

In the club industry everyone competes for the same candidates to be part of something special. Waiting for the moment a prospect agrees to share in the distinct lifestyle

fering prior to sharing it with someone else. Are you happy about what you do? Are you proud to be where you’re at?

Do you feel you have something compelling to offer? Are you sincere and have the energy to deliver? Are you a team player and exude a positive attitude? Are your intentions for the good of all? Do the people around you trust you?

Once your head is in the right place then you can put pen to paper and begin the process that will eventually bring the reward to you personally and to your club. Having a plan is the easy part. It starts with you and is followed by putting the pieces into motion.

It’s no secret that clubs share successes with each other.

There’s networking, talking and listening that goes on about the industry where you pick up basic ideas to make them your own. Let’s face it, no two clubs are alike.

Everyone is responsible to put programs together that fit within the framework and uniqueness of their own club. If you understand who you are, what it is that makes your club special and where the marketing focal point is, the rest will fall into place.

Recognize the necessity to replace and replenish membership. Define today’s marketplace to discover where you fit in using historical data to establish trends and create a marketing plan with funding and timing to support it. Identify areas

Everyone is responsible to put programs together that fit within the framework and uniqueness of their own club. If you understand who you are, what it is that makes your club special and where the marketing focal point is, the rest will fall into place. you offer. There is a small percentage of the population that experiences club life and the competition is high. It’s up to you to make it happen for those select few by honing in on a purpose that attracts people to you.

In today’s era of technology, there are many options when developing a strategic marketing plan that will draw in a qualified audience. However, when looking at yourself and searching for what motivates you, there is a much greater chance that you’ll be able to develop an innovative mindset and optimistic outlook.

Before the plan, before goal-setting, before you take it to the next level, you must believe in what it is that you’re of36

BOARDROOM | SEPTEMBER/OCTOBER 2017

that are potential road blocks that may interfere with your strategy by working with the leadership team to develop straightforward explanations to avoid stalling your program.

Plan to set smaller goals, benchmarking successes and failures along the way. Put together a solid follow-up program to track prospects. Be prepared to change direction if things are not going as planned. Don’t assume anything. Deal with the facts and don’t let anyone try to dictate what they believe the marketplace thinks which may set you up for failure. Use your intuition and experience to lead in the right direction.

In the end, it all comes full circle back to your conviction; engaged with the right people, process and purpose. BR

CRAIG MARTIN Craig D. Martin CCM, is general manager/COO of St. Andrews Country Club in Boca Raton, FL. He can be reached via email: cmartin@standrewscc.com

ON THE FRONTLINES Special to Boardroom

St. Andrews Country Club Cares After Hurricane Irma Most of the residents on the East Coast of Florida were very lucky to avoid the full impact of Hurricane Irma’s wrath and we are all very thankful.

But, while St. Andrews Country Club was okay overall, many fellow Floridians south and west were not. It remains tragic to see the devastation of countless homes in the Keys and many other areas around the state.

It is the nature of St. Andrews members to show how much they care to a wide variety of causes. With that giving nature in mind, the club’s board of governors reached out to the membership to do everything possible to aid those who need to rebuild their lives after Hurricane Irma.

Two days after the hurricane, St. Andrews Country Club initiated a “St. Andrews Cares” campaign to coordinate the collection and distribution of items for those most severely affected by Hurricane Irma. Recipients included Florida residents regardless of race or creed. The effort was joined by Hands

on Tzedakah (HOT), a 501(c)(3) public charity well known to St. Andrews members, who also coordinates an ongoing Boca-wide hurricane relief effort encompassing almost 50 charities.

Financial contributions were collected for a two-week period either at the club’s front desk, via mail or online. A collection of goods such as water, protein bars, diapers, cleaning supplies and pet food began piling up in the clubhouse lobby early the morning of September 13. Within the first three days the St. Andrews members generously donated $43,295 and brought in huge amounts of items on the donation request list!

We are proud to report that the members of St. Andrews Country Club have remained consistent with their history of generosity to the community by contributing within five days more than $110,000 in cash donations and supplies for victims of Hurricane Irma through its “St. Andrews Cares” program. Some of the funds were used to purchase badly needed supplies, including 24,192 bottles of water.

St. Andrews Cares represented our community at its FINEST! Together we were able to make a difference in the lives of many people in need. Thank you to everyone who came out to help, support and contribute to this effort.

“We raised $6.5 million for Morgan’s event,” over more than a decade, said club president Steve Irwin. “For Irma, we alerted the membership in an e-blast and raised $50,000 in three days,” he said about the full- and part-time residents in the 727-home community.

“Donations are also coming in from our snowbirds. When the call first went out, the response was, ‘how can we help?’ We’re very gratified to be involved with the project, but it wasn’t a hard sell. Everybody came in energized,” Irwin said. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

37

CRAIG J. SMITH

CASE STUDY

Craig J. Smith, ASID is a co-founding partner/co-creative director at C2 Limited Design, an award-winning Clubhouse Design firm with offices in Connecticut and Virginia.

Contact Craig via (203) 259-2555 or csmith@c2limited.com

Above and Beyond!

Four keys to creating stellar outdoor spaces…

Creating resort inspired spaces be it indoors or outdoors that encourage your members to “Linger Longer.”

As a club designer and stylist, I always enjoy discovering new approaches and trends that can aid our country club and resort partners. Recently, we completed a collaborative design assignment, with Rogers McCagg, that resulted in the creation of new, resortstyled clubhouse amenities that are uniquely paired to the DNA of our club-partner, The Stanwich Club, in Greenwich CT.

FOUR KEY REASONS TO SUPPORT THE NOTION OF CREATING UNIQUE, RESORT-INSPIRED SPACES

“Creating outdoor congregational spaces, especially when you can capture the shoulder seasons, is a winning solution.

Our members will benefit and enjoy our new space well beyond the golf season. C2 Limited Design Associates has delivered comfort and sophistication, yet again.”

When conceptualizing outdoor congregational and dining spaces one must ensure the spaces reflect the contextual aesthetic of your clubhouse and campus, while the vibe appeals to a broad cross-generational segment of your membership and their families. Creating spaces and offerings that are unique, and make your members feel special, is key to the success in drawing members and their families to the club multiple times a week.

Being “Special” is the equivalent to being “Cool” in the distinguished country club world... BR

Guy D’Ambrosio, GM/COO, The Stanwich Club,Greenwich, CT The membership now enjoys a custom, three-season, covered outdoor bar located just outside their newly renovated Semloh Room bar and lounge. There is a congregational area with soft seating that is focused around a grand outdoor fireplace. There are expansive, multi-level, alfresco dining areas and a hard-scaped communal fire pit, perfect for cigars and port.

There is an over-the-top rooftop veranda, with a second outdoor fireplace and more soft seating. Members can enjoy views of the 18th tee or the New York skyline from these new spaces. All areas were strategically conceived to create an environment to promote members to “linger longer.”

38

BOARDROOM | SEPTEMBER/OCTOBER 2017

1. Enhances the Impact on Member Experience 2. Results in Increased Member Usage 3. Enhances the Impact on Generating Revenues 4. Enhances the Potential for ROI

The photos below are examples of an enhanced resort-styled covered patio with three-season alfresco dining, outdoor bar, and fireplace lounge.

Northstar | BOARDROOM TECHNOLOGY FEATURE

By Jim Wisniewski

Great Expectations s the days unfold deeper into 2017, the leaves start to turn, the weather starts to cool, children walk merrily to school, footballs are in the air and many clubs start to turn their attentions inward to the concerns of managing their operations.

Many traditional clubs also begin to weigh the addition of one or more pieces of technology, either to their existing structure or to that of something entirely new for themselves and their members.

Many technologies break, quite definitively with the old traditions, lifestyle and expectations of their members and their long-time staff. While it may seem easy to speak about the virtues of something as simple as “Online Dining Reservations,”we often overlook all that will accompany that seemingly innocuous decision. What we have created is a new paradigm: New Technology Yields

A

New Tools Which give rise to New Expectations Which then produce New Results Creating either New Frustrations or New Successes Driving more technology or a return to the traditional It is in the recognition of this stream that a club must decide that they have the proper needs identified, understand their members’ desires and have the right technology partner and the staff to execute. Without this understanding, a club could not be as successful as The Capital City Club in Atlanta, GA, was in implementing a massive technology project such as the elimination of paper chits in the dining rooms.

In all club locations, members were signing paper chits at the dining and retail points of sale and the club had a fulltime employee scanning all the chits so they could be stored in the server and distributed with the monthly club 40

BOARDROOM | SEPTEMBER/OCTOBER 2017

statements to the members. This cumbersome process not only involved a lot of man hours, but also left the club exposed to manual errors.

Northstar partnered with The Capital City Club to design the functionality and features of an innovative system that could capture the member signature at the site of the transaction. The club then deployed 110 electronic tablets (iPads) across all three locations to capture member signatures at dining and retail point of sale locations.

The electronic tablets have the capability to function as the complete POS module and are completely integrated with the Northstar suite, making the whole process seamless. As soon as the member signs the tablet, the information is updated across all the relevant back office modules and also available for the member to view immediately online, completely eliminating the previous onerous process of manually scanning the chits into the back office system.

The change was not easy and involved a lot of staff training, as well as communicating with members so they were aware of the change. There was some initial resistance from the older members who pushed back at the change. Constantly communicating about the new process and its benefits to the members were key, along with the strong support of the Governing Board to get the members to accept the change.

“ALL THINGS ARE CREATED TWICE; FIRST MENTALLY AND THEN PHYSICALLY. THE KEY TO CREATIVITY IS TO BEGIN WITH THE END IN MIND, WITH A VISION AND A BLUEPRINT OF THE DESIRED RESULT” STEPHEN COVEY The 110 tablets were deployed over a weekend and were used at all dining locations of the club, as well as at the halfway houses on the golf courses and the retail points of sale at the tennis and golf pro shops. The tablets were used at the casual dining locations like the pool and golf course and for the final signature and authorization in the more formal dining rooms. This presentation of the bill also helped preserve the ambience of the club and helped assuage some members that the change was being implemented with thought and care to preserve the traditions of the club.

The Capital City Club is the first private club to offer the electronic signature capture and now, several months after the launch, is continuing to reap the benefits of the pioneering design and the willingness to take on a new challenge. They clearly managed the new paradigm with great success! BR This article was submitted by Jim Wisniewski, Director of Sales – MidWest & Mid Atlantic US, Northstar Technologies, Inc. For questions, contact Jim at jim.wisniewski@globalnorthstar.com or at 615-717-7061 For more information about Northstar Club Management Software, please visit www.globalnorthstar.com or email info@globalnorthstar.com

BOARDROOM TECHNOLOGY FEATURE

By Caleb Christopher

A Hole in One CLUB AFTER ANOTHER… What about cyber insurance? This is one of the fastest growing segments in the insurance industry, however it’s not the safety net many people think it is. Many insurance policies are based on subjective questionnaires, focusing on the existence of policies and procedures, without verifying whether the insuree follows through with its own policies.

Without objective risk profile analysis, insurance policies tend to vary wildly in cost, cover very specific incidents, and have sweeping exclusions. Many FINALLY HITS HOME organizations have a very hard time making a colWhen briefing a club’s board of directors at the close of a vulnerability assessment, the lectible claim on cyber insurance after an incident. abstract risk they’ve seen at my seminar becomes real life. Imagine your face as I show Insurers don’t exist to be a safety net for organizayou video footage from your own security cameras, which my hacking team was able to ac- tions that don’t care to take basic steps to secure cess from anywhere in the world… or a copy of your member database? How does your stom- themselves against events. ach feel as you contemplate mass identity theft becoming the legacy of your club?

Just look up “Chicago Yacht Club Hacked” and read quotes from former members. ReWAKE UP AND SMELL THE CYBER ally. Or, right now, go look up “Country Club Hacked” and find current results. Hackers are The fact is this: Clubs have an incredibly high hack leaving their signatures on clubs’ websites. Make sure your Club isn’t on that list. value, and most seem not to have taken reasonably But how did it get this way? prudent measures to secure their systems and their Clubs often have just an IT guy. Unless specifically tasked with security, the primary members’ confidential data against a breach. Club focus of that IT “department” is to keep things working. That makes sense, because con- members already trust you to protect their personally venient, functional information systems for workers allow fast service to members. Unfor- identifiable information (PII). If they didn’t they tunately, convenience and security are inversely related. If one increases, the other wouldn’t be members. Is that trust misplaced? necessarily decreases.

Prudent managers no longer dismiss cyber secuWithout additional resources (personnel, training, or outside support), the existing IT rity, saying, “Oh that’s the IT department’s job.” department can usually only trade one for the other – like an old radio-tuner slider. InThey’re asking themselves, “How, and from whom do I creased security measures may result in scenarios such as a help desk call for a password want to find out how vulnerable my club is?” reset while a member has to stand, waiting. For some, this is untenable Simply opting for convenient system operation is by default a forfeiture of security, Caleb Christopher is the director of technical operations at which is a notion that hasn’t occurred to most clubs – or even most other small organizaCino Ltd. He has over nine years experience in security and directs tions in general. Additionally, existing IT departments often lack either the staffing or the a team of certified ethical hackers to conduct remote and on-site expertise to implement reasonable levels of information security in their clubs. Without vulnerability assessments for organizations across the country. He an infusion for the IT department (whether more IT staff, better educating current staff, or can be reached at: (516) 932-0317, ext. 305 or via email: augmenting the department by bringing in a team of outside experts with a fresh set of caleb@cinoltd.com eyes to conduct a vulnerability assessment), this paradigm won’t change.

s a cyber security and risk auditor in the club space, time and again I find clubs’ cyber defenses are practically non-existent, and they don’t even know it. They’ve got the framework, but it’s not being leveraged. We’ve got a firewall; we’re solid, right? Cyber is this distant intangible, and it’s the IT department’s job to handle anyway.

Without fail, when invited to give a wake-up-and-smell-the-cyber seminar to overview the kinds of real problems I find at nearly every club I visit, representatives come up to me afterward stammering, “I never knew the risks!” or, “I never even thought a computer breach could allow a hacker to do that.” They feel compelled to go tell others. So do I, and that’s why this is what I do.

A

SEPTEMBER/OCTOBER 2017 | BOARDROOM

41

Clubessential | BOARDROOM TECHNOLOGY FEATURE

Clubessential Q&A with David L. Whalen, GM/COO at La Grange Country Club WHY DID YOU CHOOSE CLUBESSENTIAL?

When I arrived at La Grange, we were contracted with a different website vendor. We had a threeheaded monster - we used one company for our website, another for our back-office accounting and point of sale, and a third company for tee time reservations.

What prompted the move was the need for a new website - we had just renovated our club and wanted to promote the renovation on our website. But our website needed renovating, too, since it was about five years old at that point.

La Grange started to look at other website vendors, but as part of this process I looked into consolidating our web, back-office and reservations. I had observed a ‘lag time’ with our old systems in terms of when members used the website and when information got transmitted to the team.

We had to wait awhile for all systems to be up-todate with member activity. A day here and there isn’t the worst thing in the world, but why should we accept something that was not in the best interest of our members?

With Clubessential, everything flows between modules instantly — the lag time is gone.

WHAT ARE SOME OF THE PROBLEMS YOU EXPERIENCED WITH YOUR PREVIOUS SYSTEM THAT YOU’RE NO LONGER EXPERIENCING WITH CLUBESSENTIAL?

If I compare to older, legacy software that I’ve used for most of my career, the Clubessential web and office platform enables us to really elevate member service. For example, at the end of the golf season, we typically have members with “Pro-shop credits” from tournaments earlier in the year.

Before, if a member had $60 left over in credits, we would simply give them whatever golf balls we

42

BOARDROOM | SEPTEMBER/OCTOBER 2017

had in excess. Now, because I can identify which golf balls they’ve purchased throughout the year through the Clubessential POS and CRM, we can place $60 worth of that member’s preferred golf ball in their locker.

It’s personalized touches such as this that we could not do before Clubessential without spending an inordinate amount of time to complete.

Getting my team into this kind of personalized detail gets them very energized.

ANY OTHER PROBLEMS WE’VE HELPED YOU OVERCOME?

When I came to La Grange, I wanted interaction with my members. We have a younger, very tech savy membership. So we needed to be tech savvy too. If a member is riding the train back to the western suburbs when they come home from work in the evening, they are using their phone - using apps, browsing the internet, making reservations somewhere. La Grange needed technology to capture members where they already are.

With my old system, all of the communication was one way – they had to reach out to us because that was the limitation of our older technology. Now it’s two-way communication. We can engage our members more easily and frequently, and can capture their attention. This is central to the member experience in so many ways, big and small.

For instance, for the local high school prom, we host the kids for pictures and dinner with all of the parents, grandparents and so on. We can easily have over 300 people here for pictures at the club.

When we host an event such as this, I can send a push notification to the membership to advise them that if they want to drop-in at the club (like they are known to do) they may want to wait until the prom activity is over, due to parking and people being around various holes of the golf course for the best pictures. This way, I can set the expectation for when they arrive on property.

Managing expectations is part of the member experience, and it’s easy to do with Clubessential’s tools.

WHY WOULD YOU RECOMMEND CLUBESSENTIAL?

I think any club manager is in this business for the service component - we really want to serve our members. The more I can engage my members, the better it is for me, the team, and for the club.

Clubessential’s tools empower me to give my members a great experience.

Learn more at Clubessential.com BR

clubsystems group | BOARDROOM TECHNOLOGY FEATURE

by Mike McCleary

Our Club Professionals Serving Your Club Professionals here are numerous vendors offering a variety of software solutions to the private club industry, but a key aspect of a successful partnership is the people behind the technology. clubsystems group, based in Hatboro, PA, has been consistently providing comprehensive solutions and exceptional customer service to the finest of clubs since 1967.

As we celebrate the milestone of our golden anniversary, our dedicated team of professionals continue to provide consistent touch points throughout all aspects of our customer relationships.

T

Account Management: Seasoned professionals that are dedicated to your success.

“We truly appreciate everything that you, and all of the csg staff, do for us. You work very diligently with us to help get things up and going. Again, thanks for everything you have done and we certainly value our relationship!”

Professional Services & Training: Experienced implementation that have “been there, done that” in regard to all aspects of club automation. They can effectively tailor our applications to your personal role and responsibilities – all with humor, patience and industry knowledge towards advancing your success and satisfaction.

“It was a pleasure to work with such an experienced representative and someone with true life skills in the hospitality industry. She is certainly the best hands-on trainer I have ever met. More technology companies need trainers like those from clubsystems group!”

Support & Ongoing Training: Skilled personnel that truly care about your issues, and strive to provide responsive, effective and knowledgeable support 24/7. Our statistics prove our success:

44

BOARDROOM | SEPTEMBER/OCTOBER 2017

67 percent calls received on demand, 93 percent response within 2 hours, and an average 9.6 of 10.0 client satisfaction rating.

“I just want to tell you how much we appreciate Steve, Jane, Alan and Sue. It’s the people who make the product, and your systems are good, but the people who support us are excellent!

You should be very proud of your staff!”

System Audits & Data Re-Engineering: Industry experts suggest that the average software user only takes advantage of 40 percent of the features and benefits of any given application. We often find that following a review by our team, our clients experience a fresh perspective on the functionality of an existing module, resulting in improved performance, and greater overall satisfaction.

“Everything that we accomplished with our recent Food & Beverage POS audit has been a positive improvement, and things that our club needed. I do not know how the club ran their operation without the things that the trainer suggested! Thank you for all your help!”

New Modules, Ongoing Enhancements and Best Practice Implementation: Based on our clients’ suggestions, along with available technological advances, our development teams are constantly expanding and enhancing our product offerings. clubsystems group also provides free client webinar reviews, monthly newsletters, online tips and tricks via our website, and user meetings to help clubs utilize csg solutions to adapt to their own ongoing needs and member expectations.

“I just wanted to let you know how smoothly things have gone this week with our conversion to your latest releases and additional new modules. Your trainer has been incredible and his expertise, planning and preparation have yielded an easy transition for my staff. He has shown us ways to do things better, more efficiently and easier, which adds value to our operation.”

As noted in the 2016 Private Club Software Satisfaction Survey, administered by The Boothe Group LLC, clubsystems group placed first in seven of eight customer service categories, as well as first in overall customer satisfaction.

As has been the way in clubsystems group we are not resting on our laurels. We have made significant recent investment in our communication and technology infrastructure and we are presently in the process of installing a new state of the art support system.

All of this investment will enhance the service we provide to our clients and reinforces our commitment to the partnerships we have with our customers. BR

ClubTec | BOARDROOM TECHNOLOGY FEATURE

by Ronnie Applewhite

Absolutely…Positively…Must Avoid Category C! have been a designer/developer of ClubTec’s suite of private club management software for more than two decades. Even before I was actually writing software, I was involved in the club industry, running ClubTec‘s monthly billings services division for hundreds of private clubs.

From day one, I noticed that the demands for customizable software are higher than average in the club industry. Private clubs have demanding clients, and these clubs need technology partners to help make sure those demands are met.

Most of my professional time is spent trying to keep up not only with the demands of the ever changing operating systems and software development packages, but also keeping up with the special issues that private clubs face.

In fact, almost all of the ideas for new features that have been released in ClubTec’s software originated as special requests from our clients. And over the years, those requests have been numerous.

Many times I have seen a brilliant idea from one client that could benefit all of our clients. Other ideas were extremely specialized to a particular club.

I have seen dues and member category structures that looked like they were designed by a NASA super computer, sponsor credit and incentive programs that could drive a mild mannered membership director to drink, and food & beverage minimum programs that defied the laws of physics. And it is my team’s job to assess each request and place it into one of three categories.

I

CATEGORY A

This is a great idea and everyone will love it!!

We need not only to make this happen immediately, but also get input from other clients and industry experts on how it might be expanded to fit their needs as well.

CATEGORY B

Generally these are pretty good ideas, and we certainly can and will do this, but we need to carefully 46

BOARDROOM | SEPTEMBER/OCTOBER 2017

examine how we can do it without upsetting the apple cart for our clients who detest change, and that is a large percentage of clubs in this industry.

CATEGORY C

What the %*#&. I did not think this club was in a state where drugs were legal. Let’s see if the project management team can call the club and talk them off the ledge, because this can only end in tears.

On a side note, Category C is a perfect example of what my mentor was talking about when he told me years ago, “We’re software people. There’s a reason why they don’t let us talk directly to the customer.”

CASE IN POINT

In just the last couple of years, the practice of charging surcharges or convenience fees to customers on credit card transactions started to gain a foothold in the retail world. One would think that this practice would be unheard of in the private club world because members simply would not stand for it.

After all, accepting credit card payments for member accounts is at least as beneficial to the club as it is to the member. And yet, automatic credit card surcharge capability is currently at the top of my client wish list.

The logistics are mind numbingly staggering. Different states have different legal definitions of surcharge and convenience fees, but for the most part a surcharge is defined as a fee for using a credit card and a convenience fee is charged for using an alternate payment channel such as paying by phone or online.

Surcharges are discouraged in no uncertain terms by all major credit card issuers and are illegal in several states. Convenience fees are okay as long as they meet strict criteria… which of course differs among credit card companies and state legislatures.

As a developer for this demanding industry, I strive to avoid Category C. In fact, in the 20+ years there have only been a handful of Category Cs. The credit card surcharge issue will be no different in the end. We will find a way to make it work that is completely functional and customizable for the clubs who want it, as well as completely invisible for the ones who do not.

I hope I have successfully offered a glimpse into the software development world for private clubs, and why I firmly believe that private clubs in particular should not rely on a boxed software package, but rather a technology partner that specifically and exclusively caters to the private club industry. BR Ronnie Applewhite has been employed by ClubTec for over 25 years as a systems manager and director of development. He has been responsible for many of the award-winning functionality and features within ClubTec’s suite of private club management systems. As noted, Ronnie is not allowed to talk directly with clients due to the mass confusion such interaction would cause!

FOOD-TRAK | BOARDROOM TECHNOLOGY FEATURE

by Bill Schwartz

Hold the Phone!

INTRODUCING THE FOOD-TRAK MOBILE APP TO CONTROL CLUB F&B SCI, developer of the FOOD-TRAK Food and Beverage Management System is pleased to announce the release of our latest innovation – the FOOD-TRAK Mobile App (FMA for short). The latest tool to be added to our mobility arsenal, the FMA provides the ability to perform inventory, requisitions, transfers, receiving, ordering, waste tracking, recipe viewing and more – all from an Android or IOS device.

Founded in 1980, SCI has been on the forefront of mobile capability starting as far back as 1983 with our laser scanners. Since then, we have added many

48

BOARDROOM | SEPTEMBER/OCTOBER 2017

capabilities, including the ability to use iPads and other pad devices for data collection.

But the FMA offers unique capabilities the pads and scanners don’t.

Unlike most pads, the FMA allows smartphone users to scan bar codes with the built-in camera. It also allows direct connection to the host system, resulting in real-time transactions. Clients especially like the ability to call up recipes on their smartphones.

We keep hearing two main topics when we talk to clients about automation of club F&B. They want cloud-based systems they can access from anywhere at any time with any browser, and they want to work with mobile devices – not desktop computers. We offer our clients the best of all these worlds.

Not all functions are applicable to all devices – there are still many things that are easier to do with the screen real estate available through a desktop computer as opposed to a cell phone or tablet screen. Why else would people buy 24-inch monitors? But where it makes sense, SCI has made mobile device capability available and easy to use.

We have always believed that technology plays a role in keeping F&B costs in line, and mobile technology makes it far more convenient and familiar, but people must be involved right from the start to properly configure the system, build the database, train users and follow through to insure success. It’s the combination of SCI’s talented group of food cost control experts, the FOOD-TRAK system and the way it is implemented and used that creates the solution to this problem.

While scanners, pads and smartphones make life easier, people are still the key. SCI’s trained staff handles the entire implementation, some of it on-site, from database building to system integration to personnel training. This approach insures every client will succeed, and immediately start to reduce costs and gain control.

With the FOOD-TRAK system, staff from a variety of departments can benefit. Chefs have the tools to cost recipes, analyze sales, identify variances as they happen, and solve them long before the P&L comes out. Purchasing is tightly controlled and can integrate bids to get the best pricing.

Controllers have more time to audit the critical F&B functions like receiving and inventory since many of the manual tasks are automated and most of the spreadsheets eliminated. And GM’s can present the board with facts – itemized lists of specific reasons the food or beverage cost may be higher or lower than desired. Not to mention helping the board set more realistic goals for targeted food costs.

Partnering with SCI, clients in some clubs have reduced their costs by more than 10 percent of total annual F&B revenues! For many, that’s the profit equivalent of DOUBLING sales. Plus, FOOD-TRAK integrates with all the popular club systems, including POS, accounting, catering and distributor ordering systems which results in a net REDUCTION of labor.

Add in the scanners, pads and now smartphones that vastly reduce the time and improve the accuracy of data collection – not to mention making these tedious task more enjoyable.

Maybe it’s time to hold the phone – with the FOOD-TRAK System. BR

Leaders in F&B Innovation

Michael S. Wheeler, CCE, CCM

Matt McKinney, CCM

Jay DiPietro, CCM

Michael G. Leemhuis, CCM, CCE, PGA

COO and General Manager Cherokee Town & Country Club Atlanta, GA

COO and General Manager Capital City Club Atlanta, GA

President and General Manager Boca West Country Club Boca Raton, FL

President Ocean Reef Club Key Largo, FL

Craig L. Lopes, CCM

Richard L. LaRocca, CCM, CCE

Nick Sidorakis, CCM

Phil Kiester, CCM

Brett Morris

General Manager The Moorings Yacht & Country Club Vero Beach, FL

General Manager/COO The Country Club of Orlando Orlando, FL

COO and General Manager Southern Hills Country Club Tulsa, OK

General Manager The Country Club of Virginia Richmond, VA

COO and General Manager Polo Club of Boca Raton Boca Raton, FL

Innovation is a key component of leadership.

