a To ensure a successful result, our senior consultants do a deep dive to fully understand your operation, staffing and process flows.
a Working with you, they develop a blueprint for database construction, training and startup based on your specific objectives and time frames.
a Our team builds the database and provides position-targeted training using your data to implement the plan as designed.
a We continue the relationship over the long term to help you get the most benefit from the system and related processes. We do this through ongoing training, consulting and monitoring.
Our purpose and passion is to help clubs get as close to their ideal food and beverage costs as possible without compromising the member experience.
Contact our club account managers to get started!
EDITOR’S NOTE
DAVE WHITE
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.
Where will the Future Take Us?
That same headline we featured in my editor’s note a year ago and much of the conversation then focused on artificial intelligence and where it was taking us, not only in the private club industry but our world generally.
What is AI and is your club ready? That’s the question we posed because of the popularity of Chat GPT, an example of generative AI, with currently well over 100 million users.
So, this issue again focuses on technological change: What does it mean for private clubs today? Where will the future take us?
In our cover story, we’ve asked some of the industry’s top vendors several technological questions and what it all means for their companies. Not surprisingly, some companies see similar trends and what these trends mean for the industry. At the same time, most see technology offering new opportunities and challenges in a world of greater interconnectedness.
So, while our cover package focuses on tech companies, John Fornaro’s Publisher’s Perspective zeros in on ’change’, not just technological change. What has changed and how has it affected clubs, members, boards, general managers and vendors?
Some of the industry’s well-known personalities tell us, yes, there have been changes…positive changes, albeit with some challenges. The 2008 recession and COVID-19 had a tremendous impact on the industry, particularly between 2000 and 2020.
“Data suggests the problems…were caused by the declining number of prospective members,” said Ray Cronin, CEO and co-founder of Club Benchmarking. “That decline has been arrested as the main demographic group of prospective members has shifted from GenX to Millennials.”
There’s also the indication many clubs have become more business-minded with amenities top of mind because that’s what their members want. Clubs, once the domain of men, are now much more influenced by women, their wants, needs and expectations. “Women are the future of most private clubs,” said GGA’s Henry DeLozier.
So, what changes really are shaping the industry’s future? The member experience will remain the cornerstone of a club’s success. Clubs that excel in delivering personalized, high-quality experiences while adapting to new trends and member needs will thrive.
If members perceive little or no value, as defined by their member experience, they will leave the club. The focus on unique experiences, technology integration and inclusive environments aligns well with the preferences of Millennials and Gen Z. These younger members value experiences, community and social responsibility, which many more clubs are now emphasizing. If clubs continue to enhance their value propositions with high-quality amenities, personalized services and exclusive experiences, they will be better positioned to justify their membership fees and attract a broad range of members.
Cost, however, can be a limiting factor. So, it’s incumbent upon clubs to design flexible membership models that make it easier for younger people to join without initially committing to long-term, high-cost memberships.
Also, clubs that have memorable and satisfying experiences are going to be better positioned to justify rising member dues and initiation fees while attracting new members and retaining those who are already members.
There’s also the challenge of attracting younger people who may not be familiar with private clubs. So, what must clubs do to attract these candidates? The fact a club can offer an all-in-one package for families is often appealing. Moms and dads who can find everything they need for their young children in one location, without having to consider any amenities outside the club, becomes a bonus.
All things considered, in almost any market, differentiation by providing an exceptional member experience becomes a competitive advantage. Satisfied members are more likely to renew their memberships and refer others, a cornerstone of bringing in new members.
Yes, the private club industry continues to change because of changing demographics, diverse memberships and clubs embracing technological change to enhance members experiences, streamline operations and improve communications.
The increasing use of data analytics allows clubs to better understand their members’ needs and wants. This, along with a club’s enhanced environmental responsibilities, gives a more significant focus on sustainability, positioning the private club industry for continued relevance and success in the future. BR
Has change been good for the private club industry? Generally, yes. The private club industry has evolved significantly over the past decade or so, driven by the need for enhanced amenities, a younger demographic and technological advancements. These changes will continue to be pivotal for the industry’s success and sustainability.
CLUB FACTS & FIGURES | 16
CYBERSECURITY TIPS FOR PRIVATE CLUBS:
ROBYN STOWELL AND SHAWN TUMA
In an era of increasing cyberattacks, is your private club doing enough to protect sensitive data and operations? Learn how evolving cyberthreats are targeting clubs and discover the critical steps your organization can take to safeguard against these hidden dangers.
GLOBAL PERSPECTIVES | 66
FOUR KEYS FOR YOUR CLUB’S FUTURE SUCCESS
HENRY DELOZIER
As private clubs ride the wave of postCOVID demand, is the economic boom here to stay? With waitlists shrinking and operational costs rising, what steps should club leaders take to ensure their club thrives in the next economic cycle?
THE SEVEN STRATEGIES
RUSSELL MILLER
With over two decades of experience in the private club industry, I’ve been fortunate to learn from exceptional mentors and develop strategies that apply universally to club business administration. From fostering a thriving culture to mastering financial metrics, these principles have helped me navigate the complexities of club management and can guide others in enhancing both strategic execution and stakeholder relationships.