These top executives have taken their clubs to a higher level by implementing a better approach for managing club food and beverage departments. Building on a foundation of best practices, checks and balances, and integrated business flows, they incorporated leading-edge food and beverage automation and reduced labor by tying all their systems together.

The controls, disciplines and reports produced by this approach make it possible to run food and beverage departments at peak efficiency, substantially reducing clerical labor and food costs. Innovation. A better way to do business Just what you would expect from leaders at this level.

Find out more. Call us at 800-553-2438.

Or just ask them!

FOOD AND BEVERAGE MANAGEMENT SYSTEM

PROCUREMENT • INVENTORY • CULINARY CONTROL

http://www.foodtrak.com

JAY DIPIETRO VENDOR OF THE YEAR

Jonas Club Software | BOARDROOM TECHNOLOGY FEATURE

by Jim Fedigan

New Software Implementation Creates Positive Partnership he Country Club (TCC), situated in Chestnut Hill MA, just outside of Boston, provides a wide variety of facilities for its members, including 27 holes of golf, tennis, squash and paddle courts, an Olympic sized swimming pool with a café, curling, skeet shooting, and even ice skating. However, like many clubs, TCC felt that their existing technology wasn’t meeting their needs, and after hosting the U.S. Amateur in 2013, made a collective decision to begin looking for a more comprehensive solution to manage all of their facilities.

T

Their first step in this process was examining what the business wanted to achieve by implementing a new system. “When we looked at our technology we asked ourselves three main questions: What can we be doing better, how can we better connect the front and back of house, and ultimately, how can we serve members better?” Singleton continued, “Once we began looking into software providers, we conducted departmental demos as a group, allowing each department to come back with a list of highlights, lowlights and an overall recommendation on how we should proceed. It became a great team process allowing everyone to have their voice heard, and when the final decision was made to go with Jonas, everyone was on board.”

Challenge: Many software implementations are either unsuccessful immediately or don’t live up to hopes and expectations.

Solution: TCC recognized that the implementation and training would need to continue Challenge: After going through a software change in 2008, some club staff were hesitant about tackling with the same philosophy as the selection process, and emphasized that both sides would need to work together. the challenge of switching vendors again.

Solution: The club management made a conscious After a nine-month selection process, TCC did something many clubs overlook when imdecision to bring the team together to find a true technology partner that they could work with for the plementing a new system. “We accepted that we were going to have to work right alongside the Jonas team as partners if we wanted this to be a successful implementation.” long run.

Singleton continued, “David and Bob brought all the department heads together for our kick-off meeting and spoke about teamwork and to remember the end-goal of reporting Bob Wolpe, CFO and Jacqueline Singleton, comand metrics and how that leads to club governance. All of that reporting which can lead to munications and technology director, took the lead actionable items, begins with the data all of the departments enter into the system.” She on the project in early 2015. With input from David specifically recalled a quote used at the December meeting, “A year from now, you will Chag, GM/COO, and the department heads, TCC began the process of reexamining their current ven- wish you had started today.

“When we brought all of the department heads together to participate in the implemendor while at the same time reaching out to new potation, it was great to see them working together in a way they don’t always get the opportential technology providers. Obviously, this was no easy task, but the team of 25 department heads de- tunity to. In a day-to-day environment, an assistant golf pro may never talk to a racquet sports manager, but having them work together on this implementation helped create voted the necessary time to product demos and QA with across the board in order to avoid making a pre- open lines of communication. I don’t want to call it a team building activity, but it was really cool to see the positive impact it had on the team.” mature decision.

Throughout the four-month implementation process, the staff at TCC worked closely “It was important for us to get everyone under the with the Jonas Professional Services team, and Jacqueline summarized their experience by tent from the get go,” said Singleton. “We have a large group of department heads, and their input as saying “Your entire team has been outstanding. They really know the product inside and out and they made time, and continue to make time, to understand our business.” well as the input of the assistant professionals, Since TCC’s launch date in early 2016, their staff has continued working closely with the managers and administrative staff were really important to us. It wasn’t an option to implement a system Jonas Professional Services, Support and Development groups to grow their own knowledge and offer product feedback. Singleton concluded our conversation by saying “From that worked for one area of the club but not others, the sales process, to the implementation and now post go-live, in my mind we’ve gained so we all needed to come together.” nothing but positive experiences from working with Jonas.” B R

50

BOARDROOM | SEPTEMBER/OCTOBER 2017

MembersFirst | BOARDROOM TECHNOLOGY FEATURE

by Ryan Maione

Leveraging Technology Through Strong Professional Services f your website today only serves as an online brochure, then you’re not fully leveraging this important tool. In most cases, your website is the first impression that anyone will have with your club. Well before the tour that your clubhouse manager gives, your website will start to help people determine if they feel a sense of belonging to your club. The website also needs to encourage the prospect to move through the first few sales stages; from a website visitor, to a membership lead, to initiating contact.

When you’re creating something this important, the team you work with shouldn’t be taken lightly.

So, before you decide what agency to work with, ask yourself, do they follow the agency-level process your club deserves?

1. Discovery 2. Implementation 3. Exemplary Lifetime Service

I

At MembersFirst, every project goes through an in-depth discovery phase, ensuring the goals and objectives of our clients are met and every opportunity is explored. During our discovery phase, we help bring clarity to the vision, execute a competitive analysis, develop key insights on what content needs to be created, discover common pain points among members, and ensure our clients brand integrity is kept intact. Whether a club needs to attract new members, drive visits to their site, increase facility usage, or improve event participation – an agency should be focusing on achieving those goals.

IMPLEMENTATION

When an agency begins the implementation phase, everything should go through a comprehensive analysis process to ensure every component of your website has a purpose and is working together to make prospects and members take the action you want them to take. Depending on what your needs are this process can range from site mapping, content creation and photography, to interactive design, fluidity and user interaction. If you’re overwhelmed with this, don’t worry, a good agency will guide you through the entire implementation process – from start to finish.

EXEMPLARY LIFETIME SERVICE

An agency’s work isn’t done once your website is built. They should be constantly measuring the results of your website and working to enhance it as your members’ behavior DISCOVERY changes. At MembersFirst, instead of ever being put into a queue for support, our clients What many companies overlook is the are personally assigned a client service manager who will be their primary point-of-conresearch/discovery layer, and its purpose is tact throughout their entire experience with MembersFirst. This enables their client servtwofold. The agency gains a deep understanding of ice manager to become intimately familiar with the club and allows them the ability to how their client operates (the challenges that need offer insight into how our software - and any other software your club may be using – can to be solved and how the website can deliver on be leveraged for continued member engagement. specific actions) and the client ends up with a webThe relationships created between our team and our clients are what have allowed us to site that performs on many levels, creates efficien- become their go-to resource for education, advisement, planning, and proactive program cies, and works as a pivotal piece of the marketing management. We’re proud to be the outside voice that helps set your club up for success. and sales team. The art of creating a beautiful, enUp until now, you’ve probably used consultants without the technology, or technology gaging website is a process of discovery for you without the consultants. Working with MembersFirst, you have the ability to take advanand the agency providing the service. This requires tage of both. BR a dedicated team of individuals who are committed to understanding your goals and objectives before building your website.

52

BOARDROOM | SEPTEMBER/OCTOBER 2017

ClubPay | BOARDROOM TECHNOLOGY FEATURE

Pleasant Valley CC Automates Payroll and HR leasant Valley Country Club decided on ClubPay’s Outsourced Payroll & HR Solution in December 2016, and were running payroll by the first week of January. Now, halfway in the first year of processing with ClubPay, PVCC’s administration office has found more than just functionality and time savingsreports, HR/PR Accountant Carol Schlitz states ClubPay’s extremely knowledgeable personnel as the top benefit.

Pleasant Valley Country Club is a top ranking golf course in Arkansas, and is best known in the Little Rock area for its redesigned practice facilities, reported as the most complete for members to fully calibrate their games.

During the final phase of significant course renovations to PVCC’s 27-hole layout, and whilst preparing club staff for a successful open come spring, PVCC’s payroll administration office was having problem after problem with their nationwide outsourced payroll service company.

P

54

BOARDROOM | SEPTEMBER/OCTOBER 2017

“The time clocks weren’t working, and the accounting upload had money going to the wrong accounts,”states Schlitz. “They could not get our accounting system to work within their system, and after a six month period of trying to make it work, we stopped.”

PVCC chose ClubPay’s web-based, integrated payroll & HR solution with custom interface setup to Jonas’ Timekeeper and General Ledger. ClubPay’s implementation consultants worked in partnership, behind the scenes with Jonas Club Client Support technicians to assure necessary reporting codes match for a seamless file transmission between systems.

“As far as transitioning from one major accounting service to another, this has been the most positive of any I’ve experienced in my career,” said Schlitz.

After implementation, clients have direct access to ongoing, live support and enhancements for the duration of the partnership from ClubPay’s client service team, and often work with someone who knows them on a first name basis. Schlitz says, “Working with knowledgeable personnel is the biggest benefit of the partnership; as a client it brings us a sense of security, and I’m most impressed by the exceptional, customer service provided on every call. We look forward to a long satisfying business relationship.”

ClubPay, attributes their industry leading three percent attrition rate as a direct result of the knowledgeable people on their service team who care for each client’s success.

ClubPay has taken ownership of processing payroll, printing checks, and filing payroll taxes for PVCC, relieving much of the administrative burden on club staff. BR

BOARDROOM DESIGN FEATURE | CC Tech Partners

What’s your Technology Plan? ost clubs have plans, including strategic and operational plans. What about technology? Typical answers vary from, we’re on a four-year cycle to replace all our computers, to, we budget capital funds to upgrade systems. While these plan for obsolescence, they’re not comprehensive plans.

Private clubs often rely on vendors to help anticipate technology change.

Most vendors honestly work on costeffective plans. The problem? Vendors may only see a limited slice of the big picture and/or they have limited expertise. Additionally, often different vendors support various platforms, leading to high operating costs. What’s the remedy?

First, assess current technology. What works well?

Is staff happy with the current systems? Usually not. Once a club’s decision-makers gain perspective, they recognize the problem’s true scope. The next step is to identify key technology platforms.

The overall technology plan should be broad, since technology drives vendors to add features, reduce cost, and simplify systems. Areas to consider include club management software, security cameras, phones, PBX/voicemail, file servers, switches, firewalls, building connections, burglar alarms, building management software, geothermal systems, and many more.

These systems generally carry monthly fees. A good technology plan achieves two goals.

1. Reduce costs 2. Upgrade and consolidate systems

M

Their monthly charges may not change for years. The simplest approach is to renegotiate contracts or invite other vendors to compete for services.

Consolidating systems brings former standalone systems onto a common platform. Combining computer, voice, and security cameras onto one network is just one example.

Part of a good technology plan is to educate management on the pros and cons of available systems.

A good technology plan takes work, but then becomes the playbook for many years. B R

Cost reduction is the cornerstone of a good technology plan. Several areas listed above typically last a long time.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

55

Dude Solutions | BOARDROOM TECHNOLOGY FEATURE

3 Ways a Computerized Maintenance Management System (CMMS) Preserves Facilities eople are one of your most important resources – and it can seriously hurt your operations when they leave or retire. The true cost of turnover is often hidden. It’s not something that you can put as an entry on your budget reports, and it won’t show up in your profit statements. Instead, it’s something that is quantifiable through a number of different sources.

Lowered productivity, overworked staff, costs for hiring and training new talent – losing a valued technician can quickly hurt your team, your club and your budget. The most damaging effect, however, is the loss of knowledge. In maintenance, when someone leaves the company, you not only lose their manpower but also their invaluable knowledge of the facilities and your operations.

P

56

BOARDROOM | SEPTEMBER/OCTOBER 2017

Those gaps in knowledge can be a huge detriment to your maintenance team – which is why having a computerized maintenance management system (CMMS) on your side is so valuable.

PRESERVING YOUR KNOWLEDGE

The gaps left within your organization’s knowledge when a vital team member leaves doesn’t have to slow you down. With a CMMS, your club’s technicians can: 1. Look back on historical data to see what maintenance has been previously performed 2. Check previous work orders to see the cost associated with it 3. Manage their inventory with associated parts to assets so you know you have the right equipment to complete a request.

A powerful CMMS solution, like Dude Solutions’ suite of applications, has everything you need to ensure that the valuable information your team has is preserved. From work order and inventory management to detailed reporting with real-time data, you’ll be able to have all the insights you need to keep your facilities running smoothly. BR Learn more today at dudesolutions.com/boardroom-magazine.

BOARDROOM DESIGN FEATURE | Paisano Performance

by John Finley CCM

Getting “IT” Right! etting the member experience right starts with getting the employee experience right. It takes applying the right resources with an engaged staff to consistently achieve a great member experience. Paisano Performance Partners provides innovation applied to fundamentals to help you get “IT” right.

Good managers understand their team is the key to success in delivering an exceptional member experience. And top performers are seeking that work culture. Unfortunately, with limited resources and competing priorities, even good managers settle for the Just Get It Done approach to performance management and the top performers fall short of potential.

G

CLUB SPECIFIC TOOLS TO GET “IT” RIGHT

If this sounds like your club, your management team may be lacking the right tools. Successful club leaders are utilizing performance management software designed for clubs to engage and transform their teams.

Paisano Performance Partners offers internet based tools designed to get the experience right for your employees and ultimately your members.

“Building a cohesive, service-oriented team is paramount for a successful member experience. Sharing a consistent message with all new associates is one of the critical steps to building that team. We expect all employees to know and live our employee mission statement, which is to exceed members expectations with every interaction.

Team Builder will ensure all employees know what is expected of them ON their first day” Peggy Taylor SPHR, SHRM-SCP Director of Human Resources Bonita Bay Club • Team Builder Orientation Software to ensure new team members are ready to deliver a great member experience on day one!

• Performance++ Check-In and Evaluation Software providing feedback that drives performance.

• Team coaching and performance assessments to maximize teamwork and output.

For Additional Client Testimonials visit our web site at paisanoperformance.com For more information email Jfinley@paisanoperformance.com or call (214) 794-5913

SEPTEMBER/OCTOBER 2017 | BOARDROOM

57

TAI Consulting | BOARDROOM TECHNOLOGY FEATURE

by Michael Talbot

Return of the Prodigal Client or the last few years I have spoken on the state of club software; the corporatization of the software vendors and the change in club decision making. I wrote of the pitfalls of clubs looking for greener pastures and decision makers being enamored by fluff and not substance. I continue to call attention to the corporate vendors who are far more interested in their investors than your goals.

TAI lost a few clients, however we stayed supportive and waited for the opportunity to quell the roar of discontent. Now the trend is reversing, the homecoming begins.

One longtime client was forced to another system because the board wanting a ‘change’. From those that actually use the software, the regret was instantaneous. It was clear that the new system did not have the functionality of TAI. Requests were made to make basic changes to match TAI’s functionality; those requests were denied. The final straw was when the support structure of the new vendor became untenable.

F

58

BOARDROOM | SEPTEMBER/OCTOBER 2017

Another client made the move to a ‘cloud’ system. This client was rural and the internet weak; not an environment for a cloud install. I wonder…was the vendor more interested in the sale or a successful install? This vendor has many other issues as well and after five months the move back to TAI is in progress.

The trend to corporate vendors has changed the landscape which is why TAI is considered by many as the Last of the True Club Vendors. Corporate ownership dictates corporate goals - TAI is privately held thus allowing TAI to take our direction from the needs of our clients.

There are many reasons TAI is worthy of your business. Integrity, honesty and commitment to your club is just the beginning. BR Michael Talbot is the president of TAI Club Management Systems and has over thirty-five years as a designer and provider of solutions for the club industry. Mr. Talbot can be reached at (248) 723-9700 or via email at mtalbot@taiconsulting.com

Allie Jeka

Lyn Falk

BOARDROOM TECHNOLOGY FEATURE

Designing with Tech Allows Teamwork to Thrive oardrooms are super important spaces in almost all businesses. They are the “make-it-happen” room – the place where employee bonds are strengthened, game-changing ideas are formed, and deals are made.

In order for boardrooms to meet these challenges, they must stay current, reflect the club’s brand, and keep up with the demands of today’s increasingly tech-savvy workers and clientele.

meeting with a prospective client? Adjust the lighting towards warmer hues to create a welcoming, calming environment.

Ask Amazon Echo to dim the lights, change the music, drop the window blinds or adjust the temperature. And Sage window glass – smart electrochromic glass that becomes darker when sun is CONFERENCE ROOM DESIGN 101 bright – eliminates the need for window shades Every boardroom should promote the company’s or club’s philosophy/mission, products entirely. and services. If it has a reputable history, it should be celebrated, acknowledging awards Need to change the aroma to lift the energy in the and milestones. Colors, acoustics and lighting should all carefully be chosen to represent room, or to provide a calming atmosphere when nethe brand and support room activities. Furniture should also reflect the club’s gotiations are tense? Send a subtle mist of jasmine look/style/brand. into the air to energize or lavender to calm, all via a A small area for coffee and refreshments is a necessity, as many meetings require remote control switch. “fuel.” When these design basics are overlooked, then employees and clients can find An adjustable sit-to-stand conference table can themselves sitting in an “I-could-be-anywhere-boardroom, USA.” What a lost opportunity! provide employees with wonderful health benefits In addition to these vital design tenets, there are the pertinent technological compoand help them stay alert during meetings. Some connents. No modern-day boardroom is without some high-tech bells and whistles. ference tables even have ping pong nets that rise from the middle with the touch of a button STAYING CURRENT WITH TECHNOLOGY Give your employees a chance to work AND play Complementing a well-designed meeting room with technology can foster meetings that together, and you’ll find that creative ideas will literare more constructive and creative, leading to more home run ideas, more productive em- ally be bouncing back and forth. ployees, and more satisfied clients. Here are some examples: Technology creates a more agile workspace that Digital whiteboards provide a canvas for workers to explore their ideas without boundenables workers to have power over their environaries while recording everything written upon them. Having all of your brainstormed ideas ment, subsequently changing it to fit their needs or noted on the wall and sent immediately out to attendees’ personal devices when the meet- the needs of their clients. ing is finished saves time and keeps records accurate.

This ability can make every space user a bit more Hands free, voice-control speakers, such as Amazon Echo, allow for more streampositive and productive. And that’s good for the botlined, uninterrupted meetings. For example, employees can save time by asking the tom line. BR speaker for solutions, or to define words, provide data or even read articles or busiRetailworks, Inc., is an international commercial ness reports out loud. design/branding/marketing firm located in Milwaukee, WI. It can be used to keep employees on task by memorizing and adding to a to-do list, Lyn Falk, a consumer behavior specialist, is the president and which can be emailed out to all pertinent parties following the meeting. founder, and Allie Jeka serves as social media strategist/ Smart Glass technology can transform transparent windows or glass into opaque manager. They can be reached at lfalk@retailworksinc.com and walls with the flip of a switch, allowing boardrooms the flexibility to be either open or ajeka@retailworksinc.com, respectively. confidential.

Boardrooms that are fluid and adaptable will easily meet the fluctuating needs of various users throughout the day. For instance, installing tunable white LEDs provides users complete control over the lighting in a space.

With a simple adjustment on an app, lighting can be adjusted to cooler tones, which increase employee concentration and alertness by mimicking bright natural light. Are you

B

SEPTEMBER/OCTOBER 2017 | BOARDROOM

59

BOARDROOM TECHNOLOGY FEATURE

by Bill Boothe

Do I Really Have to Use Industry-Specific Software to Run My Club? requently club managers ask, “Why is our industry so committed to a relative handful of small, club-specific software vendors? What about the big players like Quickbooks, Sage, Oracle/NetSuite or Microsoft Dynamics? Why can’t we use one of them?”

Well, if private clubs operated just like the average small business, the answer would be simple: “Yes, you can!” But alas, clubs aren’t just like average small businesses. So, the answer is “No, you can’t, because clubs require a very specialized type of software offering special features unique to the private club industry.”

That shouldn’t be a surprise. Numerous industries require specialized software to operate. Here are a few to consider: • Construction • Manufacturing • Banking • Heath care • Legal • Real estate • Architecture • And many others…

3. Maintain member and dependent photos, preferences, allergies and other information, which display at POS. 4. Provide member online access to their billing account to view/print: billing statements with POS check detail, minimum spend balances, credit book balances.

5. Maintain information on member lockers including type, size, location, lock combination, and produce billing from this data.

6. Assign members to membership categories, report on upcoming category changes, automatically move members to a new category based upon various factors, and track all changes over time.

7. Assign members to committees, and track all current and past assignments; print committee lists and send broadcast emails to committees.

8. Handle initiation fee and assessment installment billing, with interest calculations and amortization tracking.

9. Handle food and beverage minimum spending billing and tracking, with the ability to exclude certain sales categories, and handle multiple billing cycles, carry-overs, roll-ups, etc.

10. Handle rapid entry of identical charges with multiple revenue codes (tournaments, club events).

11. Handle multiple recurring charges (dues, assessments, locker fees, bag storage fees, handicap fees, etc.).

12. Provide member spending analysis by dollars and occurrences, by individual member or family member, member category, charge type, club location/activity, or other factors, for a date/time range.

But surely clubs can’t be as specialized as a bank or hospital, right? How many “special features” are we talking about? And how important are they anyway?

Here’s a partial list of software features required by most private clubs.

1. Full integration with the membership and accounts receivable application.

2. Search for member by account number or last name.

3. Display member and dependent demographics information (preferences, ages, allergies, charge status, etc.).

4. Display member and dependent photos.

5. Maintain favorite menu items assigned to individual members or automatically assigned through purchase patterns, to include kitchen prep instructions.

6. Warn/prohibit charging by suspended members.

7. Print member name and allergies on kitchen requisition.

8. Print real-time minimum spend balance on member check.

F

SPECIAL RESTAURANT POS FEATURES

SPECIAL MEMBERSHIP AND ACCOUNTS RECEIVABLE FEATURES

1. Maintain unlimited mailing addresses; direct different mailings to different addresses, each with an effective date range.

2. Maintain member, spouse and dependent demographic information.

60

BOARDROOM | SEPTEMBER/OCTOBER 2017

SPECIAL PRO SHOP POS AND INVENTORY FEATURES

1. Full integration with the membership and accounts receivable application.

2. Search for member by account number or last name.

3. Display member and dependent demographics information (preferences, ages, sizes, etc.).

4. Display member and dependent photos.

5. Warn/prohibit charging by suspended members.

6. Provide check-in module to track noncharge activity (fitness/pool visits).

7. Maintain member credit book (aka sweeps or winnings); apply credit as tender type; maintain ledger of transactions.

8. Track loaner clubs and racquets.

9. Maintain multiple inventory item price levels, and automatically assign at POS based upon member category or other criteria (buying club).

10. Track special member orders and notify member and staff when these items are received.

That’s 30 special features in just three modules (bet you can’t find more than a handful of features your staff doesn’t need). And we haven’t even considered other modules such as banquets and catering, reservations (dining, club events, tee times, courts, lessons), the club’s website, general ledger, accounts payable, lodging, marina and more.

These are special features that are not available with “generic” business software, and probably never will be.

The private club industry, like other “vertical” markets, is too specialized for the generic players to focus on. They’re dedicated to the millions of small businesses that simply send invoices to customers, track payments and produce financial reporting.

And they’re savvy enough to leave the “verticals” to specialized providers who tailor their software to the special needs of the industries they serve. B R

BOARDROOM DESIGN FEATURE | Signera

Connect Your Communications ommunication comes in many forms. Email, websites, social media, and digital signage all together form a web of communication efforts to maximize the likelihood of reaching your members. Each of these approaches has its strengths and weaknesses.

When managed independently they can be time-consuming and frustrating. Double entry and lack of connectivity is costly and ineffective. Often some avenues of communication are ignored because of the inability to start and manage them.

Signera’s innovative approach of connecting these tools allows you to reach your members through various technologies effortlessly. Digital signage and web content displayed on exercise equipment and tablets can facilitate dynamic in-club communication. Email newsletters can include a link to see the latest flyers for upcoming events without logging into a website.

Website calendars can be linked to show events on digital signage throughout the club. Club communications can be broadcast through cable to your club community. All of this can be automated or done with single entry, reducing your costs and frustrations while increasing affect. Though digital signage is the core and catalyst of the Signera system, innovation has expanded it to integrate multiple communication efforts. Additionally, new Signera apps allow easy implementation of many types of information including menus, directories, leader boards, and more. BR

C

To learn more about connecting your club visit www.signera.net or call 1-877-998-7446.

Bill Boothe is president and owner of The Boothe Group, LLC, an independent consulting firm that helps clubs understand computer technology, make good decisions and receive the highest value from their technology investment. During his 28 years in the club industry Bill has assisted more than 400 private clubs with the planning, evaluation, selection and implementation of computer technology in all facets of their operations. Bill can be reached at bboothe@boothegroup.com.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

61

LISA CARROLL

CHEF EDWARD LEONARD

HOUSE committee

Long Term Strategies

For Managing Kitchen Labor and Skill Shortages Finding cooks, especially good cooks, is difficult these days and getting worse, as I have stated previously in BoardRoom articles and referenced Chicago Tribune and New York Times’ articles.

The reasons are varied, but living in a world that insists on “making it now” and “getting it now”, creates a different mindset from what chefs who trained 10-plus years ago were used to.

Consider also that culinary school costs a lot more money today than it used to, and if students want to work at the top places, they will only earn $9 to $10.50 an hour. They need to make money to pay off high school loans.

Some graduates are married and have additional financial obligations so they forego finding a good property to work for at a lower salary. Instead, they want the larger salary now, and don’t want to wait.

Chef Edward Leonard recommends new graduates spend the first four or five years out of culinary school traveling and working for the best chefs, and the money will come in time. But the world we live in counters this. BR Lisa Carroll is a search executive and consultant with Kopplin Kuebler & Wallace, LLC, a consulting firm providing executive search, strategic planning and data analysis services to the private club industry. She specializes in executive chef searches. The company has offices in Scottsdale, Jupiter, Atlanta, Denver, Cleveland, and Naples. Lisa can be contacted at (561) 596-1123 and at lisa@kopplinandkuebler.com.

Here are more comments from Chef Leonard on attracting good cooks as well as managing those with lesser culinary skills: I love my profession and am consumed by what I do – living it 24/7. I have been fortunate to have many opportunities abroad including European training and have achieved what some might call success.

As I reflect on my past though, I wish I had been home more with my family or took more time for me.

The generation coming into the kitchens now is not willing to give up their lives. They want balance, they want to see a weekend night or day off, attend the family social gathering even though it’s held on a weekend. They want two days off not one, because one never becomes a true day off with all the weight life has on our shoulders and the unremitting to do list.

I do my best to give my chefs those two days off at least 60 percent of the year. When they are rested and happy at home, they are happy to work and give the 100 plus percent we need for the program we have here at Polo Club of Boca Raton.

The industry including restaurants of all kinds, Michelin or not, and the top hotels, resorts and clubs, will have to adjust at some point or lose people and some of them very 62

BOARDROOM | SEPTEMBER/OCTOBER 2017

good. Some leave those restaurants where they worked 1:00 p.m. to 1:00 a.m. and leave the industry for good.

The profession will have to provide balance between work and home life at some point or have more serious issues than we already do. Even in Europe they do not work six days and 12-plus hours a day.

A lot of chefs don’t think this way or agree with me. They still believe this is what the industry demands and is simply the way things are, but that thinking will have to change.

Younger chefs joining the workforce who value balance are more open minded and reward their team with time off.

It is proven that those who work in cultures that value people, give them time off when they can, and value day off requests for important events, are more productive and loyal.

We also need to mentor, to inspire, and always to “Coach” regardless of the level of schooling or training our employees have. Much of the workforce lack the ability to work quickly, to move and to have the sense of urgency needed in high volume, quality kitchens.

Lacking the basics is more common than you think. Skills like sautéing and proper all-around cooking methodology

is common, as well as good knife cuts. We still need know how to julienne, dice and cut in a kitchen.

We don’t need to be school-like in teaching where everything is measured. Have you ever seen a customer send carrots back because they were not a quarter inch? We need consistency with the cuts and some speed. You have to know how to peel an onion efficiently and quickly. We have to emphasize repetition, and if that means two hours and 20 pounds of potatoes for a medium dice, so be it.

So, I recommend the following model in all kitchens to manage the shortage of staff and labor and for long term success: • Focus on educational kitchens • Develop chefs that coach, inspire and motivate in a firm but nicer way • Teach a sense of urgency • Place people in the positions that makes them successful • Have empathy • Ensure clear communication and expectations • Manage with standard operational procedure guides from cooking to cleaning equipment to one’s job responsibility • Develop formulas over recipes for consistency • Support and give balance to having a life and work as much as possible. Demand 100 percent effort and commitment when on the job, during those times we have to work the long hours, but make that the exception and not the norm.

BOARDROOM DESIGN FEATURE | EZLinks

Grow Your Membership At EZLinks, we are committed to finding innovative ways to help clubs like yours thrive and grow your membership. The EZENGAGE Marketing Suite is designed to attract and nurture prospective members with customizable automated emails. Schedule follow-up email campaigns to keep your prospects informed about new activities and amenities, to remind them of renewals, or just to stay in touch. The built-in Customer Relationship Management (CRM) tool gives you the ability to track prospect engagement and activities. Find out what emails and features interest them, tailoring your marketing to their desires. BR

“I recommend using EZLinks to improve your club’s marketing efforts. Thanks to EZLinks my club has seen a double digit membership increase and my board could not be happier. EZLinks will lead your club into the future.”

Michael Mack, PGA Head Golf Professional, Burlington Country Club Build your membership with EZENGAGE Marketing Suite! Learn more at EZLinksGolf.com.

Understand that providing a greater quality of life for your team means you may have to add additional staff so everyone can work fewer hours. But with a path of leadership that can achieve this characteristic, loyalty might happen in a generation that averages two years at a job.

Looking forward to coming to work and following the vison and goals set forth will be the new energy.

Showing people that the love of cuisine and pastry, and the love of working in your profession, does have some give and take, will reap great rewards. We all benefit when we care about the well-roundedness of our employees’ lives.

I have started the model some years ago. I may not be 100 percent on target and have the end solution, but I will say it makes a difference and has yielded some great results, I have seen the results of the career path of my team’s successes when they move on from my kitchens. BR Chef Edward G. Leonard, CMC, is director of culinary operations at the Polo Club of Boca Raton and an author of five books. He was vice president for culinary education at Le Cordon Bleu North America and was past ACF national president. He also specializes in speaking, demos, mentoring and consulting to those in the club world and culinary profession. Chef Leonard can be contacted at edwardl@poloclub.net and (562)995-1135.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

63

BoardRoom magazine Recognizes the Private Club Presidents of the Year

By Heather Arias de Cordoba, Associate Editor, BoardRoom magazine BoardRoom magazine annually recognizes the world’s top private club presidents, captains and chairs as Private Club Presidents of the Year, for their outstanding work, their understanding of the industry, and role and responsibilities of the club’s board of directors. In this continuing series, BoardRoom introduces four of the top 22 presidents for 2016.

Private club board presidents play a huge role in professional operations of their clubs as a volunteer working diligently with their board of directors and general managers, striving for well informed, but not emotional decisions.

This recognition by BoardRoom magazine has attracted board president nominations from clubs and other nominators around the world.

These outstanding presidents exemplify the focus on the leadership responsibilities, the accountability and the management of the board providing a healthy respect for the club’s macro management.

They are cognizant of the importance of working, effectively and efficiently, with their volunteer boards and the dedication required from everyone with whom they work.

Key elements of a “good” board include commitment, competence, diversity, collective decision making, openness, transparency, effective communication with the management and the membership, fiscal responsibility, development and establishment of the clubs’ mission, vision and policy direction, especially through establishment of a strategic plan.

A successful board president draws upon the expertise of other board members, the club’s institutional memory and stewardship of the club’s resources. As well the board president provides new board members and future board presidents with information they need to perform effectively as board members.

Congratulations to these outstanding private club board presidents.

Three club president profiles on page 66

Sponsored by

64

BOARDROOM | SEPTEMBER/OCTOBER 2017

FRED NOA, PRESIDENT | OUTRIGGER CANOE CLUB | HONOLULU, HI

FRED NOA, PRESIDENT

DAVID ROBINSON, GM

Leadership… and that’s what private clubs depend on to be successful and that’s exactly what has been required form Fred Noa, one of BoardRoom magazine’s top presidents for 2016.

“A long-time member of the club and well known in the community, President Noa has faced no shortage of issues that have required leadership,” said David Robinson, GM/COO of the club, founded in 1908, and which sits prominently on Honolulu’s Gold Coast in the shadow of Diamond Head.

The issues ran the gambit from: • A need to operate and manage a $14 million budget without a GM/COO for a majority of the year • Hiring a number of key positions including a GM/COO • Taking the lead on pulling out of a historically significant State canoe racing competition because of safety risk factors

• Taking necessary disciplinary actions related to both members and employees • Working through large long range, building and grounds and finance projects and, • Driving member and staff experience on multiple levels.

“With all that was on our plates I am both proud and thankful for an incredibly committed and competent group of volunteer board members and a staff that stepped up to serve our club and its members at every challenge,” President Noa emphasized. There were many members who were thrilled to serve on committees during Fred Noa’s term.

President Noa was instrumental in leading the search committee on a national search for general manager. Working with the consulting firm, Kopplin Kuebler and Wallace, the committee worked for months on the selection process, which took a good deal of Fred’s time.

The result is that OCC has a true chief operating officer leadership dynamic. Board members have specific committees they represent, and work with the GM on leading the club. His administration also took on the task of furniture selection and procurement for all the food and beverage outlets of the club, a project that would exceed $800,000, after all was said and done.

President Noa, a second generation member, has had a membership for 45 years. He has served on multiple committees including long range planning, buildings and grounds, house, nominations, finance, member relations, and GM search committees, and has served six years as a board member, and competed on behalf of the club for multiple seasons in both canoe paddling and volleyball, and represented the club well in inter-regatta events.

“Fred is a true role model and respected leader. He is caring and personal, and has a magnetic personality. People generally like to be around him,” said general manager Robinson. All good reason why Fred Noa is one of BoardRoom’s top presidents for 2016. BR

RANDALL McSHEPARD, PRESIDENT | THE UNION CLUB | CLEVELAND, OH

RANDALL McSHEPARD, PRESIDENT LAWRENCE McFADDEN, GM/COO Key initiatives mark the presidency of Randall McShepard, the first AfricanAmerican president in the 146-year history of The Union Club of Cleveland.

“Randy’s ability to engage various stakeholders is one of his key talents.

Together a strategic plan has been developed, one that has addressed annual as well as multiyear needs,” said Lawrence McFadden, the club’s general manager and chief operating officer.

There had been a decrease in the club’s membership, usage and financial contributions during the country’s economic recession but the drive and vision of President McSherpard has created other opportunities. The club’s board, and more specifically President McShepard, worked together with the club’s management on membership sales programs, revenue development channels and business outside the walls of our club for increased revenue and brand exposure.

“Opening our doors for the Republican National Convention created one such opportunity, which allowed us to increase revenues for a traditionally slow month,” explained McFadden. “We also took the opportunity to create a membership pilot program for a sister club in the downtown Cleveland location. This yielded great membership growth adding necessary revenues.”

The Union Club also is going through an aggressive capital improvement project that has “Randy’s vision all over. This will leave a great legacy as president,” McFadden added. Member experience is also one phrase to which President McShepard makes reference, and how can the club listen, engage and develop clear communication of what members want. Often employees have “become comfortable and perhaps slightly complacent, because of the culture of an older club,” explained GM McFadden. “We needed to engage them, reward their efforts and educate what our expectations and challenges are.

“President McShepard did a great job in joining me for employee round table discussions, staff meetings and our annual celebration award programs. The member experience can only get better if our staff members understand their roles and enjoy their work. We wanted to give employees the power to make decisions, own those actions and educate them on trends for future solutions.”

The club under President McShepard also addresses programming. “We needed to create individual style programming that spoke to the hobbies and interests of the board view of membership.

Opening of communication challenges, which started with an improved newsletter, weekly e-blasts, ‘what you missed’ news feeds and post promotions were developed so members develop their scheduling.

“One simple act was to brand our water bottles on a monthly basis, with the latest event and placing them in the cars, or making them available in fitness center,” added McFadden.

Governance has also been vitally important to President McSherpard.

The board has approved a strategic plan so when the presidency changes, the club continues in a consistent direction. “This assists the general manager in moving the club forward in areas that have been deemed important and relevant for the club’s growth.

“President McShepard is a hands-off leader,” McFadden comments.

“There isn’t micromanagement. He sees the big picture and allows management to make changes needs that are in the best interest of the club. He appreciates data, survey and results versus opinions that could potentially derail the program or direction.” BR

ROBIN MICHAEL This article was submitted by Robin Michael, director of sales, FL, Northstar Technologies, Inc. For questions, contact Robin at robin.michael@globalnorthstar.com or at 508-254-5125. For more information about Northstar Club Management Software, lease visit www.globalnorthstar.com or email info@globalnorthstar.com

TECHNOLOGY committee

The Importance of Club Communications During a Crisis What We Learned from Irma

Like many others, I experienced what is now known as “Irmageddon.” I was fortunate. I live north of Naples and Hurricane Irma downgraded to a Category 2 before her arrival to Venice, FL (my hometown).

However, many of my industry friends and clients were impacted both personally and professionally when Irma unleashed her wrath on our beautiful state. It’s during these natural disasters that we all realize the importance of communications, whether it’s with our families who live away or with our members. It is also important to focus on the business impact during a natural disaster.

Before Hurricane Irma, skies were blue, birds were chirping, and we were going about our normal, daily routines.

All was good right? Yep, until “Irmageddon” hit.

All the fun came to a screeching halt! Those members who were once sipping cocktails, enjoying life - they turned into Irmageddonians! An Irmageddonian is not always someone who lived through the Hurricane; it can be someone who experienced it from afar, and has been impacted by it. They immediately think their second home is now at the bottom of the ocean (even when they live in Central Florida). You will know when your membership has turned into 90 percent Irmageddonian when you experience the following: 1.) A million emails from the away members requesting a status on the situation immediately. It doesn’t register that you don’t have access to email because you don’t have the internet. Let’s face it, even if you had the internet, you have no power to get online.

2.) They expect an immediate explanation why Irma hit their beautiful community, and they want it NOW. They want to know what the club staff is doing about it? It doesn’t matter to an Irmageddonian that you had to chainsaw your way out of your driveway to get to the club and assess the damage. The Irmageddonian believes you somehow should have been able to achieve this minutes following a major disaster.

3.) An Irmageddonian will also call even though they can’t get through to the club (because again you have just gone through one of the biggest hurricanes that hit the region in ages) but they will continue to call. There will be panic, and the panic will grow because they hear NOTHING back…only CRICKETS.

4.) The Irmageddonians are now forming a larger group of panicked members. The pitchforks out…oh they are coming…they are heading up the hill and heading straight for you…look out! Oh, the horror, the horror of it all!

Ok. Did I scare you? I was obviously overly dramatic in #4 but, if you find yourself in this situation, there are ways to avoid it in the future.

Here’s what we do to avoid 1-4 the next time if you find you have been going through exactly what I outlined above. I share this with you because not only am I an “Irmageddon” Survivor but I’ve been helping my clubs through it as well.

In my 17 years providing member communication and club management solutions, I’ve held a few hands through a few hurricanes and found the following is the recipe for success: 1.) Engage your Technology Partner: Before the hurricane, engage your technology provider (the company who provides you with the ability to email and/or website hosting).

Share with them that you will need a “go to” person that you can utilize to get the message out to your membership.

2.) Prepare Communications: Have a draft ready for what you need to communicate (yes you may be writing it by candlelight during the storm but get it done). This communication should be a reassurance to the membership that you and your staff are safe and will be assessing the situation. Set a reasonable expectation on when the membership can expect another status from you.

3.) Club Website: Any communication that goes out via email should be posted on the club website (again rely on your technology provider to do this on your behalf).

4.) Member App: If the club has a member app you can send push notifications via the App as another way to keep members informed. Anyone with access to the app (your technology provider) can do this on your behalf if you do not have internet access.

5.) Social Media: If you use FB, Twitter, Instagram, etc. update with all the same information. Again, utilize a third party for this method. If you do not have these communication vehicles, this is a wonderful opportunity to create a twitter or facebook account, just to keep members informed.

I hope we don’t ever have to experience another “Irmageddon”, but if we do, I hope some of this information helps you to prepare for the next time! Stay Safe! BR SEPTEMBER/OCTOBER 2017 | BOARDROOM

67

HENRY DELOZIER

GLOBAL PERSPECTIVES

Henry DeLozier, a recipient of the BoardRoom magazine Lifetime Achievement award for 2014, is a principal of Global Golf Advisors. You can contact him at hdelozier@globalgolfadvisors.com.

When You Don’t Know What You Don’t Know When you are a member of a private club’s board of directors, the volume and complexity of the issues that confront you and your fellow board members can be overwhelming.

Despite the challenges, board members have fiduciary duties that require that they execute their duties knowledgably.

For conscientious board members, damn the torpedoes, full speed ahead is not an option. For them, becoming subject matter experts in the wide-ranging aspects of club management is part and parcel to the job they have taken on.

That makes knowing where to turn for information critical to carrying out their duties. Fortunately, numerous resources are available for club leaders and boards intent on operating from a base of knowledge and with the assurance of proven data.

Jeff Morgan, CEO of the Club Managers Association of America, has mobilized his leadership team to provide instructive and insightful guidance to managers and their clubs. “CMAA recognizes that clubs are businesses. We continue to support club managers to ensure there is good decision making in club board rooms,” he said. Informative

managers), a Board Toolkit. Henry Wallmeyer, president and CEO at NCA, puts it simply: “When board members work well together, and within the structure of the club, it doesn’t happen by accident– it’s the result of careful planning and implementation of best practices to achieve a strong, long-lasting governance foundation.”

Wallmeyer notes that NCA provides clubs with resources for building a better board and orienting new board members. It also makes available an overview of governance practices and expectations to serve as a reference and education tool. NCA’s publication Strategic Planning for Private Clubs is another key governance resource that provides a comprehensive overview of today’s best practices for board leaders, sample forms, a glossary of terms and additional resources, as well as specific tips for how clubs can build a roadmap for long-term success.

Philip Newman, RSM’s national industry leader for private club services, emphasizes putting first things first, starting with the club’s financials. “Every board member should have a thorough understanding of the club’s finan-

When board members consider the breadth of knowledge required in today’s club and economic climate, their jobs can seem overwhelming.

Knowing where to find subject-matter experts experienced in club matters who are eager to help can make the job a lot less intimidating. financial information should include easy-to-understand dash boards or industry comparable information that rounds out insight gained from financial statements, Morgan added.

Good governance by a club board includes a thorough understanding of budgets, current financial statements and projected changes. CMAA provides education to members to ensure the club professional has financial competencies that extend into the boardroom, so the club manager can work collaboratively with the board to fulfill their financial obligations.

The National Club Association provides guidance for club board leaders through its Board Leadership Institute.

Strategic planning and governance templates are at the ready for club leaders who need a jump-start. NCA even offers its members (the clubs themselves rather than the 68

BOARDROOM | SEPTEMBER/OCTOBER 2017

cials,” he said. Building on that base of knowledge, Newman advises audit clients to view the club’s balance sheet as the “crystal ball” that can predict the club’s direction.

Fixed assets, for example, often get lost as a really big number on the balance sheet. Newman says board members must roll up their sleeves and tour the facilities – the front and back of house – and hear from the management team about the condition of the items that comprise the club’s fixed assets.

Without that due diligence, “How can they effectively plan for strategic asset replacement and effectively discharge their fiduciary responsibilities?” Newman asked.

Boards also need to set strategic financial reporting expectations for management, including timing and the style

of reporting expected. “Too many club accounting departments get overwhelmed with ad hoc financial information requests, or demands for reports in a different style.”

Such requests can lead to the department grinding to a halt because of “whimsical requests” that sometimes have no correlation with club’s strategic direction. “Boards and managers need to stop this from happening, if they are to remain tactically astute with their financial management of the club.”

Know what you must know. Strategic intelligence demands that board members develop a comprehensive understanding of the financial performance metrics of their club and expand their knowledge to comparable clubs.

Derek Johnston, a partner at Global Golf Advisors, said club leaders need an efficient and insightful collection of trustworthy facts to empower them to make good decisions. “Private clubs require specific, relevant data concerning member satisfaction, competitive market conditions, operational performance at your club and options available to finance club needs.”

Johnston added that clubs that develop and use the most reliable information have distinct competitive advantage over the crowded marketplace. Johnston uses a strategic intelligence platform to provide a one-stopshop solution tailored to the needs of each club. “Club boards need knowledge that can be directly applied to problem-solving.”

One can only spend the funds that are available. Ray Cronin, CEO and co-founder of Club Benchmarking, recommends the ultimate reality check – clubs should plan to use only the money that they can reliably generate.

“Managers must see that their boards are fully current and conversant in economic realities of need when establishing dues and fees. A club cannot spend money it does not have.”

“The Club Benchmarking Financial Insight Model provides strategic insight as to where the money to run a club comes from and where it goes. Clarity quickly emerges by understanding industry norms and your club’s benchmark in comparison.”

One critical metric in the model is the Net Available Capital Ratio, which shows whether capital income meets the necessary benchmark. “Ultimately, the Financial Insight Model focuses Boardroom discussion on the critical and strategic topics – the balance sheet and capital needs and resources versus tactical, operating income statement line items, such as the cost of food,” Cronin said.

When board members consider the breadth of knowledge required in today’s club and economic climate, their jobs can seem overwhelming. Knowing where to find subject-matter experts experienced in club matters who are eager to help can make the job a lot less intimidating. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

69

DAVID W. LACEY David W. Lacey is a two-term member of the board of governors at Philadelphia Cricket Club. You may reach David at dlacey@hirshorn.com

HR COMMITTEE

Cloud-Based Human Capital Management What Does this Technology Offer Your Club?

Country clubs are often searching for technology-based tools to improve operational efficiency or effectiveness. The human resource function should be moving from paperbased to technology-based, thus increasing both factors.

You can stop your searching for that tool. It is a new tool called cloud-based Human Capital Management.

The technology of a cloud-based human capital management (HCM) system offers a country club many pluses, ranging from simplifying employment processes to expense savings.

Let’s go to the end of the story: what does a country club gain with a cloud-based system? Country clubs – and there were 23 in a national survey – reported these HCM results: • HCM technology returns $9.13 for each $1 of expense.

• Cloud-based solutions costs 79 percent less than an on-premise solution.

• Clubs experience an estimated 90 percent savings for ongoing maintenance.

1. HCM supports and integrates all HR-related actions: Payroll, onboarding policy and practices at the club; applicant tracking; benefits administration; performance reviews; and work opportunity tax credits (WOTC).

In addition to these integrated services, your HCM partner will offer other customized services for your country club. I have found Summit HR & Payroll (www.summithrpayroll.com) to be an effective partner.

2. HCM saves valuable professional time because a single click will populate multiple data sources: payroll, benefits information and background data.

3. HCM promotes compliance through the effective delivery of safety videos to employees across multiple shifts.

4. HCM promotes stronger employee engagement. No matter where employees are located, they can access personal data, benefits information and requests for PTO and payroll data. Direct access by employees relieves the HR professional or business manager of time-consuming data management work.

A cloud-based HCM solution offers a country club an opportunity to provide professional and effective care of its employees and their HR-related needs.

Also, a cloud-based solution increases the effectiveness of the country club as an enterprise. In short, what’s not to like about a cloud-based HCM solution?

The end of the story for designing and implementing a cloud-based HCM structure is compelling for a country club. So, why do it?

Private country clubs thrive by offering members a differentiated experience, defined by superior service and attention to members’ needs. That same level of excellence can be applied to a club’s management team and its employees by leveraging the technology of a cloudbased HCM. A cloud-based solution offers clubs these advantages: 70

BOARDROOM | SEPTEMBER/OCTOBER 2017

5. HCM protects your club’s data by using effective firewalls and encrypted transmissions. Since HCM is cloud-based, the club is always using the latest version of technology.

For all five reasons, a cloud-based HCM solution offers a country club an opportunity to provide professional and effective care of its employees and their HR-related needs.

Also, a cloud-based solution increases the effectiveness of the country club as an enterprise. In short, what’s not to like about a cloud-based HCM solution? BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

71

KEVIN F. REILLY

CLUB FACTS & FIGURES

Kevin F. Reilly, an attorney and CPA, has been involved in the hospitality area and clubs in particular, for more than 30 years. He is a partner in the firm of PBMares, LLP. Kevin is located in the Fairfax, VA office. He may be reached at (703)385-8809 or by email at kreilly@pbmares.com.

Why A Private Club Is Not A Restaurant Or…Why Are We Still Talking About This?

“Why is our food and beverage operation losing money?” “Why are we budgeting to lose money in that area?” “My buddy earns a fortune running his steakhouse so why are we struggling to break even in that department?”

I write about this issue every few years and I talk about it incessantly. No doubt this scenario and line of inquiry is one that managers have faced numerous times in dealings with the board or committee members.

While it might be tempting to retort that, while that steakhouse might be doing well, Restaurant Week reports that the average lifespan of a restaurant is five years and 90 percent of independently owned restaurants close their doors within the first year, other answers are clear and apparent to club professionals who have been fighting such misconceptions for many years.

However, the finance committee, house committee and the board spend hours reviewing the results of food and beverage department.

The real question is why? Maybe it is because that, according to the NRA, more than half of all adults have worked in the restaurant industry at some point in their lives and for one-third, it was their first job.

Club boards should be focused on the strategic direction of the club, not the minutia of everyday operations. How72

BOARDROOM | SEPTEMBER/OCTOBER 2017

ever, it can still be difficult to articulate answers that the board understands. Clubs face many problems that restaurants simply do not have, but which often are not obvious to a club member. Managers still need to explain the economics of food service in a club to all new board members.

Clubs need to look at the restaurant as an amenity and not a profit center. Consistently, food and beverage departments range between a 15 percent loss and break even. Even the most profitable clubs’ F&B departments bring very little to the bottom line.

Clubs are in the dues business and the F&B department is no more subsidized than golf, tennis or fitness. Dues are just an alternative method of spreading the overhead across all members. However, that does not mean that the department should be ignored.

Management advances and practices, including an evolving awareness of necessary control procedures, have helped reduce the cost of food and beverage (F&B) sales in recent years. Country clubs have been able to reduce their F&B cost of sales from 44 percent in 1974 to 40 percent in 2016. These numbers are very consistent with the restaurant industry as a whole.

The root cause of the difference between profit-making restaurants and food and beverage department losses at clubs continues to be payroll costs. Payroll and benefits consumed almost 62 cents of every F&B income dollar earned by clubs in 2016.

So why are clubs so far ahead of restaurants in the payroll stakes? Put simply - “the cost of exclusivity” – that is, the unavoidable expense associated with being a private club in the United States in the 21st century!

Members of a club want to feel part of a family every time they dine in their clubhouse – even if they only walk in once a year! They also expect to find the formal dining room open on a Saturday evening, regardless of the fact they will be the only diners in the room that night.

How does a manager create this ambiance? Through hiring and retaining the best service staff they can find. Start your comparison at the front door: does your club member expect to be greeted by a 16-year-old making minimum wage or a fully trained, gracious and mature maître d’?

Members can expect to receive their favorite table every time with their favorite waiter while enjoying their favorite wine and menu item prepared in their favorite way. How many restaurants would be able to cope with those demands every night from every patron?

How many restaurants would keep their restaurant open on an evening when they have one or few reservations?

None? The cost of delivering this level of service is measured by the flow of payroll dollars out of the departmental bottom line.

The provision of expanded employee benefits such as 401(k) retirement plans, increased vacation and sick leave, and of course, healthcare coverage, are all tools general managers have been forced to implement. Members are accustomed to seeing a waiter work 20 or 30 years at their club, and the general manager must ensure that it is not on their watch that such a long-term employee decides he is being underpaid and walks out.

be wary of violating their private status by accepting nonmember business in the form of weddings or similar functions, and the 15 percent threshold needs to be regularly monitored.

Such temptation can be hard to resist, given the higher margins that can often be realized on banquet functions.

Of course, the members would not start to complain about the large increase in non-members they see strolling through their club – right?

Clubs also have to face another problem that most restaurants do not. No matter how varied a restaurant tries to make its menu, it can never come close to the variety of options that club members expect to be offered every time they dine at their club.

Country clubs in particular are faced with the dilemma of staffing and servicing a plethora of F&B outlets: the formal dining room, the casual dining room, the grill, and the halfway house on the golf course. Some of these outlets

Restaurants have an open-ended pool of potential customers. By running a promotion in the local, regional, or in the case of the larger chains, national press, a restaurant can hope to immediately attract new customers or remind old customers that they are the “best deal in town” any night of the week.

They can usually generate a much higher table turn ratio than a club, thanks to a steady flow of walk-in customers that a private club generally will never have.

“No problem,” your treasurer cries! “There’s no doubt that we need to have the dining room open, regardless of whether we have reservations or not. And ‘Old George’ needs to be kept happy – he’s a great bartender and the members love him. But, we have to pay for it. We don’t want to raise the menu prices, so let’s just focus on the other end of the equation – get more people in the seats!

Book a few more weddings!” Wouldn’t it be great if it were that simple?

Restaurants have an open-ended pool of potential customers. By running a promotion in the local, regional, or in the case of the larger chains, national press, a restaurant can hope to immediately attract new customers or remind old customers that they are the “best deal in town” any night of the week.

They can usually generate a much higher table turn ratio than a club, thanks to a steady flow of walk-in customers that a private club generally will never have. Because of strict rules governing tax-exempt clubs, advertising is a delicate matter.

Marketing campaigns must be directed to 300 to 750 or so member families in the hope of encouraging them to support their club. Of course, truly private clubs must also

will never be profitable and are open purely to cater to the members.

A typical restaurant can pick its target audience, develop a menu, staff accordingly, and run with the concept. They are not faced with the balancing act that so many managers perform on a daily basis in their food and beverage operation.

So, ultimately, the problem boils down to delivering top quality service at a cost the membership and board can live with and support. Comparisons between private clubs and public restaurants are unfair and generally not useful.

Care should be taken even when comparing your club to national and regional averages as presented in Clubs in Town & Country. As the first edition noted back in 1955, “The data are not intended to represent a standard performance for any individual club. No two clubs are so alike in every characteristic that their operations are wholly comparable.”

However, that does not mean that a club should not take advantage of every tool at its disposal (including analyzing national trends) to increase the efficiency of its operation. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

73

FRANK VAIN Frank Vain is president of McMahon Group, a consulting and planning firm service to private clubs. He can be reached at fvain@mcmahongroup.com

EXECUTIVE COMMITTEE

The Strawman Versus Reality By their nature, club members are competitive people.

The occasional trust-funder aside - and even that’s not as simple to pull off as it looks - most of them battled their way through law school or medical school, they put in the time and had the disciple to earn that master’s degree or doctorate, or they won in the school of entrepreneurial hard knocks.

Many experienced failures a time to two, only to get back up and complete the task at hand. It’s somewhat mystifying then that when confronted with the collective challenge of driving their club to success, a lot of members want to put up strawman arguments about why changing course isn’t going to work.

Any board member or manager or consultant that has proposed a new program or improvement plan knows the objections by heart. Say you want to improve the dining facilities, maybe coming up with the not so novel, but oh, so correct idea to build a great gastropub, possibly with cool features like a Nanawall system that opens onto a beautiful patio where there are firepits and views of the 18th green and hills beyond.

had no interest in dining at the club. The rooms weren’t special and neither was the food or service.

The other club, only a few miles away, took the opposite view, adopting a philosophy that because they had a worldly and discerning membership with a low handicap in the sports of eating and drinking, they had to be on their game.

The general manager was a real food guy. He hired a passionate chef with a personality and an inquisitive nature who interacted with the members to learn their tastes and preferences and put out a great product.

Guess which club had a full dining room?

You run into this same sort of attitude today when you talk about adding a fitness center to a club. Invariably, the stories soon flow about how there are fitness centers galore within miles of the club (I wonder why that is? Maybe the entrepreneurs see money and demand?).

On this one, you’ll be regaled with tales of how these gyms have great programs and teachers, so much so that many of their very own members belong to them! They talk themselves into thinking that there is no need to invest in what is invariably one of the membership’s greatest pas-

A club is no different than any other business and the pathway to success is the same one used to achieve anything else of significance you must compete to win and kill a few strawmen along the way.

What do you hear? “Have you seen all the hot new restaurants in that gentrified area of town? Our members like to go there, they’ll never come to the club if we make that sort of investment.”

This of course, ignores the reality that there are often wait times to get into those places, parking is difficult and your meal at the sidewalk café is seasoned by the occasional waft of car exhaust. Sure, your members will go there a time or two, while wishing for something more personal, and private and special.

I’m reminded of two clubs in north Jersey, across the Hudson River from Manhattan. We’ll protect the names of the innocent here, but one had the attitude that because the club was located within a 20-minute drive (on a good day!) of one of the world’s great eating cities, the members 74

BOARDROOM | SEPTEMBER/OCTOBER 2017

sions – taking care of their health. Something second only to their interest in building relationships with other people.

Meanwhile, they are encouraging members to defect.

Letting them pay dues to yet another organization while they spend time at a place that may soon replace the club in their hierarchy of leisure-time pursuits.

If you plan for mediocrity, it’s what you get. Make it clear that its ok for members to go down the street to exercise or across town to eat and that’s exactly what they’ll do.

When you lose sight of the fact that the essential premise of club membership is limited access to special experiences and facilities, you are indeed lost. A club is no different than any other business and the pathway to success is the same one used to achieve anything else of significance - you must compete to win and kill a few strawmen along the way. BR

BY RONALD F. CICHY, PHILIP L. ZELLER, MIRAN KIM, JAEMIN CHA, SEUNG HYUN “JAMES” KIM

EXECUTIVE COMMITTEE

Empathy and Engagement Eureka! We have found the missing component in engagement! In 2005, we began writing a stream of research articles all about emotional intelligence of general managers/chief operating officers, and board and committee members in private clubs.

Our emotional intelligence model has three components: IN (ability to sense, lead, and utilize one’s own emotions); OUT (empathy; the ability to be aware of, relate to, and understand others’ emotions), and RELATIONSHIPS (ability to achieve positive responses from others). The results were published in BoardRoom and other magazines.

members practice empathy. The club members experience empathy and that causes them to engage even more.

Empathy is the ability to understand the emotions, feelings, and thoughts of another. Empathy grows from a concern for the other person. It is more than hearing another’s point of view; it is a genuine attempt to place oneself in the chair of another.

Empathy leads to genuine care. Care is based on trust.

Care for another grows from an understanding of the other. Understanding is possible when one actually listens to another’s story. Only then can the attentive leader begin to experience empathy and radiate empathy to others. Empathy connects people.

Empathy leads to genuine care. Care is based on trust. Care for another grows from an understanding of the other. Understanding is possible when one actually listens to another’s story. Only then can the attentive leader begin to experience empathy and radiate empathy to others. Empathy connects people.

Fast forward to today, many of us still would like deeper engagement by our team members. The key ingredient we have been skimming over is empathy. Our excuse… we don’t have time! Though, if we do not have time for the people we lead, why would they have time for the members we serve?

Empathy begins with a genuine interest in other people.

It results from trying honestly to see things from the other person’s point of view. It is an alignment with the other person’s ideas and desires. Empathy is feeling as close to the other person’s emotions as is humanly possible. A connection to another through empathy leads to understanding. Understanding influences actions. It is through actions that one shows empathy, and empathy results in creating happiness for others.

Empathy means we meet people where they are in order to coach them to where they want to be and we need them to be in the club. One who has empathy is keenly connected to the members’ perceptions. Perception is reality, and the members’ perceptions must be understood, so actions can address them.

Empathy is leadership in a non-reactive manner. An empathetic leader coaches others to build upon their strengths and work on their weaknesses, creating a cohesive team that delivers desired results. Why? Because the team

This exercise may help you understand the feelings and emotions of another.

• Open yourself to be objective, clear your mind from your own thoughts.

• Try honestly to see the situation from the other person’s point of view.

• Ask sincere questions for understanding.

• When you understand why they truly did what they did, you have empathetically listened.

It is through this practice of empathetic listening that we build emotional connections with others. This in turn builds trust and opens the door to coach them for improvement.

We believe that empathy opens the door for engagement.

While it is generally agreed that empathy is high in importance for a leader, it is not generally understood how to best teach empathy to another. Please send us your ideas about empathy and your leadership.

Ronald F. Cichy, O.M., professor; MiRan Kim, assistant professor; JaeMin Cha, associate professor, and Seung Hyun “James” Kim, associate professor are with The School of Hospitality Business at Michigan State University. Philip L. Zeller is Dale Carnegie Ralph Nichols Group owner. Ron Cichy can be reached at: cichy@msu.edu.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

75

SKIP AVERY

EXECUTIVE COMMITTEE

Skip Avery CCM, CCE is executive vice president, Chambers. Have thoughts or ideas on other ways to increase member involvement at your club?

Email me at: savery@chambersusa.com

Perspectives from The Other Side

Four Easy Ways to Optimize Member Involvement As a former club manager, I understand that while working in the private club industry has its challenges, one of its greatest rewards is knowing that the people you work for – the members – are emotionally invested in the fruits of our labor.

Unlike other industries where you need to incentivize your customers to share their thoughts, private club members are emotionally attached to their clubs and therefore are eager to participate. The key is knowing how to use this to your advantage as a manager or club leader.

The more you engage members in creative and substantial decisions, the better your club is going to be. During my 32 years in club management, I gathered that membership involvement also helps club leadership make better long-term decisions that can ultimately add more value to club membership.

As we enter into the fall months, and boards and committees are changing in preparation for the new fiscal year, this is a great opportunity to get members engaged in the decision-making process. Here are a few best practices that I’ve found give members more opportunities to get involved.

ORGANIZE COMMITTEES

The most obvious way to keep members engaged is by organizing a committee that can advise club boards and management on how to proceed with a specific problem.

Whether you’re discussing new menu options or a fullscale renovation, committees can provide useful insights from the membership’s perspective.

However, committees can be ineffectual if they’re not properly formed and directed. In order to be effective, it is important to form committees that can strike a delicate balance between offering insight without attempting to take over the process.

First and foremost, you want to search for committee members with expertise or at least a knowledge base in whatever area you’re trying to address, while avoiding individuals with personal agendas.

Committee members need to be open to working with skilled professionals in different disciplines to help bring the ideas to life in a comprehensive and organized manner.

Aside from selecting the right kind of personalities to be part of a committee, club boards and leadership can also optimize committee effectiveness by ensuring that committee members understand their exact role and what they are there to accomplish.

76

BOARDROOM | SEPTEMBER/OCTOBER 2017

The role of the committee is to advise and inform. Committees make recommendations, while boards make policies and procedures. When everyone understands their role, things run much more smoothly! Setting well-defined boundaries allows all parties involved in the decision-making process to serve their purpose without confusion or distress.

DISTRIBUTE TARGETED SURVEYS

Involving the membership in club governance and management can be as simple as asking the members what they want. When survey questions are properly constructed and distributed, this method of information gathering and participation can offer fantastic insights into member opinions. While these kinds of surveys are typically used to shape large scale projects like strategic plans and facilities renovations, they can also be applied to lower level decisions. After all, member surveys don’t always have to be distributed to the entire membership.

Targeted surveys can provide great insights into the opinions of different constituents in the club. For example, you can create a survey just for tennis players, golfers, the women’s bridge league, younger members with children or whatever group is relevant to the issue you’re addressing.

However, you still have to ask important demographic questions – their age, how long they’ve been a member, the type of membership they have, if they have kids enrolled at the club, etc. to ensure that you’re representing everyone while getting the information you need.

Pulse surveys can also be effective. These fast and frequent surveys are intended to be provide a quick glimpse into the health of a particular topic (hence the term “pulse”).

For example, you can distribute a pulse survey specifically to the attendees of an annual event to solicit their feedback on how it can be improved in the future, or to parents of children who attended a new junior program at the club to gauge interest and satisfaction levels.

Really, you can release a pulse survey about anything!

And while you don’t want to over-survey the members, these quick reviews are an easy way to gather succinct feedback from very specific portions of the membership with the ultimate goal of improving their experience.

CONSISTENTLY COMMUNICATE

When it comes to building a great relationship between governance, management, and club members — consistent

and transparent communication is key. Ongoing communication through the club’s webpage or newsletter is important for building trust with your members. Of course, this isn’t always as easy as it sounds. When it comes to communication, it’s important to communicate with members in ways they relate to—which often means embracing newer communication channels such as email or social media.

One asset in discovering the best communication channels for your club is to ask members where they want to hear from you, and how often. And with today’s technology, you don’t always have to take your members’ word for it. Certain methods of digital communication, like email and social media, allow you to easily track member engagement levels through open rates and click rates, which allows you to better and understand which channels your members are responding to.

Another way to be transparent with members is by hosting focus groups, sponsoring a roundtable with the president or conducting informational town-hall style meetings. These outlets provide unique opportunities for members to offer their opinions on a variety of topics that affect their personal experience and enjoyment at the club.

This is not only great for gathering opinions, but also lets your members know that the club management and governance is always interested in hearing their input, not only when there is a large capital program or specific initiative happening at the club.

LEAVE YOUR DOOR OPEN

Particularly for club managers and leadership, I feel it is essential that members feel comfortable knocking on your door and sharing their thoughts with you at any time — whether they are there to share the positive or the negative. As club leaders, it is important to recognize the need for face time and engage with members during the time they are at the club.

Of course, I recognize that busy schedules and competing demands can make it difficult to find time to socialize.

One way to get around this obstacle? Pencil the time in on your calendar. Some managers will host afternoon coffees, offer ‘lunch with the manager’ or hold their own kind of informal sessions with members.

Ultimately, these one-on-one interactions with the members are fundamental components to engaging them and increasing their participation in the club’s decisionmaking processes. After all – it is important to remember that it is the members’ club. Our job as club leaders is to understand their needs and wants and create the experiences they are searching for.

In reality, there is no such thing as over-communication. Anytime you can provide members with an opportunity to share their thoughts is a good thing! You are able to better understand their needs, and they know they are being heard and that their opinion is valued. It’s a win-win for everyone! BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

77

JOE ABELY

DAVE DUVAL

EXECUTIVE COMMITTEE

The Impact of General Manager Turnover in Private Clubs An experienced private club general manager recently commented that many club managers leave clubs after serving for two to three presidents.

He added that general managers find themselves in a no win situation without solid, documented plans and good succession planning, as the tide turns against the views espoused by the first few presidents.

Perhaps this explains why the average tenure of general managers is three to five years. The timeframe certainly supports his assertions.

There are often valid reasons behind a private club board’s deciding to make changes in top management (particularly their general or club managers). However, boards should also carefully look at the potential impact of a change at the general manager position and whether such an action really addresses the underlying reasons for making such a move.

The potential impact of turnover in the general manager position includes: • Finding a replacement is not easy. General managers (and other top management positions in private clubs) are not commodities that are easily interchangeable. Factors that need to be considered when hiring a general manager include the culture of the club and how the candidate will fit.

With many GMs satisfied in their current positions the number of highly qualified candidates for your club may be fewer than you think. For clubs who experience frequent GM turnover, the pool of qualified candidates may shrink further.

• For clubs without a succession plan, the cost and time involved in a search can be substantial. There will be decreased productivity resulting from an open position. No matter how good a candidate is on paper or interviews, there is always the risk a new GM will not work out.

• General manager turnover can create uncertainty with other managers and the staff which could result in further turnover.

• Potential for membership dissatisfaction resulting from potential disruptions in service and changes in familiar faces. How popular was the general manager with the general membership?

• The rapid turnover of boards puts the implementation of strategic and long-term capital plans, critical to a private 78

BOARDROOM | SEPTEMBER/OCTOBER 2017

club’s long-term financial sustainability, at risk. Turnover at the general manager position can magnify that risk.

• Clubs are often uniquely complicated and learning curves can be long. There are many relationships to manage with boards, committees, staff, vendors, government officials and hundreds of members.

What are the underlying reasons for changing the general manager?

• Private club boards should completely evaluate the reasons for making changes in the GM position or when a qualified general manager departs: • Does the board have an actionable strategic plan that addresses the club’s future financial sustainability? If so, is the general manager fully informed and given the freedom and resources to execute the plan?

• Does the club have a funded long-term financial plan?

Is the club funding its depreciation and keeping up with the preservation of its facilities?

• Does the board, in concert with the general manager, approve an annual budget consistent with a long-term, fully-funded financial plan and then allow the general manager and team to execute without interference?

• Does the club conduct periodic independent membership satisfaction surveys? If so, does the board evaluate and address reasons behind any prevailing dissatisfaction?

• Does the board benchmark compensation programs and financial results with those of an appropriate set of peer clubs?

• During performance reviews, does the board focus on key goals such as financial performance, execution of the strategic plan, membership satisfaction, member retention, team building and completion of capital projects or does it get too far into the weeds?

Private club boards generally do not have the depth of knowledge of the club industry. A good general manager, particularly with a Certified Club Manager (CCM) designation from the Club Managers Association of America, does.

We recommend that boards hire carefully and use the transition process to reestablish the appropriate roles of the board and general manager. BR Joe Abely and Dave Duval are co-founders and principals of Club Board Professionals LLC. Joe can be reached at (781) 953-9333 or via email at jabely@cbpros.com ; Dave at (617) 519-6281 or

SEPTEMBER/OCTOBER 2017 | BOARDROOM

79

RITA B. CRAIG Rita B. Craig, president of Top Tier Leadership, is a leadership consultant, trainer and keynote speaker. She can be reached at (561) 775-3396. www.TopTierLeadership.com

EXECUTIVE COMMITTEE

Trends - Technology Plus Youth Tired of hearing how Millennials are edging into the workforce and changing the world – oops – the workforce? Well, this isn’t about that, because the much-discussed 19-to-35 cohort is no longer simply the edge of the American labor force.

With thousands of Boomers retiring daily, Millennials are now a significant segment that, if you include the fastgrowing group of freelancers, are becoming the majority.

And need we note that Generation Z (Post-Millennials, Plurals) are hard on their heels?

So, what trends are we seeing as 2017 marches toward 2018? An ongoing ocean of change as technology plus youth continues to transform how work is viewed.

Managing rapid change can be challenging, but breaking it down, viewing it in its components, helps. For instance, did you know that cubicles are old hat as companies seek to eliminate such barriers for better communication? Or that “blended workforce” describes teaming freelancers with employees on projects? You probably already know that collaboration is important to this group.

The rise of freelance workers is a top trend, and companies like it. According to one study, 93 percent of businesses say they benefit from the more flexible teaming it allows. Another advantage of using freelancers is that they often can start work immediately. Yet another is that companies can access specific skills.

More than 20 million Americans now choose parttime work, in large part to gain more control over their schedules and create a healthy work-life balance. Technology makes that possible, just as technology is altering the traditional 9-to-5 office schedule and replacing email with other internal communication tools.

Such workplace transformations are the rule now, not the exception. What’s being called the “gig economy” is characterized by the prevalence of short-term contracts rather than permanent jobs. That can mean other changes as businesses restructure their organizations to fit this reality. In some cases, the change means dividing responsibilities differently and reworking job titles.

Then there’s the element of feedback, important to Millennials. More than ever, they want continuing information on their performance. For them, it’s part of smart career

80

BOARDROOM | SEPTEMBER/OCTOBER 2017

guidance. So, noting what people do well and congratulating them on it, is significant. So is encouraging them to take on new responsibilities.

The challenge for managers is to provide feedback in ways that best suit their workers. For example, some employees may want immediate feedback on their work.

Others may appreciate the boss setting aside office hours so they can seek it when it’s important to them. Still others may appreciate a manager taking a few minutes to have a coffee with them if they’re more comfortable with that approach.

Millennials are not a one-size-fits all generation. In many cases, their attitudes and habits aren’t that different from the general population. We’re talking about 80 million individuals, arguably the most diverse group yet in the workforce, and it’s dangerous to overgeneralize.

Yes, they’re more tech-savvy than past generations, and managers have to keep up with that. And yes, they’re seeking a work life that not only offers opportunities but flexibility. They don’t find the traditional job descriptions very useful.

They’re often called “disrupters”, which others may call change agents, and some sand in the oyster can be useful if it sparks new thinking. But it can also lead to frustration if a new idea isn’t adopted as quickly as hoped. Which leads to another aspect of this group: managing them can be complicated because many have never been “managed” in the traditional sense.

They tend to be collaborators, used to working in teams with coaches, which is a different environment. That’s where appropriate feedback comes in. They like guidance and support and may balk at a know-it-all supervisor.

They’re also not shrinking violets. They’re well-educated and have been encouraged to participate and speak their minds. They appreciate open discussions.

As the leading edge of the largest generation in history moves into leadership positions, they’re likely to continue to reshape ideas and events, forcing companies to look closely at how they do business now and for the future.

That may be the most important trend of all. BR

RICHARD MCPHAIL Richard McPhail, CCM, is a founding partner of Club Revenue Solutions, LLC, a club consulting firm and marketing partner for RIDE, Golf Channel's group purchasing program for private clubs. He can be reached at (239)223-2741 or via email: DickMcPhail@aol.com.

For more information visit the company’s website at clubrevenuesolutions.com.

EXECUTIVE COMMITTEE

The Elephant in the Club

General Manager Job Security and Turnover - Part II Private clubs are a rather unique business and the men and women who seek careers in running them are, in the high majority, a very dedicated, experienced, well-educated group of outstanding executives.

We all recognize that there are performance circumstances that would warrant the replacement of a certain percentage of managers but at nowhere near the level to account for the turnover that still exists today.

Board support is critical. The most professionally respected board members provide their managers with information - the club vision, goals, board approved budget and all policies, and they stay focused on letting managers do their job in an atmosphere of open communication.

They let their manager know they are there to help. General managers lucky enough to work for them covet these excellent board members. These business relationships often become sincere friendships that transcend tenure.

Boards should budget appropriately. The mission is primary and the budget follows. The management team is not creating a competitively-priced product, which they hope the members will buy.

The members determine what they want and the board often must prioritize those amenities and choices based upon whether the actual majority of members want the same thing(s). The cost of the decided-on amenities and services is just the reality of the actual cost of providing those amenities and services.

Managers are tasked with operating a club within budgetary limits but any club where a general manager is constantly pressured to beat budget through cost cutting can only generate temporary results. The members will eventually create a club that cannot meet its vision and goals.

Boards need to regularly discuss strategic planning.

Clubs are designed to provide long-term enjoyment by the members. Unfortunately, few membership groups are adequately informed about the long-term commitment to asset preservation and amenity renewal required to maintain a club in a competitive status.

To operate successfully, clubs need their boards and management teams to anticipate needs for both current and future material and human resources. A firm grounding in strategic thinking serves to establish credibility,

longevity and stability. No one wants to join a club which has not been maintained or staffed appropriately. Prospective members often want details about capital planning, assessment history and facilities maintenance before joining.

Set clear goals and communicate often. Rarely does a general manager seek a path that is opposed to the board or the membership. Membership satisfaction is the key goal for club management professionals.

A clear understanding of mutual goals and an open path for frequent communication allows the board and the general manager to operate at optimum levels and keep satisfaction on all sides at an all-time high. An atmosphere of mutual respect to align efforts and achieve goals is critical.

Board members must consistently communicate with their membership to understand and respond to what the majority wants. Members need to understand and respect the club reporting structure. Successful boards value their manager’s experience and open, frank opinions and ideas. Managers wants to ensure your club’s success as much as the members do.

Consistency is important. Clubs that make gradual but constant moves toward improvement reach the highest levels of member satisfaction and financial well-being. A key factor in this success is attracting and retaining a supported and loyal staff who foster club traditions and provide a consistent level of service that meets the needs of the membership and that they can come to expect.

Stability in the lead general manager role has a great deal of impact on stability for the entire club.

Annual compensation reviews are important. Bonus requirements should be very clearly defined and if those are met, honor it.

A board member’s primary responsibility is to represent the entire membership and to listen to the wishes of the majority of the membership in making conflicted individual policy decisions without bias, to be good stewards and to provide their support and the tools needed for the manager and their staff to “work the plan” and to do their jobs as a team.

We have never encountered a general manager who wished to subvert their board. However, no manager can be effective if they are constantly being challenged, critiSEE XECUTIVE COMMITTEE | 118 SEPTEMBER/OCTOBER 2017 | BOARDROOM

81

GORDON WELCH Gordon Welch is the president of APCD – The Association of Private Club Boards.

He can be reached at (918) 914-9050 or gordon@apcd.com

EXECUTIVE COMMITTEE

Important Issues You’re Club Faces I want to cover three very important issues with your club – cyber security, board portals and apps to share information.

Every week our national news media are discussing the latest global cyber security issue. A cyberattack can cripple a club’s infrastructure, take months to correct and drain a club’s financial resources. As leaders in the corporate and financial world, your members are prime targets and most thugs like the easy way out. Make sure your club is not an easy mark.

Being able to anticipate a cyber risk requires a smart strategy with boardroom buy-in. While many board members are leaders in finance, legal, and operations management many don’t feel confident in cybersecurity.

My rule of thumb is this: If I understand how the cybersecurity works, it’s out of date! I am not sure there is a “one size fits all” program that will work. Due diligence is required to protect your club, board and members. IT managers must assure you that passwords are changed daily (at a minimum) and every effort to secure the information of members is protected.

If you use a software system from a club vendor ask the tough questions regarding your club’s safety through their systems as well. Whatever the case, do everything in your power to protect your club and members!

Second, what is a board portal? It’s a secure app or website designed explicitly for the purpose of facilitating communication between directors, committees and the club.

The current generation of board portals supports information exchange and captures the process both during meetings and between meetings. They have the ability to have an on-line vote, communicate with each other within the app and share documents.

Do you use a board portal software for your board? I’m surprised at the number of clubs where management doesn’t communicate well with the board and expect short and to-the-point board meetings. In order to have a well-functioning board you must communicate with them throughout the month.

A board portal can help you maintain good communication and deliver board materials ahead of time.

82

BOARDROOM | SEPTEMBER/OCTOBER 2017

There are many board portals available. A few I’ve experienced include BoardSource, Boardeffect and BoardAdvantage. Some of these products are cost prohibitive unless you have a large board and club.

Some clubs use DropBox to share documents or “Board books” before a meeting. Again, make sure the club and all your board members are using secure connections, and change passwords often.

Many boards we work with use apps to save and share information. Some of the favorite apps used today are: Evernote…a suite of software and services designed for notetaking and archiving.

A “note” can be a piece of formatted text, a full webpage or webpage excerpt, a photograph, a voice memo, or a handwritten “ink” note.

A good companion to Evernote is Scannable, which instantly recognizes business cards, receipts, and any other paper you point it at. Whiteboards, too. Scans are automatically cropped and enhanced, producing crystal clear digital documents.

Documents are stored for seven days and erased if not saved. Google has been around for a long time and so has Google Docs. If you need to share a document with your board or committee and allow the group to make changes to the document, Google Docs may be a good fit. This is perfect way to collaborate with a group.

Finally, the best on-line education is almost complete!

The Association of Private Club Directors is in the final stage of completing the on-line board orientation and continuing education for boards, committees and staff.

The programs focus on collaborative governance, a history of private clubs, sound fiscal management, board roles, standing committees, staff roles, and key ingredients of successful clubs!

The Association of Private Club Directors is here to serve you! If there is anything we can do to assist you or your board please call us anytime at (949) 376-8889 ext. 4 or (918) 914-9050. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

83

ROBYN STOWELL

LEGISLATIVE COMMITTEE

Robyn Nordin Stowell is a partner in the law firm of Sherman & Howard L.L.C. in Scottsdale, Arizona. Robyn may be reached at (480) 624-2736 or by email at rstowell@shermanhoward.com.

What Are Your Document Retention Policies?

The Form 990 filed by all tax-exempt 501(c)(7) clubs asks whether the club has a document retention and destruction policy.

We suspect that “no” may not be a good answer. Many Sarbanes-Oxley Act requirements have been incorporated into best practices for many businesses, even those (such as most clubs) that are not technically covered by it.

Furthermore, businesses are prohibited from destroying relevant documents once they are in litigation. In addition, clubs must consider how they store confidential member information to protect from cyber security risks.

For all these reasons, the club should have a document retention and destruction policy, including the features and address the issues we’ll discuss.

clude background checks for rejected membership applicants. By adopting and following a reasonable policy regarding destruction of unneeded documents, the club avoids the possibility that it would be required in an investigation or litigation to review, copy and deliver reams of unnecessary or irrelevant information.

The document retention and destruction policy should call for the proper disposal of all documents that are not retained. Paper documents should be promptly shredded and properly disposed of. Electronic records must be properly disposed of, and this includes more than “wiping it with a cloth.”

The policy should address the fact that the club should not unnecessarily digitize confidential information, because this subjects it potentially to cyber risks. For exam-

The document retention and destruction policy should consider proper document storage and consider emergency backup needs. Electronic documentation should be regularly backed up and stored offsite. Paper records that are crucial to the club should be retained in a manner that considers their long-term security.

The document retention and destruction policy should comply with all legal requirements. The policy should state that it is designed to ensure compliance with federal and state laws and regulations and to eliminate unintentional destruction of records.

The policy should address or provide for the systematic review, retention and destruction of documents received or created by the club. This policy should provide guidelines for how long various categories of documents are maintained and when they are destroyed.

The policy should call for retention of certain information. The club has documents in a variety of categories that must be retained for the appropriate periods of time.

The club has financial records, membership records, corporate documents, business materials (such as trademark documents and appraisals), employment records, etc. Each of these categories of documents has a recommended period of time for which they should be retained. Some are for a few years and others must be retained permanently.

The policy should provide for destroying documents that should not be retained. Some of these categories might in84

BOARDROOM | SEPTEMBER/OCTOBER 2017

ple, if a member applicant provides their social security number, date of birth, etc., this information does not need to be digitized. It can be kept, if at all, in hard copy in a secure manner.

The document retention and destruction policy should consider proper document storage and consider emergency backup needs. Electronic documentation should be regularly backed up and stored offsite.

Paper records that are crucial to the club should be retained in a manner that considers their long-term security (such as against the risks of fire or flood).

It is critical that the document retention and destruction policy be followed after it is adopted. It would be (almost) worse, down the road, to try to excuse the retention or last-minute destruction of documents inconsistent with the club’s policy.

To incorporate best practices into the club’s operations, comply with applicable law, and be able to check “yes” on your Form 99, the club should adopt a comprehensive document retention and destruction policy. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

85

THOMAS B. WALLACE III

BOARDROOM BASICS AND BEYOND

Thomas B. Wallace III, CCM, is a partner and search executive and consultant with Kopplin Kuebler & Wallace, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

Tom can be contacted at (412) 670-2021 and at: tom@kkandw.com

Club Ambassadors Carry the Torch - Part II am·bas·sa·dor – NOUN. Ambassadors – noun, pluralhigh commissioner · consul · consul general · diplomat · legate • a person who acts as a representative or promoter of a specified activity: He is a good ambassador for the industry.

Synonyms: campaigner · representative · promoter · champion · supporter

Ambassador committees are your best friends. A committee of ambassadors is an alliance. How do we help them help the club and what are the important benefits they provide without being a sales arm…directly?

Ambassador committees started as a welcome wagon committee. Just a friendly group of members being neighborly who took it upon themselves to provide a warm welcome, with or without a gift, to all the new members.

Many may think of them as ‘nice to have,’ a quaint idea, an old-fashioned tradition. But Ambassador committees can be a powerhouse for membership retention strategies and even membership sales, albeit indirectly.

Here are some things you need to know about ambassadors when it comes to branding, sales & retention.

Branding: Ambassador committees create reputations. Since many clubs carry a reputation of cliquish behavior, word will travel quickly that your culture is a welcoming one with members volunteering to acclimate new members to the club making sure they are integrated.

Sales: Ambassadors build trust. That special introduction to the club cultivates trust, inspiring growth through referral. New members are more likely to refer friends than those who have been around a while. New members that are welcomed and integrated properly trust the club to take care of anyone they may refer and are eager to share their experiences.

Retention: Ambassador committees create raving fans.

New members that are properly acclimated become raving fans and become fans quicker. They are active and engaged and foster a culture of memorable experiences for your club.

Here are some ideas on how you can strengthen your Ambassador committee.

86

BOARDROOM | SEPTEMBER/OCTOBER 2017

• Develop a charter: Create a template of expectation so everyone goes in understanding their scope or work and how vital they are.

• Develop a sound process for assigning new members to Ambassadors and a guide to integrating new members.

• Goals: Have annual goals with tools for measuring success.

• 30-60-90: This exact timeline may not work for you, but have check points to gauge new member satisfaction and successful integration. Maybe send a report card at each step. Track new member engagement through club usage statistics.

• Onboarding and launch gifts: Have your ambassadors provide a small gift at their first meeting to the new member and when they both feel the new member has been fully integrated.

• Happy Hours: Host regular gatherings as a way for Ambassadors and new members to engage with one another as a group to supplement that feeling of unity.

• Special new member event: Make sure to have at least one big annual event where new members are made to feel special. Invite key department heads and board members as well.

• Greeting cards: Ambassadors should be in touch with the happenings of the membership and know who is going through a life event such as the birth of a new baby, a wedding, or even somber life events like illness.

Have custom ambassador greeting cards sent out when an event occurs. The committee can use its best judgement as to who and why and when. This is an ideal way for ambassadors to be a resource for the entire membership and strengthens the community bond.

• Services facilitation: Ambassadors can be great resources for new members seeking services or even existing members. This is especially true for new members that are also new to the area. Where’s a good dry cleaner? Who can install electronic equipment? Clubs may not feel comfortable making these recommendations but can certainly feel good about having a fellow member make a recommendation.

• How to get ambassadors: Looking to start a committee or add to an existing one? If your committee is doing a

LYNNE LAFOND DELUCA Lynne LaFond DeLuca is executive director of the ACCP and an industry consultant. In 2014, Lynne was named “One of the Most Influential Women in the Private Club Industry”

by BoardRoom magazine and in 2016 she was awarded the Gary Player Educator of the Year Award from BoardRoom magazine. Lynne@TheACCP.com, or visit www.TheACCP.com.

CULINARY & CATERING

What’s Your Story?

How the Story Elevates the Experience Everyone and every club has a story. A history, a journey and usually something interesting about the path you took that will inspire and resonate with others that hear the story.

Do not underestimate the power of this story. Stories allow a person to “feel things” and create an emotional connection to the story’s creator.

Recently, the Association of Club Catering Professionals (ACCP) team traveled to Napa Valley for final planning meetings for the national conference. While there, we were fortunate to visit Chateau Montelena Winery in Calistoga.

Years ago, I had watched Bottle Shock, the 2008 film based on the true story of the 1976 wine competition termed the “Judgment of Paris”, when California wine from Chateau Montelena defeated French wine and took first place in a blind taste test.

Knowing the story behind this winery and having seen the movie, our experience was so elevated and much more meaningful. We could feel the pride and excitement and we wanted to be a part of something that had such an impact on the wine industry. Had we not known the story, we would have visited an absolutely beautiful winery and tasted fabulous wine, but we would not have felt “part of something” bigger.

Because of the story, we also had a greater expectation, and along with greater expectation comes greater responsi-

good job, you should have no problem. Create a succession plan so you always have enthusiastic members ready to fill vacancies. Send out a call for volunteers listing the criteria and thoroughly vet for interest and willingness to represent the club in a positive light to newcomers.

THE REASON BEHIND IT ALL

A story shared with me recently speaks volumes about the impact ambassadors can make. A member at a private residential club sought out the membership director for advice. She had only been a member for a short time and was looking forward to making friends but her husband’s early signs of dementia had suddenly become worse. She didn’t know who to talk to and was feeling overwhelmed.

The membership director reached out to the ambassadors

bility on the part of the story’s creator to deliver the experience. Does all of this sound vaguely familiar to our clubs?

If someone does not know your club and walks in for a tour to either become a member or plan an event, are they just seeing a beautiful club or are they excited to see and experience the club that had a rich history and made a difference in the community?

Knowing and sharing your story sets you apart from your competition because your story is unique to you. Find little known, incredibly interesting tidbits of information that will make becoming a member or planning an event at your club more meaningful and special.

At a Los Angeles club, as they are touring brides through their ballroom, it’s always mentioned that “Fred Astaire and Ginger Rogers danced on this dance floor.” Just one fun fact that always gets a big reaction.

Do you know the story of your club and can you find the part that creates an emotional reaction to everyone who hears it?

That’s the gold... Make sure that your entire staff knows your story and your history, share your story every chance you can and market and brand yourself with your story. It’s all about you… BR Follow the association on twitter www.twitter.com/ClubCateringPro and on Facebook: wwwfacebook.com/Association of ClubCateringProfessionals

who quickly responded to the new overwhelmed member, especially those who had first-hand experience with the situation.

This new member, who just moments before making the call to the membership director felt isolated, now had a group of caring people to support her.

Hospitality is a great field of work. Those who know me have heard me say however, that it’s not just a field of work, it’s a way of life. Who better to extend the reach of the hospitality arm than a club’s own members?

Members connecting and reaching out to other members to welcome them and help them feel good about the decision they’ve made to join them is true hospitality, provided by those who can do it best…the like-minded. BR SEPTEMBER/OCTOBER 2017 | BOARDROOM

87

MACDONALD NIVEN

KURT BURMEISTER

ON THE FRONTLINES

Expressions - And What They Mean “Chris, I got a call from Benny the other day and he said that his wife had to wait an hour for her half of the BLT she always splits with Sue. I really don’t like getting these calls, you need to work on the staff training, we can’t have this bad service,” club president Robert continued.

“Well if the service staff was not guaranteed a tip and had to work for them, we wouldn’t have any of these problems. I know at Morton’s they receive tips. Tips make the staff work for their money. We need to toss out this standard wage and no tipping policy. Let’s incentivize our staff to work hard.” GM Chris, listening as the conversation played out, winced at this last statement

by House chair Jim. “Ha, based on our GM’s expression, I can see that we do not agree!”

Chris was less upset by scooting down the rabbit hole of staff training and tipping than by the fact that a well-intentioned “poker face” failed to deceive the deceived!

What Chris was attempting to do during the board meeting, was simply neutralize any expression. That is, not to deceive, exactly, but to show no expression, such as we’ve all heard about good poker players and the poker face, so aptly glorified by Lady Gaga. Chris’s intent was to remain neutral and allow the conversation to continue without bias from the GM, but, the automatic expression gave it all away.

Often times managers are simulating an expression, meaning that there is no underlying emotion from which to give expression and the person is pretending to show an emotion that is not supported. This is pretty common amongst GMs who greet every member as if the person was a long-lost friend, when in fact they may not even recall the last time they’d seen the member and are trying desperately to recall the name!

Masking is when we purposefully replace our felt emotional expression with a false expression. GMs and directors face masking on a daily basis.

For example, when that well-intentioned member suggests that we need kale on the BLT rather than lettuce because they’ve heard of the healthful benefit of kale. Of course, as the GM, we love that idea, and show it in our smile and look of appreciation as we congratulate the member on another great idea that we will “take to the committee for consideration.”

Neutralizing or simulating expressions is very common and well accepted in social circles as is being polite. Masking takes effort and concentration and is certainly a form 88

BOARDROOM | SEPTEMBER/OCTOBER 2017

of intentional deception, use it wisely, members who catch on may end up with an uneasy feeling about their GM. Chris’ downfall is actually referred to as the micro-expression. These are expressions that last a scant 1/25th of a second. This might have been what caught Jim’s eye, that fleeting moment of emotional truth that Chris showed at the thought of changing the staff compensation plan.

Malcomb Gladwell wrote about this sort of thing in Blink.

Because they happen so fast, it appears that being able to recognize the micro-expression is no better than a chance occurrence. Jim just happened to be looking at Chris during that brief moment and may have detected the micro-expression.

And, as far as masking or neutralizing a micro-expression – forget it, these are so fast that research has yet to uncover how a person can influence these expressions.

Speculation is that envisioning situations in which one might be “startled” will help diminish being startled. Perhaps wearing sun glasses or a closed hoody at each committee meeting might help solve the problem.

Macro-expressions, on the other hand, last 0.5 to four seconds, and are both easily recognized and can be controlled – to a certain extent. However, we, as deceivers, need to be aware that attempting to mask our emotions is taxing on our ability to focus and will reduce our decision making.

If we are spending energy and thought in concealing our emotions we lose energy with which to follow the conversation and make decisions. Further, when we are in concentrated discussion and masking our expressions, our ability to read the other person is lessened!

Poker players look for the tell in order to take advantage of the other player. Hopefully, in the boardroom or committee meeting, there is no desire to take advantage of one another.

Astute leaders will understand that Chris’ silence was an attempt to keep the conversation collaborative and unbiased.

Hopefully, the president will ask for the insight that a professional manager will possess. The micro-expression, while difficult to suppress, might be the tell that keeps a good conversation active and a great solution or understanding will be found. BR Kurt Burmeister, CCM, CCE is general manager of Redlands Country Club, Redlands, CA. He can be reached at (206) 849-9752 or via email: kburmeister@redlandscountryclub.com. MacDonald Niven, MA, MCM, CCE is with Niven Research and general manager of Almaden Golf and Country Club, San Jose, CA. He can be reached at (510)-439-8522 or via email: mac@niven.cc.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

89

ROBERT A. SERECI Robert A Sereci, CCM is GM/COO of Medinah Country Club, located in Medinah, IL. He can be reached at (630) 438-6825, or via email: rsereci@medinahcc.org

ON THE FRONTLINES

Private Clubs, Record Players and Traditions I’m a purist at heart, old school, a throwback kind of guy. This past Christmas, I decided to satisfy one of my nostalgic urges by indulging in stroll down memory lane.

I purchased a brand new, “old-time” record player. Some of you know what I’m talking about … that vintage machine with a small needle attached to an “arm” that carefully rests on a spinning black vinyl disc, which plays music through an amplified speaker. Some of the state-of-the-art tech from my youth.

In my mind, it was a practical purchase, considering that I’d gone to the trouble of moving my collection of 80s records and LPs across three different continents and through six American states. When it comes to music, I’m no different from most average, middle-aged adults; I like listening to the music of my generation. What’s wrong with enjoying a little ABBA once in a while? Hey, don’t laugh! I grew up in Europe.

IS YOUR CLUB A VICTROLA?

After getting over the lack of enthusiasm that my children displayed, I couldn’t help but reflect on how different generations see their club. Many clubs are the same in the way that older members tend to be more connected to their emotional ties to the “good old days”, and more firmly entrenched in their views of preservation than are younger and incoming members.

How many of you have had to convince your board that the outdated formal dining room needs to be updated, even as they never step foot into the space? This passion for preservation also gets applied to events as we host annual golf tournaments or yearly dinners. Tournaments get traditionalized, events become stale, furniture becomes fixtures and very little ever gets archived. Just like a record, it just goes around and around, playing the same old tune. Many of your new members, who are coming from Generation “X” and Generation “Y”, will soon be filing through your doors. Will they have

Be as diverse as the make-up of your membership.

My definition of a visionary is one who cares about people whom you will never meet. Who are the people you will never meet and on what will they be playing their music?

DAD, WHAT IS THAT THING?

As soon as my record player arrived, I quickly put on my Billy Joel album, and while listening to “Honesty”, going down memory lane of my high school days, in walked my present day high school kids.

“Cool,” they said. “What is that thing?” “It’s a record player, kids!” “Wow, can we play with it?” No, not right now, it’s very delicate and I need to show you how to use it.

The records are very fragile and can be scratched easily, so you have to be careful.”

It took just a few hours for my kids to realize that my exciting new toy was nothing special and that it really didn’t compare to the quality, portability and convenience of how they play their music. I was a little crushed by their unappreciative posture.

90

BOARDROOM | SEPTEMBER/OCTOBER 2017

the same emotional attachment to your club’s preserved amenities and traditions that your older members possess?

Sure, they will see the immediate tradition and nostalgia of the clubhouse, but just like my kids with the record player, it’s pretty cool for the first couple of visits, then it becomes old and stale in a hurry.

To your older and established members, your established clubhouse interior looks just fine.

The record is still spinning and “Old Blue Eyes” sounds as good as ever (that’s Frank Sinatra for you youngsters), but to the new generations, they are asking where that skipping and crackling noise is coming from as the needle reveals every physical flaw on the vinyl disk.

You see (or should I say “you hear?”), in order to appreciate tradition and nostalgia you have to have a familiar ref-

erence point. It’s hard to be retro without familiarity. Your next generation of members listens and sees things from a different perspective – their own perspective.

DO YOU REMEMBER “THE DAY THE MUSIC DIED?”

Please do not misunderstand me. It’s important to advance your club’s traditions and history. When I was at Jonathan Club, I experienced the Junior Smoker, a black-tie boxing event that has taken place for over 80 years and continues to this day.

And while at the Cherokee Town & Country Club, I had the privilege to manage the Wassail Ball, a long-standing tradition that involves costumes, scripts and two very large wolfhounds!

Here, at Medinah Country Club, our tradition of hosting major golf tournaments dates to the 1930s, when we first hosted the Chicago Open. Since then, we’ve hosted three Western Opens, a US Senior Open, three US Opens, two PGA Championships, and the 2012 Ryder Cup. Our tradition continues as we host the 2019 BMW Championship.

Not for a moment do I suggest that clubs should end their timeless traditions or alter their history. What I am suggesting is that as a club community you need to ensure that your surroundings represent the make-up of your growing membership.

Review your environment so that you may begin new traditions, in which your younger members will be able to

identify. In other words, add a little “Drake” (ask your kids) to your music mix.

The value proposition is shifting and you’ll need to adapt, create, and adopt elements of real time. But at the same time, you must maintain the honored traditions of your established members and resist taking away from them what makes them most comfortable. It’s a very delicate juggling act, but one that must be done in order to keep your club both relevant and comfortable.

When do you know it’s time to turn the record over?

Don’t be afraid of changing with the times, because with most new inventions come convenience, simplicity and possible savings. You know, even before buying my vintage record player, I still listened to my Billy Joel album. His songs were just in digital form. If I had to store all the music on my iPhone as records, I’d have to add another room to my house.

Be as diverse as the make-up of your membership.

Everyone should be able to request their favorite song. It’s important to be a visionary! My definition of a visionary is one who cares about people whom you will never meet.

Who are the people you will never meet and on what will they be playing their music?

Don’t be the Victrola! Why? Because Microsoft Word does not recognize the word Victrola. Time to flip to side “B.” BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

91

MEGHAN THIBAULT Meghan Thibault is a Honolulu-based freelance writer and full-time content contributor at HawaiiLife.com.

INNOVATIVE IDEAS

Bag Tag Design Contest Keeps Junior Members Engaged Located in Lakeville, Minnesota, the Brackett’s until spring rolls around. The Junior Golf Bag Tag Design Contest was Crossing Club has been challenged to keep its born. The competition challenges kids to create a bag tag design that rejunior members engaged in golf throughout the flects their favorite memory, event, or aspect of the club.

“We provide new bag tags to juniors and range members every year, winter months. but we thought we’d make it more fun. We started the bag tag design When a blanket of snow several feet thick contest and in its first year, the program saw 20 to 30 submissions. Now covers the ground, a day on the course can the club receives about one hundred designs from junior members each seem like a distant but fond memory, and year,” said David Plotnik, PGA director of golf at Brackett’s Crossing. throughout the off-season, member participaSubmissions are completed on a flyer with a simple layout that details tion can lag, especially amongst their junior the rules, age ranges, and deadlines for kids to submit their design for members. the annual program. The flyer includes a space for the design itself. With Each spring, the club supplies new bag tags encouragement from staff and parents, kids use their imagination to to identify junior golfers and range-only summon up their best memories of golf. members. A few years ago, the club chose to To get kids on board, the flyers are distributed to kids in the clubhouse liven up the plain ones they’d been distribut- throughout the winter, along with colored pencils or crayons, depending ing year after year. The creative club staff on their age group. conceived of a design contest that spans the In spring, the kids’ designs are judged by age group. The best designs wintry months in the clubhouse, heightening in each age range are given pride of place in the club’s member newsletthe level of interest of their junior members ter. The winning design is printed on real bag tags and given to all of the club’s junior golf participants.

The winning designer of the Junior Bag Tag Design Contest gets the pride of seeing their own design on junior and range member bags all summer long, of course. The winner also receives a gift certificate to use in the pro shop, as well as bragging rights through the summer season.

Second and third place winners also receive pro shop gift certificates.

When winter hits, the club also keeps their members active and engaged with an indoor learning center that includes a putting green, indoor driving range, and for juniors, a golf program on weekends and after school. “The contest is a great way to keep the kids thinking about golf in the off-season,” Plotnik noted.

For parents, golf lessons and clinics, as well as a host of year-round events keep their adult members’ skill levels and engagement high.

In addition to enhancing the excitement, creativity and participation of the children during the off season, the design contest has had another surprising result. It has been enlightening for both parents and staff alike, revealing what their junior members value and appreciate most about the club, and about the game of golf. BR

92

BOARDROOM | SEPTEMBER/OCTOBER 2017

INNOVATIVE IDEAS

Landmark Club Tour Steeped in History Following the first course, an addiThe historic building in Washington, D.C. that houses the 138-year old Cosmos Club is steeped in rich history, with a veritable who’s who of the nation’s capital gracing tional clue led diners to the next location - the Hoover Room, named of its membership roster over the years. course for Herbert Hoover.

Once a private family residence, the stately home located in posh DuPont Circle The third course, was served bufwas converted into a club in 1952. Over the years, the Cosmos Club has been fet-style in the National Geohoused in five locations, and club members expect this to be their best and their last. graphic Room, because the In order to take advantage of the club’s unique heritage, the club offered memesteemed National Geographic Sobers an intimate, elegant dinner buffet that led them on a “scavenger hunt” through ciety was originally founded at the the various rooms of the building. The club’s general manager Mitchell Platt noted, Cosmos Club.

“Since it wasn’t purpose built as a club, many of the rooms don’t fit large groups, Finally, the fourth course was but they made for the perfect setting for our small group of about 30 members.” served in an enclosed bridge that The informative evening dinner tied in the history of the property, so that functions as a passageway to Hilliard guests could learn about the unique aspect of the building itself, its former inhabHouse, one of the other historic itants, and the many members who have graced the club’s roster. Presidents buildings that is contiguous to and Hoover, Wilson and Taft were all Cosmos Club members. belongs to the Cosmos Club.

“Given our location, the Cosmos Club is known to be a thoughtful, intellectual sort The scavenger hunt dinner was adof place,” explained GM Platt. Typical programming at this exclusive private club typvertised as an interactive and exically involves hosting lectures. The club also offers informative, docent-led member ploratory adventure, and promoted tours of the landmark home, which is both a national and historic landmark. through the club’s monthly bulletin A departure from regular offerings, the fun scavenger hunt took place in four and weekly email newsletter. Each parts, over the course of a three-hour, four-course dinner. At each stage, memcourse was carefully chosen to showbers were given a clue to help them determine where their next course would be case the varied culinary skills of the served, effectively leading them on a tour of the former residence. club’s chef. Members loved the exMembers were served their first course in what was the original dining room of the ploration, moving around and playing home, built by the Townsend family in the late 1800s. To reach the room, members sleuth, as well as being able to see had to pass through the kitchen, getting a unique glimpse of a part of the original home areas of the club they might not nornot open to members. In previous years, one of the courses was served in the kitchen mally see. B R itself, which enabled members to interact with the culinary staff. They loved it!

SEPTEMBER/OCTOBER 2017 | BOARDROOM

93

MEGHAN THIBAULT Meghan Thibault is a Honolulu-based freelance writer and full-time content contributor at HawaiiLife.com.

INNOVATIVE IDEAS

Trick-or-Treating Map Leads Kids on an Adventure that members are self-directed and they get to see parts of the club they wouldn’t ordinarily visit.

The clever team and youth dedicated The map takes them to the kitchen and administrative areas, and even staffers at the Country Club of Virginia have to the general manager’s office. It also passes through the dining areas, found a way to delight their junior members the fitness center, the pool area, and the pro shop – touching every deand parents alike with an annual Halloween partment along the way, providing a fun way for members to interact with celebration. The parent/child event leads the staff. The staff absolutely loves it, too! member families on a trick-or-treating adOnce families arrive, they move through the club at their own pace. Deventure around the Richmond, VA club. pending on the age of the kids, most families require about 30 minutes to Held on the Wednesday afternoon just becomplete the route and retrieve their goodies. At the end of the course, fore Halloween, it complements any other the club holds a social, with snacks and juice boxes for the kids. The junOctober 31 festivities the members have ior members can check out each other’s costumes and play, while their planned. parents gather and mingle.

With the crisp chill of fall in the air, fami“We try to make the event interactive, with a balanced blend of candy, lies arrive at the club in costume anytime games, toys and activities,” explained Sara Pederson, the club’s director during an hour and a half window. On arof youth and aquatics. rival, they’re given a custom-designed map, “We also provide toys in different colors or style – cats, pumpkins and which shows the start of the route, and with witches, for example - so there’s something for everyone. When shopeach stop highlighted. ping for the event, we recommend choosing toys that aren’t gender-speCostumed staff members are stationed at cific, like inflatable balls or blowing bubbles, for instance.” the various stops around the club. Kids can The Halloween event is communicated to members through weekly move through the course at their own pace, email blasts and newsletters. Online registration and a nominal fee guarpicking up treats and toys along the way. Of antee member attendance, and ensure that the club has enough toys and course, the kids also enjoy holding on to the treats on hand for everyone. map and being the navigators!

After just few years of running this program, the club now sees an average The map itself isn’t meant to be tricky, of 120 kids, and approximately 300 members in attendance every Halloween. since the audience is early elementary Pederson noted, “This is a great event because it’s not very labor intensive schoolers, accompanied by their parents and for staff. Also, because it’s fun for all ages and everyone is included, whether grandparents. The beauty of this event is they arrive with a big group of friends, or on their own.” BR Kids love to explore new places!

94

BOARDROOM | SEPTEMBER/OCTOBER 2017

INNOVATIVE IDEAS

Kalamazoo Country Club Gives A Heartfelt Thanks to Their Employees With the leaves changing color and a crisp chill in the air, the team at Kalamazoo Country Club in Kalamazoo, Michigan is gearing up for … a day off.

For many years now, this family-focused club has remained closed on Thanksgiving Day. Apart from Mother’s Day, Thanksgiving is one of the most active holidays for dining out, and yet, at this luxurious, private club built on rolling farmland in the early 20th century, Thanksgiving remains a day reserved or family and tradition.

Clubhouse manager Paul Marazzo pointed out that this decision enjoys widespread member buy-in. The club remains closed on Thanksgiving Day so that everyone, staff included, is able to enjoy a family day.

The club’s management also shows its gratitude to staff with yet another perk. Each team member is gifted with a free turkey each year. To prepare for the big day, the club purchases an array of different sized birds.

Associates choose the size and weight that meets their family’s needs. For big families, employees are encouraged to take home as many turkeys as they need. If a staffer’s turkey needs are covered, they can opt to have their gift donated to a charity of their choice.

The club then arranges to have them delivered around Kalamazoo to various non-profit organizations, including homeless shelters.

The best work perk of all? Employees also have their choice of delicious apple, pumpkin and pecan pies to bring home, all lovingly prepared by the club’s culinary staff.

Not everyone gets the days off, though. There are just a few exceptions to the rule. On Thanksgiving morning, Marazzo, the executive chef and the sous chef are in the kitchen preparing some special meals.

In lieu of a Thanksgiving dinner celebration at the club, Kalamazoo offers a fully catered, takeout Thanksgiving dinner with all the fixings to

the membership. Often, these are for destined for members who are in need of assistance – the elderly, for example, who may find a turkey dinner preparation to be too taxing.

Of their 470 members, about 50-60 families choose to pick up their perfectly browned turkey with all the trimmings on Thanksgiving morning.

This means that a few dedicated kitchen personnel are on property, preparing and packaging 5060 turkey dinners each Thanksgiving morning.

However, by mid-day, this small contingent of club employees is home watching football, just like the rest of us.

Marazzo noted, “It may seem a deceptively simple program, but the premise is to allow every employee and associate to celebrate Thanksgiving with their own family.

“A few of the chefs are happy to come in to serve members and then they leave early in the day. The best part is that the members and board members support this initiative as a means of thanking the employees for their year-round dedication and service,” Marazzo added.

Kalamazoo’s Thanksgiving holiday perks are provided to every employee at the club, both full and part-time. The program is communicated to members in a twice-weekly email newsletter, as well as in a monthly management letter to members from Marazzo. BR SEPTEMBER/OCTOBER 2017 | BOARDROOM

95

EXECUTIVE COMMITTEE

Technology as a Solution Technology creates solutions throughout a modern club’s operations, from solving parking problems outside the clubhouse, creating efficiency in ordering within the dining rooms and engaging with members on popular social media channels.

Check out these club-tested ideas presented at CMAA’s Idea Fair.

Parking: To relieve pressure on limited club parking during peak business during the holiday season, Cherokee Town & Country Club credits members accounts $5 for those who use Uber or Lyft when visiting the club. Implementing this program increased membership satisfaction, efficiency and reduced congestion in the valet. It also reduced the need to park cars on the lawn and surrounding areas that are used as makeshift parking for larger events.

Members receive this credit by forwarding roundtrip receipts to a clubdesignated email address. The membership has responded positively to the idea. For those members who were unfamiliar with how Uber works, “Uber Classes” were held to teach members how to use the apps. This idea was a home run, with more than 115 members arriving via these services to the club’s annual formal member event in December. This award-winning idea was submitted by Christian Peters, Cherokee Town & Country Club, in Atlanta, Georgia.

Tablet Ordering System: At Woodfield Country Club in Boca Raton, FL, general manager Eben Molloy shared how technology has been used to create

96

BOARDROOM | SEPTEMBER/OCTOBER 2017

an efficient ordering system. Since the order is sent directly to the chit printer from the table, the system has eliminated lag time between when an order is taken at the table and when the order is entered at the POS station. The system has been so successful that the club will be introducing tableside tablet ordering in all of its full service a la carte restaurants.

After the menu was finalized, key team members (F&B director, assistant F&B director, executive chef, and executive sous chef) went through each menu item to determine all the possible modifications that could be made on each item.

Then, a series of modification screens were programmed into the system in a logical order. Verbal scripts were written for the servers to help guide them through the questions to ask. For example, it is typical that members want to change the protein on composed salads. The ordering system has been programmed to show a modification screen when any salad is selected. The server’s first question is to confirm the protein.

Over the course of two months, servers attended dedicated tablet training sessions, which included practice on the scripts and the ordering system.

Each team member received 20 to 30 hours of dedicated training.

The member reaction has been extremely positive. The success of the system is shown through order accuracy and on-target ticket times, which members notice and appreciate.

Engaging With Members on Social Media: Molly Dunning is the member relations coordinator of Champions Run in Omaha, NE. The club has embraced Snapchat to connect with its younger members. Using geo location, you can choose your location and develop your own filters to promote on the social app, Snapchat. Members will take a picture at the club, scroll through and choose the club’s filter, which frames their photograph, and share with friends. It’s a great way for members to promote the club through social media without even realizing they are doing it. The club has its own Snapchat account, so it can access all the wonderful pictures and videos posted by members and can save them into its archives. BR The Club Managers Association of America (CMAA) is the professional Association for managers of membership clubs. With close to 6,700 members across all classifications, our manager members run more than 2,500 country, golf, city, athletic, faculty, yacht, town and military clubs. The Idea Fair is held annually in conjunction with CMAA’s World Conference on Club Management and Club Business Expo. For more great ideas, visit www.cmaa.org/IdeaFair/.

SEPTEMBER/OCTOBER 2017 | BOARDROOM

97

RICK LADENDORF

WELLNESS committee

Rick Ladendorf is the president of Prevo Health Solutions, a wellness solutions provider, executive producer of the AMERICA’S HEALTHIEST CLUB© wellness rating program and founder of the Wellness Project. Contact Rick Ladendorf at (949) 933-5470 or rladendorf@prevohealth.com

Wearables, Mobile Apps and Cloud-Based Platforms Technology is Advancing Health and Wellness Arguably the most fashionable and ubiquitous health and wellness technology is the wearable.

These devices allow users to monitor everything from the calories burnt during a workout to tracking how many steps a person has taken during a day. Perhaps the biggest benefit for wellness has been that users can accurately track their physical activity, heart rate and sleep patterns.

Rounding out the number two spot is mobile technology.

The smartphone has revolutionized how people monitor their lives. Health and fitness apps are some of the most widely used in the world. The vast amount of information on every aspect of health and wellness is truly mind blowing.

Third on the list of effective wellness technology is integrated cloud-based open platforms that connect operators and users everywhere, enabling comprehensive lifestyle management that increases loyalty and usage.

Integration with lifestyle apps track members’ progress anywhere with personal lifestyle coaching service that allows users to stay in touch with their trainers even when they’re away from the club.

Wearables, mobile apps and integrated cloud-based platforms are the most common technologies used by private clubs, and yet there are so many other technologies used in the fitness and wellness industries, most of which are light years away from being implemented in the private club world, for myriad reasons.

Some of the more elaborate and advanced technologies available on the market include: smart pill bottles, biosensing smart footwear, smart thermometers, smart weight scales, telehealth and telemedicine, pharmacogenomics (DNA testing) and a host of other technological ideas that improve the health and well-being of the members.

MEETING YOUR MEMBERS NEEDS

While technology may be available on the market, the question is what do your members want or need and which technology is right for your club. The answer? It depends.

For the purpose of understanding the different member populations, we break clubs in to three categories: manned fitness facilities, un-manned fitness centers and no-fitness.

98

BOARDROOM | SEPTEMBER/OCTOBER 2017

Clubs with manned fitness/wellness centers are more likely to have integrated on-demand fitness equipment television monitors, user and administrative dashboards, mobile apps, digital check-in systems and sophisticated tracking and reporting. Whereas a club with an un-manned fitness center or clubs without a fitness center may not have a need for any of the top three technologies, or for that matter any technology, with one exception, member relations software.

For example, every club, regardless of the fitness amenities should have a mechanism in place to collect and organize member’s personal information to better understand their members interests, lifestyle, lifestage, demographics and psychographics. Knowing more about the member enables the club to improve strategic planning, create better and more relevant programming and most importantly allows the club to target member communications for increased engagement.

The typical club collects much of this data departmentally but most do not have the technology, systems or capability to go beyond the basics of collecting, organizing and analyzing member usage, member interests and member preferences.

Most often point of sale systems like Jonas, Northstar and Clubtec are used for billing, which by default captures demographic data and food and beverage preferences, whereas mobile apps and web based apps used for golf, tennis and dining reservations typically are not integrated to a centralized data repository.

The use of technology at your club industry depends on the current amenities and most importantly knowing your unique members’ interests, usage and preferences. To know thy member, requires a methodical and proactive approach to collect, organize and analyze the member data that is currently being collected. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

99

STEVE MONA

THOUGHTS ON THE CLUB INDUSTRY

Steve Mona is the chief executive officer of the World Golf Foundation. He may be reached at (904) 940-4000 or via email: smona@worldgolffoundation.org.

A New Direction for Women’s Golf Leaders in the private club community have long been aware of the need for encouraging greater participation in the game among women. The same has been true of golf’s leading organizations.

In May 2013, at the GOLF 20/20 Strategic Worship, participation in golf among women was determined to be an area of significant strategic importance to the golf industry.

As a result of that decision, the Women’s Task Force was created and immediately began to focus on how it could play a role in increasing participation in the game among women.

Its first activity was to conduct a global survey of leaders from different segments of the golf industry to determine the biggest opportunities for growth among women in the game.

From that survey, it became obvious that gathering and making available information on the women’s game was the area of most need. Accordingly, efforts were undertaken immediately to determine the best mechanism to collect and make available this information.

As a result of these efforts, in January 2015, GolfForHer.com was launched as “the ultimate resource for women and girls who play or who aspire to play golf.”

Since that time, GolfForHer.com has continued to grow and has brought together many of the different elements of the women’s game in one location. Stina Sternberg of Golf Digest has been editor of the site since its inception, and has done tremendous work in building both the content and popularity of the site during the past 2 ½ years.

Earlier this year, Jane Geddes, former LPGA Tour player and current CEO of the Executive Women’s Golf Association, became the Women’s Task Force first chair. One of Jane’s first decisions was to conduct a strategic 100

BOARDROOM | SEPTEMBER/OCTOBER 2017

planning meeting to map out a strategy for women’s golf development over the next five years.

While work in order to complete the strategic plan remains, the key elements of the plan have been established. Accordingly, the mission of the Women’s Task Force will be to “grow participation in golf among women who are connected to the game.”

The key audiences that will be targeted include families (including mothers, daughters and spouses), fans of the game (including spectators and viewers), and the industry community (including employees and volunteers).

This growth strategy will feature two primary areas of emphasis. The first will be to create a culture of inclusion that is inviting to women and girls entering or reentering the game. The second strategy is to strengthen access points that create welcoming entry into the game among women and girls.

The overall goal is to increase participation among women and girls from 24 percent of all golfers as it is today to 50 percent of all golfers, in keeping with the overall population of our country.

While this goal is long term and will be challenging to attain, we nonetheless believe that it is proper, given our desire for golf, generally, and in this case, women’s golf, to look like America.

While the national golf organizations have adopted participation in golf among women as a key priority, the real difference will occur one facility at a time. Accordingly, I encourage all club leaders to consider how they can help influence greater participation among women at their club. BR

LEGAL COMMITTEE BY ROB HARRIS

Lifetime VIP Course Memberships Prove Fleeting New Mexico’s Black Mesa Golf Course, considered by Golf Digest to be one edly because of problems with Capital City’s manof the 10 best in the state, recently lost a number of VIP members. Well, agement of the golf course.

Alas, since the lease was declared terminated, lost may not be the most accurate word, since the course owner opted to the holders of VIP memberships no longer had terminate the memberships.

Approximately a decade ago, the Santa Clara Pueblo, owner of the course, leased the right to build and operate the course to Santa Clara Golf Services Corporation (SCGSC). SCGSC, in turn, contracted with Capital City Golf Services LLC to develop and manage the course on its behalf.

Capital City, seeking to build a membership base, offered the VIP memberships at a price tag of $13,000 +/-. The membership documents provided for privileges “during the term of the lease” between the course owner and SCGSC. While the lease on its face was supposed to last for 20 years, that expectation came to an end when the course owner terminated the lease based upon SCGSC’s “fail[ure] to meet its obligations”, report-

golf course rights, at least according to the new course manager, who advised the VIP members that “[t]he term of your agreement with Capital City for golfing privileges was tied to the term of SCGSC’s lease with the Pueblo and, that leasing having been terminated, we regret to inform you that we can no longer honor that agreement.”

Expressing a desire that the members would return to the course, wallets in hand, the new management company has “apologize[d] for any inconvenience.” BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

101

JOHN EMBREE John Embree is CEO at the United States Professional Tennis Association and can be reached via email: john.embree@uspta.org.

TENNIS COMMITTEE

Next Generation

A Tennis Innovation Workshop We all know how important continuing education is to enhance our respective knowledge and be better professionals in whatever field of expertise we pursue.

While there is plenty of education available on-line through a variety of sources, there is no substitute for participating in person at workshops and conferences.

The USPTA is known for producing a host of world class conferences, both locally and nationally, that is “must see” for people who have a desire to learn from the very best in the field of tennis teaching. Plus, the networking that takes place with colleagues from all over the country cannot be replicated unless one attends.

So, I am pleased to announce the creation of the largest tennis industry conference this fall called the Next Generation: A Tennis Innovation Workshop, powered by the USTA and USPTA, in Orlando October 11-15.

As the title implies, this gathering will be an explosion of tennis and technology put on by the national governing body for tennis and the largest non-profit trade association of tennis teaching professionals in the world. Never before has there been such a collaboration between the two most important tennis entities who are driven by a singular mission: to grow the sport.

Because this event will be a combination of the usual USPTA World Conference and the USTA tennis development workshop, every stakeholder in the game, be it community tennis associations; National Junior Tennis League chapters; parks and recreation personnel; tennis teaching professionals; media; manufacturers, and industry leaders will be in attendance.

Not only will we showcase the brand new echo- friendly, smart USPTA World Headquarters (which opened recently) in Lake Nona, FL but also the new USTA national campus, which is fast becoming the epicenter of tennis in the United States.

Besides the usual on-court presentations, there will be three full days of business presentations and off-court seminars that will provide insight as to what professionals need to know to further their careers and how to run successful tennis programs at our facilities.

What will the tennis pro of the future look like? What skills will they need to process in order to succeed in the 102

BOARDROOM | SEPTEMBER/OCTOBER 2017

fast paced, ever-changing marketplace today? How can they benefit from the experiential learning gained at the USTA National Campus that will serve as a living laboratory for all things tennis?

The first full day of the workshop will be Thursday, October 12 will be a preverbal Disneyland of tennis at the national campus. There will be a wide array of on-court seminars conducted throughout the day covering high performance, U10 tennis, and drills for the club player, etc.

After that full day, the USPTA will host our annual buying show back at the Renaissance SeaWorld Resort with 75-80 vendors participating. It is actually the largest tennis trade show in the industry during the year.

Here is the chance to meet with all of the major manufacturers along with entrepreneurs who are launching new products. Education and social events will take place over the next three days, and one of the highlights will be our annual awards lunch as both the USTA and USPTA recognize those who have contributed so mightily to the game over the past year. You also can look forward to an incredible panel discussion of three members of the International Tennis Hall of Fame, with CEO Todd Martin facilitating.

Finally, as club board members and management, here are a few questions you should ask: are all of your tennis professionals USPTA certified? If not, why not? And, are any of them scheduled to attend the NEXT Generation: A tennis innovation workshop powered by the USTA and USPTA in October? If not, shouldn’t they?

Coming to an event of this magnitude can be financially burdensome for many individual professionals. How about offering to pay the cost of the registration and their expenses to attend? Not only will it be appreciated by your professional staff but your members will benefit from the knowledge gained and the inevitable improvement in your tennis program. BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

103

DAVE DOHERTY

GREEN committee

Dave Doherty is president/CEO and founder of the International Sports Turf Research Center, Inc. (ISTRC) and holds three patents regarding the testing of sand and soil basedgreens. He can be reached at (913) 706-6635 or via e-mail: daveistrc@hotmail.com Web page: www.istrc.com

Customized Aerification And Displacement Programs The single most important item on our ‘must have’ and fairways. A few short years ago we were stuck with the stanlist, to create a customized displacement program for dard spacing of quarter inch tines on 1.24-inch centers, half inch tines on 2.5-inch centers, and one inch tines on five-inch spacing. our individual greens, is knowledge.

Each of these standard spacing units provided us with a displaceBefore we can start talking about what size tines to ment of 3.14 percent. If we needed to displace 20 percent in a year use and what the spacing should be between each we would need to aerify six times and even then, we would not tine center and how deep we should go when we do reach our goal of 20 percent, and we would all be fired when our our aerifying, we have to find out what we have in our golfers learned that we planned on ruining their course six times green’s mix below our putting surface. each year. (See chart 1) Once we know what we have, we can begin to talk Over the last few years the equipment manufacturers have intelligently about what we need to accomplish with stepped up and met our needs and it is almost impossible today to our aerification program and once we know what we find a new piece of equipment that does not have variable spacing. have we can start to have some two and three-way The options today are almost limitless in how we can achieve our conversations between the appropriate parties to displacement goals with minimum disruption to our golfers. decide what program works best for our course.

What would take six aerifications a few short years ago can now With knowledge, we can now base our aerification be accomplished with two aerifications and the heal time for our program on science and not on subjective guessing. holes can be cut in half. Chart 2, which evolved from the first Companies that supply us with aerification three-column chart is a good start in putting together a solid agroequipment have done a wonderful job of providing nomic program regarding organic displacement, relieving comus with the tools that we need to implement a cuspaction and controlling thatch. tomized aerification program for our greens, tees With all of the options available to us today in tine sizes, spacing and depth it is now possible to do what needs to be done to our Char t 1 greens from an agronomic standpoint and still make the course playable for our golfers with a minimum amount of disruption.

Once we know what physical properties are in our greens, we can customize a program to fit our needs based on knowledge derived from science. No more suggestive guessing. As an example, let’s say that we can aerify twice a year and that we presently have too much organic matter in our greens. We might want to set a goal of 25 percent organic displacement. By looking at the five-column chart above we are able to explore our options.

Aerify our greens with half inch tines on 1.25-inch centers would displace 25.04 percent with two aerifications a year. This is very tight spacing and if our greens have a shallow root system they might not be able to take such tight spacing so we need to look at Char t 2 other alternatives.

By using half inch tines on 1.5-inch centers we can achieve a displacement of 8.73 percent each aerification, which amounts to 17.46 percent displacement with two aerifications during the year.

Add two non-disruptive aerifications of quarter-inch hollows on 1.25-inch centers and we have displaced another 6.28 percent. We now have a total displacement for the year of 23.74 percent...pretty close to our goal of 25 percent. Next time will show how faster heal time of aerification holes can add thousands of dollars to cash flow. BR

104

BOARDROOM | SEPTEMBER/OCTOBER 2017

This article is an updated version of the article first published in BoardRoom magazine in 2007.

WHO IS YOUR CHOICE FOR TOP PRIVATE CLUB BOARD PRESIDENT? Many people and companies associated with the private club industry are given due recognition for their accomplishments, and now BOARDROOM magazine is focusing on selection and recognition of the Private Club Board President of the Year.

BOARDROOM magazine, through a nomination and selection process,

will honor 20 board president finalists worldwide and one prestigious Private Club Board President of the Year Award.

TOP BOARD PRESIDENT SELECTION PROCESS The top 20 private club board president finalists will be selected by a BOARDROOM magazine committee comprised of industry experts and sponsors, who can make an expert judgment, who have an understanding of the industry, the structure of the board of directors, and the role and responsibilities of a club’s board of directors.

A third party accounting firm will audit results.

Visit www.boardroommagazine.com to download the criteria and application form.

Entries must be submitted no later than Friday, November 3, 2017.

For further information contact John Fornaro (949) 376-8889 ext. 2 or johnf@apcd.com or heather@boardroommag.com

SEPTEMBER/OCTOBER 2017 | BOARDROOM

105

JAMES PEVERILL

GREEN committee

James Peverill is chief executive officer at GreenSight (www.greensightag.com), a Boston-based technology firm whose drone-enabled golf course service provides superintendents actionable evapotranspiration, plant health and application-efficiency information on a daily basis.

If You’re Flying Drones Be Aware of Your Responsibilities If you’re a board member at a private club in North America, it’s not outlandish to assume that your superintendent or some employee of the club is currently playing around with a drone on the property.

Maybe you spied one hovering above your 5th fairway, or perhaps you’ve seen some lovely new aerial course photography — courtesy of a drone kitted out with a GoPro camera.

They are amazing tools, these drones, and great fun. But most golf course personnel (superintendents especially) treat their drones as something of a novelty or diversion.

There’s nothing inherently wrong with that, but the frivolity of that usage doesn’t limit the legal requirements or liabilities involved.

As a company provides golf course properties with drone-enabled spectral and thermal imagery, we’re intimately acquainted with the relevant laws and insurance procedures. I’d love to tell you how our data helps clients save money on water usage, establish chemical-application efficiencies, and ward off potential turf disease. But that’s not what this column is about.

Clients need not worry about the legal and liability issues surrounding drone usage because those responsibilities fall to us, the vendor. Even so, all clubs should better understand their own obligations in these areas. What our company does, professionally, and what your superintend-

Drone imagery can prov i d e a u n i q u e b i rd s eye v i ew of w h at i s h a p pening on the golf cou rse. M os a i c s l i ke t h i s a re ac t u a l l y h u n d re d s of high-resolution images t a ke n a s t h e d ro n e s u r veys t h e co u rse.

106

BOARDROOM | SEPTEMBER/OCTOBER 2017

ent is doing recreationally might be apples and oranges, but the same rules and risks apply to everyone.

LEGALITY

Many folks are under the impression that if they aren’t selling drone services to someone — if they’re just messing around with a drone on a privately-owned golf course — the Federal Aviation Administration doesn’t really care.

Well, that’s not the case.

If your super or someone on their staff is operating a drone on your course, that is not “recreational” usage. It is professional/commercial usage, because money is being exchanged at your facility in order for golfers play the course, or for members to belong to the club where this drone operation is taking place. Accordingly, whoever is operating that drone on your course is required to obtain FAA licensing.

There are two ways to achieve this. The first is obtaining a 333 Exemption from the FAA. Essentially, the FAA has created an exemption for an aircraft with no pilot on board.

However, to operate under this exemption, a licensed pilot is required on the ground to operate the drone.

As my chief marketing officer Justin McClellan is fond of saying, ”I haven’t run across too many assistant supers with their pilot’s license.” Most people don’t have one, to be fair. And that’s why the FAA, in September 2016, cre-

G re e n S i g h t f l i e s a c u sto m c a l i b rate d F L I R c a m e ra t h at enables them to m e a s u re t h e m o i st u re o n a co u rse f ro m t h e a i r. S uperintendents c a n q u i c k l y f i n e t u n e i r r i gat i o n p l a n s ba se d o n t h e drone surveys to o pt i m i ze wate r u se o r i m p rove co n s i ste n ce of g re e n speeds.

ated Part 107 of the Federal Aviation Regulations, which stipulates that would-be operators of commercial drones must first pass a remote pilot exam, which requires probably 10-16 hours of study and a fee to take the test.

The priority here is safety: Each time that person puts a drone up, the FAA requires the licensed operator to first assess current weather conditions and determine if there are any temporary air-space restrictions in place (just in case the president is speaking at some nearby high school).

This remote pilot is also responsible for performing a safe, emergency landing, if necessary. If your course is less than 5 miles from an airport, you are likely within airspace controlled by airtraffic control. You’ll need a Part 107 Airspace Waiver or Airspace Authorization, which clears the licensed operator to fly in that controlled air space.

For do-it-yourselfers, there are a few good apps that provide weather and airspace restrictions, and the burden here isn’t gigantic.

Of course, the FAA doesn’t have its own police running around, making sure everyone with a drone is flying in compliance, which helps explain why there are so many folks flying their drones casually, without a license. All the same, if some airline or Cessna pilot reports someone on your staff, or God forbid there’s a crash? Well, don’t say I didn’t warn you.

good way to think about drone usage in this light: Your current club policy surely covers your maintenance crew and the fact they operate mowers, climb in and out of bunkers, etc. But what about climbing and pruning trees? My guess is you’d be dubious — and quickly call the insurance company to account for that specialized activity.

That’s an anecdotal way of saying that drone operation is almost certainly not covered under your current club policy.

In short, if someone on your maintenance crew is flying a drone at the club, call your insurance company and get this covered. Or ground the guy’s drone.

Here’s the good news: Our original drone-specific quote was pricey, but when the adjuster came out and observed/assessed the way we do things, he cut our rate in half. Golf usage is pretty low risk; courses are sparsely populated compared to many places where folks might wish to fly drones.

But here’s the sobering news: Our example and the example of your super are, again, apples and oranges. Our drones are flown by software. We fly the same pre-programmed GPS flight patterns every day. Our battery voltage is monitored continually — if it’s running too low to complete a flight, the drone automatically returns home. In other words, there is very little chance of pilot error, or hitting a tree, or crash landing and putting anyone at risk.

Today we have pilot programs in operation at two-dozen different courses across North America, and we’re frankly thrilled to find someone on staff, at a new client club, who knows something about drone operation. That person is invariably enthusiastic about what we’re doing and easier/less expensive to train for eventual licensing.

But if that enthusiast isn’t licensed and the club’s insurance doesn’t account for specific risk, I’d politely direct this employee to fly somewhere else recreationally, at their own risk. BR

LIABILITY AND INSURANCE

If you serve on a club board, you’re probably way more familiar with insurance policies than you every thought possible. With that in mind, here’s a SEPTEMBER/OCTOBER 2017 | BOARDROOM

107

BRUCE R. WILLIAMS Bruce R. Williams, CGCS is international marketing manager for Grigg Bros./Brandt and a past president of GCSAA. He can be reached at: brucewms1@hotmail.com

GREEN committee

Options Remain for the Golf Industry For close to a decade the golf industry has been going through a major period of downsizing and rightsizing. Simply put, golf courses were overbuilt based on a variety of projections and miscalculations.

Not only did the game not meet growth expectations but the volume and patterns of players shifted at the same time. Smart operators have made the proper adjustments to stay in business. Others have had to close their doors.

MEMBERSHIP

Many clubs have seen a reduction in memberships and certainly in waiting lists. Membership dues are an important part of the revenue stream for private clubs, and with some clubs having as many as a 100 membership slots open at a cost of $500 per month that is a loss of $50,000 per month and $600,000 per year.

play a round of golf? What are income bracket of people living within close proximity?

Do your homework and initiate and support membership marketing programs. Typically a membership committee works with a member of the management team to attract new members. They also should take a strong look at membership retention to find out why members stay as well as why members leave a club.

IN A NEW WORLD

Since 2007 clubs have made adjustments in a variety of areas to cut costs while still providing a decent product. The age-old story is to know how far to cut. I have seen quite a few clubs cut too deeply and actually lose members to other facilities. If not done so already, it would be advised that a thorough plan of a facility take place and prioritize areas for improvements. This should

Golf course architects are busy these days reducing the maintainable amount of acreage on golf courses. It is common to see renovations with native grasses or even the use of woodchips or pine straw along with drought tolerant plants. I expect this trend to continue. Some water agencies are offering rebates for reduction of turf and take advantage of it while you can.

At the same time we are seeing more environmentally friendly pesticides and quite efficient machinery to apply these.

Adjust the unfilled memberships or rate of dues to calculate the losses at your specific club and you will quickly see that having a full membership is imperative.

Evaluate what programs and facilities are most used at your facility. Some of those facilities and programs are revenue producers while others are not. What condition are your facilities in? Is remodeling of the golf course or clubhouse necessary? Will the upgrades attract new members?

Have you studied the demographic of your local golfers?

Each golf course has a limited number of potential golfers within a tight radius. How far are people willing to drive to 108

BOARDROOM | SEPTEMBER/OCTOBER 2017

include a timeline, costs and methods to pay for such improvements.

Some states and ultimately a federal mandate will be calling for a minimum wage of $15 per hour. Clubs have reacted by hiring fewer people and also minimizing full time employees requiring benefits.

Needless to say when you have fewer people on your staff than in previous years, not offering benefits to as many as before, and not providing adequate working hours. It adds up to the inability to hire, train and retain proper staffing.

CASE study INDUSTRY HELP

Golf course architects are busy these days reducing the maintainable amount of acreage on golf courses. It is common to see renovations with native grasses or even the use of woodchips or pine straw along with drought tolerant plants. I expect this trend to continue. Some water agencies are offering rebates for reduction of turf and take advantage of it while you can.

New mowers and aerators are much more efficient.

Options are now available for the use of natural gas, electric, hybrid and even solar operated units. At the same time we are seeing more environmentally friendly pesticides and quite efficient machinery to apply these.

THE FUTURE

While the economy seemed to do a nice job of a reduction in total golf facilities in the last decade it seems as though Hurricanes Harvey and Irma will also aid in that process. Logically when we have fewer golf courses, then the demand on those remaining will pick up.

I’ve recently seen some newer nine-hole golf courses, which are busy because people have enough time to spend two hours playing than four.

I have also seen 18-hole golf courses reduce to nine holes to capitalize on land development while still keeping green space for recreation.

Actually there may be a reason for retirement community (such as The Villages) to have a large component of nine-hole and executive golf courses.

No matter what we do with the facilities we still have to draw the players. Today’s youth have so many options for leisure activities. If golf is to hold its share or even grow the game then we must continue to inspire the next generation to play the game.

First Tee is a valuable program. Junior golf programs, at clubs, show great promise, and should be a gateway plan for the next generation. But what else can we do to get more people golfing?

Think outside of the box and give TopGolf a try. I love the idea of the Latina Golfers Association in Los Angeles, CA. Other groups, such as the Executive Golfers Association, have brought in a whole new demographic of female executives that are starting late in the game. BR

LESLIE ROBERTS

AED and Lifesaving Training If someone collapsed in cardiac arrest at your club, are you prepared?

Do you have people trained to do CPR and have an automated external defibrillator (AED)? Has anyone been checking it? Is it working and are the pads in date?

If you have doubts, it may be time for a free consultation.

Altra Medical has worked with hundreds of organizations for over 16 years and can give you peace of mind that your organization will be prepared to save a life if needed.

We offer new easier to use AEDs, affordable maintenance programs for any brand, and training anywhere across the country. We can outfit your organization with the latest models, trade in your old units, and provide remote daily monitoring of Philips AEDs using new SmartLink technology.

No other brand has that capability. BR Leslie Roberts is President of Altra Medical and can be reached at (727) 541-5900 or LRoberts@AltraMedical.com.

Is It Time?

To get an AED? To add AEDs? To check your AEDs? To trade in your old AEDs?

Call Altra Medical:

16 years experience - virtually all brands of AEDs Hundreds of satisfied Country Club Clients National training network Complete solutions including maintenance Free reminders to check AEDs Professional discount for Boardroom subscribers We can save your staff time and money

Don’t run the risk of your club not being prepared when sudden cardiac arrest strikes.

1-866-777-8555 LRoberts@AltraMedical.com

SEPTEMBER/OCTOBER 2017 | BOARDROOM

109

STEVE SCHENDEL Steve Schendel is vice president/agronomist with Golf Maintenance Solutions.

He can be reached at (630) 220-5977 or via email steve.s@golfmsolutions.com

GREEN committee

Infusing New Technology The word “infuse” has always been interesting to me.

The Merriam-Webster dictionary defines infuse as “to cause to be permeated with something (such as a principle or quality) that alters usually for the better.”

I really like how it defines ‘something’… that something has been altered usually for the better.

There is no doubt that new technology is a constant piece of our golf course maintenance world…great new products and services that have helped improve golf course maintenance quality and efficiencies.

Digital moisture meters, apps for calibrations and shade studies, cloud-based programs, GPS technologies and use of drones are a few examples of recent advancements in our industry.

We also know it can be difficult to keep up with the times. Ask any of my four kids and they will be the first to tell you how much more savvy they are than me with social media and our computerized/less personal world we live in.

The point here is that technology needs to be permeated into our golf course maintenance practices. I also think the word permeated is very important, because it doesn’t mean we need to completely change our ways of doing things.

There are still some basic fundamentals that are the foundation of growing and maintaining quality turfgrass.

While the way we measure and monitor and track our soils had changed with new technology, the basic principles are still as important as how we receive information.

For years it has been true and it still remains important to maintain proper pH in our soils and water. It still remains important to have proper sunlight and moisture, and it still remains important to have good personal communication with members and guests.

As we keep moving forward with new technology, I think it is very important to keep advancing and incorporating tools that make us better at what we do. I also think it is important to revisit key components that historically have made us successful.

Communication is a very big piece of this, as we work with various clubs throughout the country in all aspects of

110

BOARDROOM | SEPTEMBER/OCTOBER 2017

golf course maintenance, including superintendent, assistant superintendent and employee placement.

We know how important it is to make sure the right fit takes place when clubs are looking to hire. Often times there are great candidates who have a resume filled with quality high end clubs. However, in diving in and getting to know the candidates, who really is the right fit?

Many times it comes down to the personality of the individual. Yes, there are many great grass growers in this industry with a tremendous amount of knowledge.

There are also very savvy candidates who know how to manipulate all the latest apps and who have some of the newest and greatest tools as part of their program. However, do they have some of the “older technology” skills infused into their maintenance management?

I would not necessarily call it a technology, but...

• Can they speak openly and communicate clearly in personal and one-on-one settings with members and guests?

• Can they figure basic numbers without a cell phone or tablet while on the course?

• Do they work hand in hand with their staff as opposed to just writing jobs on white boards? Again, can they communicate this personally?

• Do they physically inspect key components of equipment and irrigation and pump stations or is do they rely on technology to alert any problems?

Technology is absolutely a key component for golf course maintenance. Every year I’m fascinated with new products and services that truly make us more efficient and skilled at what we do.

Let’s just remember to “permeate” the new technology into proven skills that are a foundation of being successful.

My wife has always had our kids hand write thank you notes.

We still pick up the phone and make personal phone calls rather than text or email all the time. Could it be that simple inter-personal communication will come full circle and be perceived as a new technology for future generations? BR

50% OFF

SUBSCRIBE TODAY! AnnUAL SUBSCRIPTIOn 6 BI-MOnTHLy ISSUES InCLUDInG SHIPPInG!

YES! I WOULD LIKE TO SUBSCRIBE TO BOARDROOM MAGAZINE. SINGLE SUBSCRIPTION @ $8900* (U.S.) One (1) annual subscription to The BoardRoom magazine.

nAME TITLE

EXECUTIVE TRI - PAK @ $14700* (U.S.) Three (3) annual subscriptions to The BoardRoom magazine for the general manager, board president and treasurer.

Additional copies______@ $39 each

CLUB nAME CLUB ADDRESS CITy STATE

BOARDROOM - PAK @ $29500* (U.S.) Ten (10) annual subscriptions to The BoardRoom magazine for each of your board members.

Additional copies______@ $29 each

zIP

CLUB PHOnE EMAIL

REGULAR PRICE: SInGLE SUBSCRIPTIOn $178 - TRI-PAk $294 BOARDROOM 10 PAk $590

My CHECk (PAyABLE TO BOARDROOM MAGAzInE) FOR $__________________ IS EnCLOSED. PLEASE CHARGE $_____________________ TO My CREDIT CARD (CIRCLE OnE).

vISA

CARD #

ExP DATE

nAME On CARD

SIGnATURE

BILLInG ADDRESS FOR CARD

FIvE WAyS TO ORDER 1) Mail this form to: P.O. Box 9455, Laguna Beach, Calif. 92652 2) www.boardroommagazine.com 3) Email request to heather@boardroommag.com 4) Phone (949) 365-6966 5) Fax (949) 376-6687

MC

AMEx

GREGG PATTERSON

TRIBAL MAGIC

Gregg Patterson served the Beach Club of Santa Monica as its general manager for 33 years before retiring in 2016. He’s also a recipient of Boardroom magazine’s Award of Dedication for his timeless, energetic and dedicated service to the private club industry.

Patterson is president of Tribal Magic and can be reached via email: GJPAir@aol.com

“Social Net Worth” and Its KPIs

Understanding the Management Journey Manager Sue’s Finance Committee at The High and Mighty Country Club is filled with Numbers Guys. They want measurable metrics. They want “the numbers” to work the way numbers work in The World of Widgets. They’re bottom line thinkers.

Manager Sue knows business. She digs the numbers and she “does” the numbers. She understands The Machinery of clubs. She knows what’s needed to make the clubhouse, the pool, the tennis courts and the golf course HUMMM. But………

Manager Sue’s a hospitality guru, a CLUB MANAGER—touched by FIRE. She’s a builder of relationships and community and a preacher for and a teacher of The People Side of the club equation. She’s convinced the bottom line’s driven by The People Experience and that a club’s Social Net Worth is THE KEY to a club’s Financial Net Worth. And she’s willing to fight for her convictions.

Manager Sue has a vision. She wants to create a bocce ball complex. The best. Pro quality. In a prime “front of the porch” location. With seating. Decking. A portable bar. Fire pits. Filled with crushed sea shells. Laser leveled.

An “in your face when you arrive at the club” goodwill generator, a focus for conversation, an excuse to gather and a permanent Buzz Builder. A DEAL at $127,867!!!

Manager Sue’s meeting with the Finance Committee to get their blessing for The Bocce Vision before going to the Board for The Big O.K. She knows what Finance wants.

Short term stuff. ROI. Profits. The P&L is their template for evaluating “club”. And that’s good—-but not enough.

Vision’s needed. A philosophy of CLUB. She presents The Numbers. The Numbers Guys give The Numbers a look. They give each other The Look. They give Manager Sue The Look. They laugh. They chuckle.

They snicker and they snort.

“Ain’t no way you’ll ever pay for this bocce thing from cocktail sales. It’d take you 39 years just to pay off the investment. And the operating costs—-the maintenance, the referees, the free popcorn—-are a sinkhole for cash. It’s obvious to any halfway clever MBA that this project’s a LOSER!!! A DOG!!! Ain’t no way THIS Committee will endorse something that’ll make us look dumb to the bean counters of clubdom.”

Manager Sue stares at The Numbers Guys and shouts “you blubbering idiots, you pack of fools, you Philistines”— 112

BOARDROOM | SEPTEMBER/OCTOBER 2017

-to herself. She takes a huge guzzle of High Octane “Free to Members” Fair Trade Caffeine from her official “I’m the G.M.” High and Mighty 22 ounce coffee mug, breathes deep and speaks.

“This Bocce Complex will super-charge our Social Net Worth—-instantaneously!!! Members will gather, talk, linger, engage, socialize, do “Club” on the courts and around the courts. Our Social Bottom Line will be in the black, our Social Net Worth will be the envy of The Big Boys of Clubdom, the club’s reputation will flourish and we’ll attract and retain members who’ll use the club, linger longer and spend The Big Bucks when they visit. If The High and Mighty’s worried about its Financial Net Worth, we need to invest in projects that’ll boost our Social Net Worth. People are hungry for The Social Experience and The Bocce Complex will feed their hunger.”

They stare. Sue stares. Silence.

“Winning clubs—- Great Clubs!!!—-focus on their Social KPIs first because they’ve learned from The School of Hard Knocks that their Bottom Line is fueled by The People Experience. The Bocce Complex will boost our Social KPIs, it’ll boost our Social Net Worth, it’ll “blacken” our bottom line and it’ll boost our Financial Net worth. And any investment that does all three is a WINNER. And this bocce complex at a modest $127,867 is a WINNER!!!”

They stare at Sue. They stare at each other. They chuckle. They snicker. The Big-Guy-In-Widgets then asks, “What are these Social KPIs—-these “measurable metrics”—-you’re talking about??? None of us MBA’ers have a clue what you mean with all this touchy-feely foolishness.”

Manager Sue simmers. She stews. She ponders. She mellows. She speaks.

“Ladies and Gentlemen of Finance, let me explain.”

And she does… (see inset) “The Bocce Complex will boost our numbers and strengthen our KPIs. It’ll super-charge our Social Net Worth which will super-charge our Financial Net Worth.

We’ll be in The Black—-socially and financially. We’ll attract members. We’ll keep members. They’ll visit often.

They’ll linger longer. And they’ll spend The Big Bucks.

And because of all that, you who are The Controllers of The Purse, need to ENTHUSIASTICALLY endorse this $127,867 social investment in The Bocce Ball Complex.”

Social KPI’s “Our Social Net Worth is front-and-center whenever a member, guest or employee visits the club. Their social experience is quantifiable—-and the numbers matter. Here are a few of the KPIs, The Measurable Metrics, people will use to evaluate The Club and our Bocce Investment.

• Number of years members and staff stay.

• Number of Member-Member, Staff-Staff, Staff-Member Eye Contacts.

• Number of member-member, member-staff, staff-staff Hand Shakes, Fist Bumps and Hugs.

• Number of Greetings and Goodbyes.

• Number of times management greets guests in the lobby during private events.

• Number of times management greets members in the lobby during club events.

• Number of times management greets members and guests in the lobby during lunch and dinner.

• Number of Pro / Member (Tennis, golf, gym) Encounters.

• Number of Front Office visits by Children.

• Number of impromptu member / staff / guest conversations with The Manager.

• Number of impromptu member /staff / guest visits to the G.M.’s office.

• Number of team building “social experiences” for the staff • Number of member social and athletic events.

• Number of recurring annual “all club” events.

• Number of new member orientations by the G.M. • Number of new staff orientations by the G.M. • Number of time the G.M. acts as M.C. for staff and member events.

• Number of members on committees.

• Number of members on the wait list to serve on committees.

Gasp. Breathe. Sip. Stare. Wait.

The Committee stands with a ROAR and, with a single voice, shouts out—“We agree!!! Time to buy!!! Let the bocce-ing begin!!!”

BOOSTING SOCIAL NET WORTH

Manager Sue glows. She speaks.

“Clubs are in the people business—-and doing people right means delivering, month in and month out, measurable, “in the black” Social KPIs. And clubs that do people right have a high Social Net Worth and clubs with a high Social Net Worth will have a high Financial Net Worth—-guaranteed.”

Breathe. Drink. Speak.

“If we at The High and Mighty want a great P&L and a high octane balance sheet, we need to pay attention to our Social KPIs and our Social Net Worth.

We need to invest in them, cultivate them and sing their praises.”

Sue drinks. Smiles. Speaks.

“And while we’re delivering, let’s enjoy the journey………………” B R SEPTEMBER/OCTOBER 2017 | BOARDROOM

113

from Cover Story | 24

feedback we can use to enhance the member experience quickly. We have used it to increase and decrease staff and service levels in departments as well as change pricing to see how price elastic specific items are.

2) The members have been very engaged in the introduction of ClubIQ. When we are making longer term investments in the facility the data to support specific investments has been validating for the management team and board. The members also care and want to give feedback on their club so by asking more frequently they know we care about their experience.

3) I review the MemberIQ daily, it fluctuates but will alert me if we have an immediate issue with a few poor days in a specific area. I present the report to the managers every Tuesday and then to the committees and board monthly. The monthly review looks at the long-term trends in a specific area and identifies investment opportunities or possible resource allocation adjustments. We then do a thorough review during the budgeting season to make strategic operational investments in experience and capital investment in the facility.

4) We have many members that speak up on behalf of their fellow members to help us run the club. It is so great to have statistical data from the entire membership to support or refute specific experience suggestions. It really helps me and the team maximize the resources to create the best experience for the membership in the areas that are the most important to the majority. It is also great for me when coaching managers to give them data for what is important breaking the myth of the manager knows their area best.

5) We began using ClubIQ when the club was halfway through a $7.5 million remodel. The results from the first month of ClubIQ mirrored the member survey strengthening the justification for the investment. What was really exciting to see was the improvement of member experience and net promotor score as we finished the project and delivered on the promises to the membership.

The project was a little contentious and we experienced above average resignations and some members openly spoke out against the project. As the data improved so did member satisfaction leading to fewer resignations and more new members. While the project was the result of the improving score, it was a valuable lesson to look for trends in member experience and potential resignations in the future. Club momentum is so important to running a successful club and any warning we can get as the COO to alter future resignations is valuable.

6) I feel the members best value is getting to give that club leadership real time data to how and experience is and what is important to them. Through arming me as the general manager, the department managers, committees 116

BOARDROOM | SEPTEMBER/OCTOBER 2017

and board with this information, we are better stewards of the resources the members have entrusted us with and we can better deliver on the member experience.

Other comments: Just to echo comments that I learned from Keith Jarrett (president of BoardRoom’s Distinguished Clubs), this doesn’t replace a member survey.

Members still want open ended questions to voice specific concerns of which some are actionable but most are a relief valve. ClubIQ is the best feedback I can get to better manage member experience.

Hershey Country Club, Hershey, PA: General manager Ned Graff 1) We have been utilizing ClubIQ since March 23, so we have been able to survey our entire membership within the past 90 days. It’s a great opportunity to benchmark our performance moving from our off-season into the height of our season. We have been fortunate to see relatively good numbers thus far, but have used ClubIQ to both work with the board on trends, as well as use the results to motivate our team either to improve scores or show how their hard work has paid off.

2) Our membership has been very responsive to the survey with our participation being in the 40 percentile of taking the survey. The opportunity to provide feedback each quarter verse our previous once per year has been extremely well received. It enables us to observe trends in survey results and look for opportunities enhance/modify our operations based on those responses.

3) We survey our 700 memberships once per quarter.

One of the reasons we like ClubIQ is when they answer they have not used an area in the past 30 days, they do not get to answer the survey questions for that area. Our responses have greater meaning because it is a response from a member who has utilized that part of the club in a timely manner. In our old survey method, we had people comment on experiences they had three years ago.

4) Each of our department leaders receives the daily results of the survey. We individually look at those results and trends that come from those daily reports. Our leadership team meets once a month to discuss trends we are seeing, reviewing individual questions if we are seeing downward and upward trends. Either looking for opportunity or what we are doing that we are seeing the upward trend. Can we do the same in other areas of the club?

5) The responses and trends we are seeing through ClubIQ has helped use identify club use and participation through response rates. The ratings we are seeing has enabled us to see where our membership perceives different part of our club verse their experience which has been both a strong source for enhancing lower perception and addressing any challenges we may face in experience.

6) We review the results of the survey with our board each month. It has help us to show that the overall membership is pleased with the direction the club is moving and enables us to concentrate of the areas that are in need of our attention for improvement verses potentially changing our operations for a few people. It has helped us also confirm that changes we made from 2016 in golf course care is showing positive results in the surveys.

Other comments: I like the ability to utilize the BoardRoom magazine team to review and help understand trends and numbers that are derived from ClubIQ. Frank Gore and Jeff Briggs are very good at looking at the numbers and helping me to understand the numbers and seeing trends that we should utilize.

We implemented the use of WIGS that we were introduced to at the 2016 Distinguished Ideas Summit in Philadelphia from the leadership at Dessert Mountain. The results of ClubIQ are used in each area of the club as part of the scorecard to show how our team is performing for both our member’s experience as well as their perception of the club.

We have been extremely pleased with the use of ClubIQ as a strong tool to continue to enhance the Hershey Country Club experience for our membership. It has also provided us with a significant tool to improve the service culture in our staff.

San Luis Obispo Country Club, San Luis Osbispo, CA: General manager David Stocke, Janelle Meyer, membership and communications manager 1) We have enjoyed using ClubIQ as a portal to our member’s thoughts. The daily reports are easy to read. Each week we can monitor satisfactory levels by department.

2) We have received mostly positive feedback from our membership. They feel like they are being included in the overall performance of their club. Being anonymous gives the members freedom to answer how they are really feeling.

3) Each of our department heads have a chance to see where their departments are being rated by members.

4) With the rating response of each question, we can make adjustments to improve the member experience at the club, creating more impressive events and special moments for the members to enjoy.

5) Yes, we do take into consideration the numbers that are being reported by our members. We are fortunate that our NPS has remained steady and that listening to our members keeps them happy with their club. When the members have a voice, they feel more engaged at the club, which in turn increases their participation.

6) With the reports being in real time, we can quickly adjust any areas that we see a dip in performance or when an area is outperforming and deserves kudos. It is a quick tool to share with department heads and the board for both positive feedback and opportunities to grow. This is beneficial to every member regardless if they take the survey or not. B R

Another benefit Of ClubIQ… The Goracle Along with qualitative data, another benefit of ClubIQ is the Goracle … a tool that grants participating clubs access to Frank Gore, the private club industry guru, who offers tips on how to make improvements in certain club departments.

Gore has been with BoardRoom’s Distinguished Clubs since day one as the Distinguished Club’s chief analyst. Frank’s level of knowledge and experience and the fact he has visited more than 4,100 private clubs over the years distinguished Gore as an expert who can help. ClubIQ has captured his knowledge and makes it available to Distinguished Clubs as ‘the Goracle.’

ClubIQ is a value-added benefit to Distinguished Clubs for earning and retaining Distinguished Club status.

But ClubIQ will be offered to non-Distinguished Clubs for a monthly or yearly cost.

For more information or to get started with a 30-day free trial, go to ClubIQ.com.

For additional information, please contact: Christiánne Kinder at (949) 246-4816 email:christianne@boardroommag.com

SEPTEMBER/OCTOBER 2017 | BOARDROOM

117

from Winning Strategies | 14

from Membership Committtee | 32

Long and short-term benefits include: 1. Provides a clear understanding of what the members want to generate high satisfaction and value.

2. Develops a plan management system that helps clubs monitor change, track progress and get results through both the board and committee system.

3. Sets up a communication strategy between the leadership, management, and membership that keeps all parties in tune with where the club is going.

4. Uncovers demographic changes in expectations that will allow the club to stay current with club industry trends.

5. Provides a basis for member recruitment and retention.

6. Allows for analysis of facility enhancement needs that do not follow individual agendas but rely on long-term capital planning.

7. Sets up a system for managing management performance against agreed upon goals.

8. Develops a process that makes the plan a ‘Living Document’ and forces the board and management to continually update the plan with new initiatives.

9. Positions the club to plan financially by reducing the number of financial emergencies that can drain resources or cause larger than necessary regular or capital dues increases, and 10. Puts in place a process that prevents the club from changing direction when board leaders change.

referral lead. The close rate will be much lower and it can take longer as well. The lead you get today may not initially be as qualified as you would like, and this can be disappointing. It’s important to remember, as that lead climbs the professional ladder and their financial capability increases, your club will be on their mind as an option for their discretionary dollars.

There’s likely a number of general managers and club leaders who think that their team is already monitoring this. Other clubs will say that this is already a service their website provider provides and is consistently updating and monitoring their club’s website.

Here’s one question each club should ask their website administrator and IT department: “When was the last time our website and content was updated; or incorporated specific keywords to enhance Google searches and the campaigns reach; or which way(s) are we capturing important, potential member’s contact information?”

I’d be willing to bet that most clubs would be surprised by the answers. BR

So it’s time for all clubs to take a proactive posture and not have to worry about miracles. B R

from Executive Committee | 81

cized or if they are unduly concerned for their tenure.

If the board and members can come together to foster a club culture which provides their general manager with open communication, well-deserved job security and a supportive environment to reach their club’s vision and goals we will see many more high-quality and thriving clubs.

Many clubs can benefit from hosting an annual new board orientation seminar each year to assure unity of vision, cohesiveness, open communication and continuity in management leadership and stewardship for their club.

An open discussion and presentation of club industry best practices and issues can provide a basis for successful club board leadership. BR 118

BOARDROOM | SEPTEMBER/OCTOBER 2017

from Membership Committtee | 34

Heck, look at the diminished role of email (open rates are less than 20 percent overall) compared to the popularity of Snapchat and Instagram, which favor images over words.

Another simple tactic is to make sure we know we’re welcome. If your club has only modest numbers of Millennial members and visitors, ask yourself a simple question: how many have you invited?

As with many elements of business, sometimes the best way to get what you want is to ask for it.

THE MEDIUM IS THE MESSAGE

Generational theories concerning Millennials’ motivations and behaviors abound, but the most important thing marketers need to know about us is where we are, so they know how to reach us.

And the answer is simple: we’re online and on our phones. We’re proving the validity and timeliness in the Marshall McLuhan’s, decades-old phrase, “the medium is the message.”

Research makes a compelling case for focusing on mobile: • 39 percent of Millennials interact more with their phones than with humans, according to Bank of America research.

• Millennials make up 29 percent of the American population, but account for 41 percent of its smartphone use, according to Experian.

And if you want to be even more targeted – and effective – text us. Text message or SMS marketing is growing exponentially because it’s simple, powerful and ubiquitous.

Mobile apps and social media platforms come and go in popularity, but texting seems here to stay. But text strategically. It’s not the best tool for building brand awareness – its power is more in its immediacy. In fact, as their 98 percent read rate in the first two minutes attests, texts are just about impossible to ignore.

Many clubs we encounter seem determined to force messages that don’t resonate with Millennials into media that are ill-equipped to reach this audience.

But if they will focus more on purpose, authenticity and simplicity, they will have an excellent opportunity to add new members to their clubs. B R Michael Gregory is a senior manager and Bennett DeLozier is a senior associate at Global Golf Advisors. They’re both golfing millennials.

Other Insights Gleaned from Research Conducted by Global Golf Advisors and Nextgengolf • Referrals from family, friends and colleagues are the key membership driver at most clubs. Referrals are even more important among Millennials.

• Non-golf amenities, particularly fitness, swimming pool, social events and children’s programs, are important to Millennials. Promote these amenities to women, who cast the deciding vote in many families when it comes to joining a club. Golf course design and conditions, as well as a great bar area, are most important to male prospects.

• Consider hosting events that will bring lowhandicap Millennials to your club. This audience is the most likely to join and will pay the highest fees.

• The biggest barrier for Millennials is cost. Promote the lifestyle benefits for family as part of the value proposition. Develop flexible membership options with a low social fee that provide full access.

• Lack of time for numerous priorities is an issue for Millennials. Promote ways your club can make their life easier: business center, child care, kids camps and family programs.

• Weddings and corporate golf events are great ways to showcase your club to prospective Millennial golfers. Have staff onsite at these events to talk to prospective members about the membership experience. B R SEPTEMBER/OCTOBER 2017 | BOARDROOM

119

from Publisher’s Perspectives | 10

This gives us an overview of what makes a great private club, so let’s look at more specific aspects of greatness.

“First, there is no single or universal definition for a great club. The great clubs are special because of what distinguishes them,” injected Frank Cordeiro, general manager of Diablo Country Club in Diablo, CA, a BoardRoom Distinguished Club.

“The unique stories, history and intangible qualities are what separate the great club from the others. Unlike hotels and resorts, conforming to a standard list of amenities or ratings does not apply. Clubs offer experience, people and relationships, hotels sell space, amenities and services. Big difference!” he enthused.

“Great clubs know who they are and do not imitate. Great clubs celebrate people, place, stories and the unique and priceless qualities that only they can offer and that only those privi-

120

BOARDROOM | SEPTEMBER/OCTOBER 2017

leged to receive an invitation can experience.

“You cannot manufacture or build a great club. Bricks, mortar and expensive materials do not make a club great,” Cordeiro added. “Clubs are about that kind association of people, relationships and the belief that you belong to something greater than yourself and something than brings meaning and purpose to your life,” Cordeiro explained.

“Members join clubs in the pursuit of recreation but stay because of the people. And you must focus on the story. What is your unique story?” he queried.

Then there are the pretenders.

“There are clubs that think they are a great club, and then there are clubs that actually are great clubs,” said Barrett Eiselman, an analyst with BoardRoom’s Distinguished Clubs.

“The great clubs seem to have some similarities. These clubs have a clear understanding of the demographics/

profile of their membership. This allows them to offer appropriate programs and activities that the membership will want to participate in. But more importantly, it allows them to offer high-levels of personalized services that are appreciated by the members.” Ah ha…the intangibles!

And in Eiselman’s opinion great clubs have operational systems in place to ensure the club is consistent with the services they offer.

“These systems also make sure that the club’s amenities are well taken care of and that they also have sound financial management. It doesn’t matter at these clubs who the leadership team is because the systems allow the personnel to be interchangeable.

“Saying this, it’s important that the leadership team has the right personality and disciplines to follow the systems that have a tradition of working. Therefore, it is important that the board sources a GM/COO, who sources the department heads, who understand this,” Eiselman explained.

“Great clubs have leadership teams that truly appreciate and respect all the associates at the club. This creates a positive working environment and one that has team members that are proud of their club and in turn, strive to work hard for the management team and its members.

“Take, for example, Oklahoma City Golf and Country Club,” Eiselman said. “General manager/COO Oliver Boudin has created an environment where each and every team member strives daily to exceed the members’ expectations.

“While respecting the traditions and systems of the club, OCGCC continues to offer its members fun and innovating programs and at the same time, offering its associates a great working environment where everyone understands their roles and feels empowered in their responsibilities as well,” Eiselman expressed.

“Great clubs embrace tradition and at the same time are also breaking the mold,” added McFadden of The Union League of Philadelphia.

“Great clubs adhere to their values and champion their roots, but they also push the envelope. Great clubs seek opportunity. Great clubs empower their staff. Great clubs devote time and resources, financial and otherwise, into research and studies that determine areas of improvement and expansion.

“Great clubs constantly renovate facilities long before they go into disrepair. Great clubs make cost effective decisions, but don’t pinch pennies. Great clubs actively solicit insight and opinions from members. Great clubs are transparent with clear intentions. Great clubs have a symbiotic relationship between the board of directors and executive managers with a common goal in the pursuit of excellence,” added The Union League’s GM. “Great clubs ensure brand loyalty and invest dedicated resources in the form of an in-house marketing team to protect and promote the club’s brand in an engaging way.

Great clubs create interest and intrigue and exploit it however appropriately possible. Great clubs relentlessly pursue adding value for their members.

“Often little things make a big difference,” McFadden suggested. “While many clubs are most certainly great, a few stick out as they pursue certain areas with passion and clear intention.

“The California Club, Los Angeles Athletic Club and Detroit Athletic Club, for example, all have found ways to exploit their locations, history and underutilized parts of their buildings. They created new, innovative spaces that spark intrigue and interest to the current membership and appeal to prospective members,” McFadden detailed.

“The Vancouver Club, Tokyo American Club, and more recently, The University Club of Chicago, have all embraced social media as a platform to communicate so much in a clear image with a witty caption. They have used a once frowned upon outlet to maximize their message in a truly complete way,” McFadden emphasized.

Kathy O’Neal, principal with Club, Resort & Hospitality Consulting, suggests “a great club versus a run-of-themill-club, is one in which the members take a great deal of pride in saying they are a member.

“It’s a club whose members feel as though joining the club was one of the best decisions they have ever made each time they leave the club,” added O’Neal who has worked many years with private clubs throughout the country.

“While great facilities are important (in this competitive age, truly the “ante” into the game of private club success), it is the intangibles of service performed by a staff that has

“servant’s hearts” that members remember and mention the most in member surveys.

“These ‘great clubs’ focus and successfully provide exceptional member experiences. A few examples of some great clubs that deliver on these member experiences, according to their members, are Firestone Country Club in Akron, Ohio; River Crest Country Club in Fort Worth, Texas, and the Commerce Club in Atlanta, Georgia,” O’Neal indicated.

Are there steps everyone involved with a private club can take to ‘create’ a great club?

“Club leaders must instill, support and exemplify a ‘membership culture’ that pervades the club, focusing everyone on the importance of the member experience.

This begins with finding, training, motivating and retaining talented employees with the best service attitude. It also includes a membership enrollment process that makes members feel ‘chosen’ and ‘sponsored’ into a wonderful new club family,” O’Neal expressed.

Along with staffing, a club’s board of directors also plays a key role in ‘greatness.’

“The board’s role should be stewardship, sustainability, leadership and oversight. Hire a great chief operating officer and invest in their success!” added Cordeiro.

➤

SEPTEMBER/OCTOBER 2017 | BOARDROOM

121

“The board is the cornerstone and foundation for every private club,” O’Neal added. “These club leaders have an awesome responsibility to ensure the club’s present and future success. Beyond their operational and financial oversight, board members should play a major role in welcoming and getting to know all new club members.”

Craig Martin, general manager/COO at St. Andrews Country Club in Boca Raton, FL, who worked for many years at several five-star-rated hospitality properties draws some parallels with the private club industry.

“It’s my view that there are good clubs, great clubs and exceptional clubs. Look at it as comparable to a three-star, four-star or five-star rating in the hotel/resort or restaurant industries. Those ratings are defined or measured by the standards of the club for its facilities upkeep, service and product delivery and overall satisfaction levels from the membership and employees,” Martin explained.

“If you understand the rating platform in the hotel industry, you are constantly being measured to those elements defined in the highest category. Certainly, achieving the five-star rating meant everything for our brand reputation and credibility to attract new and repeat customers and it’s no different in the club industry.

“By striving to be the best at what you do for the membership means having a well-kept and meticulous facility whether it is a yacht club, sporting club or country club. Clean facilities are ‘Good’ and maintained up to a standard that most members and employees are happy with. ‘Great’ is an elevated attention to the detail of cleanliness, beauty and maintenance excellence, but ‘Exceptional’ is viewed as being immaculate to every detail, the creation of a sense of well-being from every aspect upon arrival to the property by elevating all your senses,” he stressed.

“Our goal is to deliver an exceptional club experience to our membership every day. This goal fully encompasses everything that management can do on an operational level - in each area. The goal is for each department to continuously explore ways to be memorable and exceptional and therefore create an exceptional club.

“Members of an exceptional club are proud to invite their friends to their club and seek out those who also value and appreciate what they are fortunate to experience every day,” Martin added.

“Members who take on a leadership role by serving in advisory positions on committees and the board are educated by the management team on the key success factors and best practices of how great clubs operate strategically and structurally. The GM must be a strong leader working closely with the board to craft the vision 122

BOARDROOM | SEPTEMBER/OCTOBER 2017

and plan accordingly to protect its brand reputation to sustain it long term.”

It’s vital for a collaborative effort between the club’s management and the board.

“They all must work cohesively together and understand each other’s roles. Building trust and respect through transparency and education of member volunteers is essential to the engagement of those members who are helping to shape the club,” Martin expressed.

“The entire professional staff and member volunteers work hard to achieve this environment for the success of the club. Most clubs want to be different than their neighboring clubs and create events/tournaments or menus that distinguish them from the others, which aids in creating excitement for the membership and staff.

“Getting everyone working together to achieve the goal of creating memorable and exciting events for every department is a key factor to its success,” Martin intoned.

In Martin’s opinion, the board members are advocates who listen to the membership and take direction. “They must also be engaged and willing to make tough decisions.

The board’s input and participation is critical when it’s time to select new board members and develop strategic plans.

“The board must be very supportive of the GM and allow them to do their job without interference while providing constructive performance reviews to ensure alignment of the memberships expectations,” Martin stressed.

In other words, no micromanagement.

To Gordon Welch, president of the Association of Private Club Directors (APCD), and a former club manager, says simply, “a great club surpasses the members’ and communities’ expectations, and a great club is two to four steps ahead of its needs.

“I’ve seen exceptional clubs fall from grace and rise again. But when you drill down, the leadership and vision of the board, staff, members and the community make a great club,” Welch expressed.

“Synergy and collaboration are needed to make a great club. I recently read an article about the global brand manager of Adidas, in which he said, ‘I believe in collaboration, discussion, debate – creative friction.

That gives you fresh perspectives and challenges your own experiential bias.’

“He added ‘his innovation mantra is to build, break, rebuild, learn – to every aspect of the company.’ I like creative friction and innovation as a basis of creating a reoccurring newness to the culture of the club,” Welch added.

“The board, with the general manager/COO lead the process of creating and maintaining the unique greatness of any club. The board collaborates with all shareholders to make this possible,” Welch opined.

The fact is, there has be to a “deep desire and a ‘why’, in order to be a great club. The club’s ‘makers’ must all have a set of goals that everyone is working toward.

Those goals are always a few years away but they are the focus of an entire group of employees, members, and a force outside the organization that also wants to see it prosper and be a focus of the community, city, state or region,” Welch added.

“The best general managers know what it takes to lead a club and how to hire, select and inspire the talent of their team to perform optimally in each area. It is also critical that the GM provide the professional staff with the necessary resources to fulfill the goals and expectations, to achieve the desired results of the membership and board. A happy membership is achieved by happy employees who understand their purpose and role in bringing it all together,” Martin emphasized.

The Union League’s McFadden points out that “many club managers benefit from relationships formed with colleagues at conference, seminars etc. It’s remarkably beneficial to share ideas, issues, solutions and thoughts with industry leaders.

“Roundtable discussions that continue after conferences promote a dialogue and a network of support that encourage camaraderie and allow for a sounding board by which to measure current happenings and future trends. The clubs that truly take advantage of professional services, educational opportunities, conferences and networking undoubtedly come away with new energy that pushes their clubs to greatness,” McFadden offered.

“Great clubs have a staff that is forward thinking, devoted and truly cares about the experience their members have each and every day,” Eiselman reiterated.

“This is not something a club can achieve overnight, but through years of establishing a culture. I believe every club believes that they have this, but in reality, some, if not most, do not.

“It almost takes someone to visit a great club and really spend some time digesting the team’s moral, their details to service, the offerings they provide and not to just the members, but what management is doing for the associates, and the genuine relationship that the members have with the staff,” Eiselman added.

Despite the industry’s ups and downs, Cordeiro sees a bright future for the private club industry.

“The future of clubs is brighter than ever,” he expressed.

“Community, purpose and the desire to belong and contribute to something greater than oneself has always been an essential component of the human condition.

“Clubs are one of the few institutions that can deliver this very basic but important human desire in a meaningful

way. As an industry, we should stop focusing on the size of the golf hole, the pace of play, etc. and start promoting the essence of what we are and what we have always offered our members and their families…community, relationships, meaning and purpose,” Cordeiro intoned.

“Great clubs have an image/brand that is positive within the community that can also expand on a national level,” Eiselman added.

“Having a great clubhouse is certainly beneficial, but without the right people even the club that has the most expansive amenities will not become a great club without the right people.”

To which Kathy O’Neal added: “As Robert Dedman, the founder of ClubCorp and author of ‘King of Clubs’ frequently said, ‘With members we are everything, without members we are nothing.’”

PUBLISHER’S FINAL THOUGHTS

Great clubs, as viewed by our private club guru, Frank Gore, “stand the test of time.” They’re vibrant with active members and a list of people wanting to join.

And the underlying reason is the ‘intangibles’, that ‘it’ factor, amenities, friends and activities.

Great clubs are immersed in tradition, as we ‘ve discovered consistently with BoardRoom Distinguished Clubs.

These clubs deliver on a world class members experience. There’s a commitment to excellence and the roles and responsibilities of board and committee members and the club’s management are clearly defined. What happens doesn’t happen haphazardly. It’s by design through well-thought out long range strategic plans.

“Great clubs”, as Diablo’s Frank Cordeiro explains, “are special because of what distinguishes them…the unique stories, the history, and the intangible qualities.”

It’s not about the bricks and mortar, but the association of people, the relationships we build and the intrinsic feeling that comes with the fact that the sum is greater than any one of the individual parts.

Great clubs know what makes them great…there’s an understanding of who they are, who and what their members are and want that leads to exceptional personalized service deeply appreciated by the club’s members.

In my travels throughout the private club world, it is the great clubs that possess these qualities, the people, the values, the culture, the pristine governance, the brand loyalty, the member pride and exceptional member experience that sets them apart. It’s been that way in the past, and it’ll continue in the future.

At least, that’s the way I see it. BR John G. Fornaro, publisher

SEPTEMBER/OCTOBER 2017 | BOARDROOM

123

CHRIS BOETTCHER

CLUB SERVICE

Christopher Boettcher, proudly a CCM and CCE, is the GM/COO at Burlingame Country Club near San Francisco, CA and a regular contributor to BoardRoom magazine.

He can be reached at chris@boettcher.com.

Bragging Is Not Bad

But Required in Club Leadership I recently enjoyed a trip to the Catskills with my wife and we had a great time gathering with old friends and enjoying the place our friend had developed.

He is not one to brag about his accomplishments but he’s got a great spot there. The way he described it was pretty humble and understated.

I wasn’t necessarily excited to visit, knowing the Catskills as a bit of a Hillbilly sort of area (apologies to my upstate NY friends), but when we got there, WOW! What a cool place and fun environs! He built a pond and a dock with a fire pit and all sorts of fun inflatables for the young kids, and old, plus tons of fun shops and markets in town, with great food and wine.

It was seriously understated. Not knowing much about the area or this friends’ place made me wonder why he was so humble. It is a danger in many ways and especially in your own work and business, but really can be related to clubs: If you don’t tell the board or committees about your accomplishments as a club president or club manager or leader, it could result in HUGE gaps of knowledge ad misunderstandings.

In today’s competitive arena, not selling your accomplishments could be a detrimental mistake and a missed opportunity. Done with the best intent, poise and style, you can be the super leader that the club needs while also remaining transparent and a positive force for those you lead.

Here are some notes from a great little book called Brag! written by Peggy Klaus that I have related to club board and management. I encourage you to consider them for your president, board and club manager. Not sharing the wealth of a good brag can be a slow and unnoticed death of a good deed.

• A job well done does not really speak for itself: Years of loyalty on the board or in the club manager job are admirable but that and a nickel won’t get you far on the subway. In the ever-changing dynamics of clubdom, a little self-promotion goes a long way.

• A letter to the members, a performance review or board evaluation is a key opportunity to insert some selfpromotion. Keep good records of good things that happen.

Save the good comments, with the bad, and catalogue 124

BOARDROOM | SEPTEMBER/OCTOBER 2017

them appropriately. You will need to periodically send them out to your fellow members, board or department managers for a show of progress.

• The practice of being humble has its place but is not very useful when you are trying to communicate to the membership or you managers. Actually, it can be damaging.

It makes you totally unnoticeable and a ghost president.

• Letting others take the credit is admirable, and appropriate in many instances, but not always the best choice.

Some folks tend to defer compliments and that will kill the positive message. Getting the right point across to the members about a new accomplishment or initiative should come from the source, right? Using the moment to share the “good” can be a form of survival tactics as well as not missing a good opportunity.

• Some folks think that bragging is bad or selfish. Brag is not a four-letter-word. Telling the story will help members understand the situation. Using authentic pride and enthusiasm to promote the positive will keep it clean.

The other side of this coin are times when you should not necessarily pass on the feedback or the issue to your fellow members. There are so many times when, as a club leader or club president, you feel like the fire hydrant in the dog park. Many tend to pass along every comment or complaint. Not needed!

I recall one confrontation I had with a member who was out of line and I carefully took the stance as the GM to confront and diffuse the situation. I later overheard the member being asked by his wife, “…Did you ever talk to the club president about it?” to which he replied, “Yes, but he said he does not get involved in operational issues like that.”

Ah, music to my ears!

Good club presidents know when to brag and know when to keep it to themselves. A favorite quote from Peggy’s book: “A good brag is not a four-letter word. It is a selfpromotion that is not obvious to others and does not come across as self-serving” Keep communicating, keep bragging and keep leading ON! BR

SEPTEMBER/OCTOBER 2017 | BOARDROOM

125

Food Service Equipment & Design

Pastry Shop Contact Jose Poleo VP Main Kitchen for your free consultation!

Banquet D.E.I. FOOD SERVICE Display Kitchen Bars EQUIPMENT & DESIGN Buffet US TOLL FREE The Turn (Snack Bar) 800.779.3028 Ventilation JPOLEO@DEIKITCHEN.COM T/ 954.920.9499 Refrigeration F/ 954.920.9802 Installation

Du Val International, Inc. specializes in the recruitment and placement of CHEFS only. Established in 1972, DVI works with the finest chefs worldwide and has placed many master chefs.

Maxine Du Val, President/CEO

334.298.5550 M A X I N E @ M A R C U S D U VA L . C O M C E L L : 7 0 6 . 6 6 2 . 4355 W W W . D U VA L I N T E R N AT I O N A L . C O M

POOL, BEACH AND PATIO FURNITURE

Steve Berlin (954) 614-1505 xhibtz1@xhibtz.com www.xhibtz.com

V

E

S

APCD MOST TRUSTED VENDORS & CONSULTANTS N D O R

It’s the Association of Private Club Directors’ Most Trusted Vendors & Consultants and APCD and BoardRoom magazine are evaluating companies and vendors in the private club industry by the most important factor of all: How much do their customers trust them! Great businesses in the private club industry choose to invest their time and effort in creating meaningful and sustainable long-term customer relationships based on TRUST – the most precious commodity and transaction of them all.

These are businesses that put their customers first and do not focus solely on profit at any cost.

Amenities

Clocks

2536 Manana Drive Dallas, TX 75220 P: 214.351.2834 Toll-free: 800.969.8008 F: 214.351.2834 www.sportssolutionsinc.com

444 Reading Road Cincinnati, Ohio 45202 P: 800.543.0488 www.verdin.com

Consulting

Architects 6 West 18th Street 9th Floor New York, New York 10011 P: 212.229.0200 ext. 120 www.lichtencraig.com

7730 E. Belleview Avenue., Suite. A-101 Greenwood Village, Colorado 80111 P: 720.266.2582 www.mai-architects.com

North Palm Beach Office 1295 US Hwy One North Palm Beach, FL 33408 P: 561.626.9704 F: 561.626.9719 Peacock + Lewis Naples Office 1610 Trade Center Way, Suite 5 Naples, FL 34109 P: 239.631.2332 F: 239.300.6402 jon@peacockandlewis.com www.peacockandlewis.com

500 Skokie Blvd #444 Northbrook, IL 60062 P: 847.480.4844 | C: 847.421.4537 B.R. Koehnemann brkoehnemann@kempersports.com www.kempersports.com

Locations in Phoenix, Northern Virginia, Atlanta, Chicago and New York C: 602.684.0251 | P: 623.322.0773 Whitney Reid Pennell, president whitney@consultingRCS.com www.consultingRCS.com

Executive Search

501 Kings Highway East #300 Fairfield, CT 06824 P: 203.319.8228 Dan Denehy dan@denehyctp.com www.denehyctp.com

Tampa Bay - 727.366.0487 dick@@gsiexecutivesearch.com 15990 N Greenway Hayden Loop C-100 Scottsdale, AZ 85260 P: 480.477.1111 phxarch.com

St. Louis - 314.854.1321 scott@gsiexecutivesearch.com Cleveland - 440.796.7922 ned@gsiexecutivesearch.com Ft. Myers - 239.221.7045 ned@gsiexecutivesearch.com Northeast - 518.852.0986 dan@gsiexecutivesearch.com

Architects | Planners | Interior Designers 44 North Main Street South Norwalk, CT 06854 P: 203.354.5210 www.rm-arch.com

Washington DC - 540.323.3388 sharlyn@gsiexecutivesearch.com www.gsiexecutivesearch.com

Executive Search Kopplin Kuebler & Wallace Southwest Office 7349 Via Paseo Del Sur, Ste. 202 Scottsdale, AZ 85258 P: 480.443.9102 F: 480.443.9642 Dick Kopplin, partner dick@kkandw.com www.kkandw.com Kopplin Kuebler & Wallace East Coast Office 132 Tulip Tree Court Jupiter, FL 33458 P/F: 561.747.5213 C: (407) 864-6798 Kurt Kubler, CCM, partner kurt@kkandw.com Kopplin Kuebler & Wallace Cleveland Office 20373 Scott Drive Cleveland, OH 44149 P/F: 440.783.1268 C: 412.670.2021 Tom B. Wallace III, CCM, partner tom@kkandw.com

Foodservice

3908 N 29 Avenue Hollywood, FL 33020 C: 954.805.7935 P 954.920.0737 sales@deikitchen.com www.deikitchen.com

V

E

S

APCD MOST TRUSTED VENDORS & CONSULTANTS N D O R

It’s the Association of Private Club Directors’ Most Trusted Vendors & Consultants and APCD and BoardRoom magazine are evaluating companies and vendors in the private club industry by the most important factor of all: How much do their customers trust them! Great businesses in the private club industry choose to invest their time and effort in creating meaningful and sustainable long-term customer relationships based on TRUST – the most precious commodity and transaction of them all.

These are businesses that put their customers first and do not focus solely on profit at any cost.

Furniture

Interior Design

Photography

P.O. Box 842 Ashburnham, MA 01430 P: 978.827.3101 sales@eustischair.com www.eustischair.com

95 Reef Road Fairfield, CT 06824 P: 203.259.2555 Craig J. Smith studio@c2Limited.com www.c2limited.com

3186 E. La Palma Avenue Anaheim, CA 92806 P: 800.653.5766 www.eaclubs.com

5 Hwy 82 West Magnolia, AR 71753 P: 800.221.0408 sales@southernaluminum.com www.southernaluminum.com

11071 Indian Lake Circle Boyton Beach, FL 33437 P: 954.614.1505 Steve Berlin xHBITz1@xHBITz.COM www.xhibtz.com

Game Equipment

Real Estate

700 School St. Unit. 2 Pawtucket, RI 02860 P: 401.365.1171 Peter Cafaro pcafaro@jbd.cc www.jbd.cc

kid’s Camps

Technology 821 Executive Drive Princeton, new Jersey 08540 P: .877.671.2267 ext. 500 info@kecamps.com www.kecamps.com

Lockers 3780 Rippleton Road, Route 13 South Cazenovia, ny 13035 P: 888.647.2778 F: 315.655.2033 custserv@cornilleauusa.com www.cornilleauusa.com

Golf Course Architect

1825 West Walnut Hill Lane, Suite 110. Irving, Tx 75038 P: 972.815.4000 Toll Free: 800.433.3630 info@hollman.com www.hollman.com

Menu 14332 Justice Road Midlothian, vA 23113 P: 804.897.8600 F: 804.897.8603 Lester George, president lester@georgegolfdesign.com www.georgegolfdesign.com

212 Old Quitman Annex Road Adel, Georgia 31620 P: 229.896.1492 C: 678.429.7997 Toll free: 888.324.5020 F: 229.896.1180 Hilda W. Allen hildahwa@gmail.com www.hildawallen.com

2046 Castor Avenue - 1st Floor Philadelphia, PA 19134 P: 215.535.6940 steve@the-polar.com www.the-polar.com

3650 Mansell Road, Suite #225 Alpharetta, GA 30022 P: 888.240.3501 info@globalnorthstar.com www.globalnorthstar.com

Uniforms

Pear Tree Plaza Building D 289 Hwy 33 East Manalapan, new Jersey 07726 P: 800.711.5885 F: 732.792.0111 Martin klein www.ambassadoruniform.com

5442 Gateway Plaza Drive Benicia, CA 94510 P: 707.746.7011 Debbie Surani info@highenduniforms.com www.highenduniforms.com

SEPTEMBER/OCTOBER 2017 | BOARDROOM

129

BOARDROOM MAGAZINE ADVERTISING INDEX ACCP. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 121 Addison Law. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Altra Medical. . . . . . . . . . . . . . . . . . . . . . . . . . . . 109 Ambassador Uniform. . . . . . . . . . . . . . . . . . . . . . 77 Big John Grills. . . . . . . . . . . . . . . . . . . . . . . . . . . . 83 Billy Casper Club Management. . . . . . . . . . . . . . 2 BoardRoom Awards. . . . . . . . . . . . . . . . . . . . . . . 41 BoardRoom Distinguished Clubs. . . . . . . . 114-115 BoardRoom Subscriptions. . . . . . . . . . . . . . . . . 111 BoardRoom Top Private Club President. . . . . 105 Bozeman Club & Corporate Interiors. . . . . . . . 23 C2 Limited Design. . . . . . . . . . . . . . . . . . . . . . 38-39 CC Tech Partners. . . . . . . . . . . . . . . . . . . . . . . . . . 55 Chambers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Clubessential. . . . . . . . . . . . . . . . . . . . . . . . . . 42-43 clubsystems group. . . . . . . . . . . . . . . . . . . . . 44-45 ClubPay. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 ClubTec. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46-47 Clubwise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 Concert Golf Partners. . . . . . . . . . . . . . . . . . . . . . 31 Cornilleau USA. . . . . . . . . . . . . . . . . . . . . . . . . . . 85 Creative Golf Marketing . . . . . . . . . . . . . . . . . . . 6 Daniel Paul Chairs. . . . . . . . . . . . . . . . . . . . . . . . . 15

DEI Foodsrvice Equipment Design. . . . . . . . . . 105 Denehy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Dude Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . . 56 EA Photography. . . . . . . . . . . . . . . . . . . . . . . . . . 89 Eustis Chair. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91 EzLinks. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63 FOOD-TRAk. . . . . . . . . . . . . . . . . . . . . . . . . . . 48-49 GCSAA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 131 GMS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 GSI Executive Search . . . . . . . . . . . . . . . . . . . . . . 97 High end Uniforms. . . . . . . . . . . . . . . . . . . . . . . 104 Hilda Allen. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113 HInT. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Jon nathaniel Wines. . . . . . . . . . . . . . . . . . . . . . 33 Jonas Club Software. . . . . . . . . . . . . . . . . . . . 50-51 Judd Brown Designs. . . . . . . . . . . . . . . . . . . . . . 85 kECamps. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 79 kopplin kuebler & Wallace. . . . . . . . . . . . . . . . . 25 Lichten Craig Architecture + Interiors. . . . . . . 65 MAI. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 McMahon Group. . . . . . . . . . . . . . . . . . . . . . . . . . 8 MembersFirst. . . . . . . . . . . . . . . . . . . . . . . . . 52-53 northstar. . . . . . . . . . . . . . . . . . . . . . . . . . 40 & 132

Paisano Performance. . . . . . . . . . . . . . . . . . . . . . 57 Peacock + Lewis. . . . . . . . . . . . . . . . . . . . . . . . . . 97 ParBar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 118 PGA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Polar Menus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Procraft Heritage Creations. . . . . . . . . . . . . . . . 83 RCSUniversity. . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Rogers McCagg. . . . . . . . . . . . . . . . . . . . . . . . . . . 89 RSM. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 120 Salsbury. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 125 Something Different Linen. . . . . . . . . . . . . . . . 101 Signera. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 61 Sports Solutions. . . . . . . . . . . . . . . . . . . . . . . . . . 71 St. Timothy Bakels 125 Stratton Crooke. . . . . . . . . . . . . . . . . . . . . . . . . . 125 Style Upholstering. . . . . . . . . . . . . . . . . . . . . . . 107 TAI Consulting. . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 TROOn. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 USPTA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Welch Tennis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 xHIBTz. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

BOARDROOM MAGAZINE COUNTRY CLUB INDEX Joe Basso, MCM, CCE, GM/COO Birmingham Country Club, near Detroit, MI Chris Boettcher, CCM, CCE, GM/COO, Burlingame Country Club near San Francisco, CA Oliver Boudin, GM/COO, Oklahoma City Golf and Country Club kurt Burmeister, CCM, CCE, GM, Redlands Country Club, Redlands, CA The California Club, Los Angeles, CA Commerce Club, Atlanta, GA Frank Cordeiro, GM, Diablo Country Club in Diablo, CA Detroit Athletic Club, Detroit, MI East Lake Golf Club, Atlanta, GA Firestone Country Club, Akron, Ohio Fort Worth Club, Fort Worth, Tx ned Graff, GM, Hershey Country Club, Hershey, PA Jonathan Club, Los Angeles, CA Bernie kloppenburg, CEO, Sarasota yacht Club, Sarasota, FL Dr. Bonnie knutson, the Country Club of Lansing and the Michigan Athletic Club nancy Levenburg, member, Spring Lake Country Club, Spring Lake, MI Los Angeles Athletic Club, Los Angeles, CA Paul Marazzo, Clubhouse manager, kalamazoo Country Club in kalamazoo, MI Craig D. Martin CCM, GM/COO, St. Andrews Country Club, Boca Raton, FL Jeff McFadden, GM, The Union League of Philadelphia, Philadelphia, PA 130

BOARDROOM | SEPTEMBER/OCTOBER 2017

Janelle Meyer, membership and communications manager, San Luis Obispo Country Club, San Luis Obispo, CA MacDonald niven, MA, CCM, CCE, GM, Almaden Golf and Country Club, San Jose, CA Sara Pederson, director of youth and aquatics, Country Club of virginia, Richmond, vA Mitchell Platt, GM, the Cosmos Club, Washington, DC David Plotnik, PGA director of golf at Brackett’s Crossing, Lakeville, Mn Ocean Reef Club, key Largo, FL Olympic Club, San Francisco, CA Gregg Patterson, member, The Beach Club of Santa Monica, CA River Crest Country Club, Fort Worth, Texas Robert A Sereci, CCM, GM/COO, Medinah Country Club, Medinah, IL Rosie Slocum, MCMP, director of membership, BallenIsles Country Club, Palm Beach Gardens, FL Southern Hills Country Club, Tulsa, Ok David Stocke, GM, San Luis Obispo Country Club, San Luis Obispo, CA Tokyo American Club, Tokyo, Japan The University Club of Chicago, Chicago, Ill University Club new york, new york, ny The vancouver Club, vancouver, B.C., Canada Winged Foot Club, Mamaroneck, ny

Th e Bo a rd Ro o m ma ga zin e

CELEBRATING 21 YEARS OF EDUCATING THE PRIVATE CLUB INDUSTRY ISSUE 272

|

VOLUME XXI SEPTEMBER/OCTOBER

Vo lume XXI, Sep t emb er/Oct o b er, 2017

10 | PUBLISHER’S PERSPECTIVE WHAT MAKES A GREAT PRIVATE CLUB?

28 | BOARDROOM AWARDS LYNNE LAFOND DELUCA - RECOGNIZED AS BOARDROOM’S EDUCATOR OF THE YEAR 2016

60 | TECHNOLOGY FEATURE DO I REALLY HAVE TO USE INDUSTRY-SPECIFIC SOFTWARE TO RUN MY CLUB?

Clubessential

clubsystems group

ClubTec

CC Tech Partners

EZLinks

FOOD-TRAK

Jonas Club Software

MembersFirst

Northstar

Paisano Performance

Signera

TAI Club Software

BOARDROOM MAGAZINE TECHNOLOGY FEATURE - PAGES 40-63