BOARDROOM BASICS & BEYOND | 18
UNLOCKING THE POWER OF FUN!
BEN LORENZEN
Is your club as fun as it could be? If not, what simple changes could transform it into a place where members feel like kids again? Dive into how you can bring more fun to your club and create memorable experiences that keep members coming back for more.
MEMBER VERSUS NONMEMBER EVENTS: IS THERE A DIFFERENCE?
NANCY M. LEVENBURG
Are nonmember events truly helping your club’s bottom line, or are they quietly draining valuable resources? Before you accept the conventional wisdom, find out why hosting nonmember functions might be costing your club more than you think.
PUT ON YOUR DANCING SHOES
BONNIE J. KNUTSON
EXECUTIVE COMMITTEE | 68
SUCCESSFUL TRANSITION TO A NEW CLUB
FRANK CORDEIRO AND DAVID MACKESEY
What does it take for a new club manager to successfully transition into a leadership role? Discover the key strategies and insights that can turn the first 120 days into a foundation for long-term success at your club.
How can you turn limited resources into fresh, exciting experiences that captivate your members? Discover a unique tool that can help you create memorable, engaging events all year long, and learn how to think outside the box to keep your club vibrant and thriving. TRIBAL
THE BIG FIVE: A SURVIVOR’S GUIDE
GREGG PATTERSON
What does it take for a new club manager to successfully transition into a leadership role? Discover the key strategies and insights that can turn the first 120 days into a foundation for long-term success at your club.
SECTIONS
DEPARTMENTS
WINE
By Wes Hagen and Randy Caporoso ACTIVE URBAN LIFESTYLES
The University Club’s Cultural Legacy By Heather Arias de Cordoba
DISTINGUISHED CLUBS 80 How Do Distinguished Clubs Attract and Retain Outstanding Staff? By Dave White
DISTINGUISHED GOLF DESTINATIONS 84 Leadership, Innovation, and Excellence Nemacolin’s Formula for Success By Ron Banaszak
EXCELLENCE IN GOVERNANCE 97-98 Dealing with Transparency… Transparently Governing Effectively By Henry DeLozier
THIS MUCH I KNOW FOR SURE 118 Mentorize Your Club Board By Dick Kopplin
Lynne LaFond DeLuca
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
The Private Club Industry – A Changing Business
“The only thing constant in our lives is change,” says the adage credited to the Greek philosopher Heraclitus about 2,500 years ago.
Has there been change in the private club industry? If so, what has changed and how has change affected clubs, members, board, general managers and vendors?
All indications suggest the private club industry, particularly over the last decade, has seen significant changes. Overall, these changes have been positive, albeit with some challenges.
“The influx of Millennials is a positive for the industry overall. Demographics Is a significant driver of the industry,” said Ray Cronin, CEO and co-founder of Club Benchmarking.
“Data suggests the problems between 2000 and roughly 2020 were caused by the declining number of prospective members. That decline has been arrested as the main demographic group of prospective members has shifted from GenX to Millennials.
“Additionally, as COVID increased member usage of the club, members are spending more time at the club, likely enjoying the club more, which means imbibing more, which manifests in behavior and discipline issues. Clubs have become more acutely aware of governing member behavior and discipline recently.
“Finally, as more services and amenities evolve, for example, golf learning centers, increasing racquet sports, significant fitness and wellness offerings, group exercise, more dining venues and options, the amount of fixed assets clubs are managing is increasing rapidly.
“Clubs are capital-intensive businesses and consume capital at voracious levels. Members are very much ‘on the hook’ to invest in their clubs to keep their assets in shape. Capital planning is a much more mission-critical function. The software, processes and insight need to catch up with the increasing footprints across the industry,” Cronin added.
“At its essence, the business of private clubs has changed substantially in three important ways,” explained Henry DeLozier, principal with the Phoenix-based Global Golf Advisors.
“Club management professionals have become more business-minded with the understanding that they must blend personal recognition (of members and now staff), leisure and an in-depth knowledge of the business category.
“Clubs, which were, generally, created by men and for men, have now become largely influenced by women and women’s wants, needs and expectations. Women are the future of most private clubs.
“Long-deferred capital maintenance crept up on most clubs despite warnings and pleas from their club managers. Who would have imagined that a global health crisis could be so generous to private clubs…yet it was. Thus, capital planning has become a fixture of club management,” he added.
“The past 15 years have been affected by numerous factors, but the two which have caused the biggest changes are the 2008 recession and, of course, the pandemic,” stated Charles Dorn, principal with The Dorn Group of Rye, NY.
“The 2008 recession caused clubs to rethink the business model. Gone were the days of acceptable losses and unchallenged expenses. Waiting lists disappeared and clubs had to rethink everything from policy to operations. The pandemic allowed clubs to jettison bad practices and implement new programming and amenities. Many of these new amenities opened clubs’ eyes to new revenue streams while respecting the club traditions,” he added.
“The private club industry has experienced a tectonic shift since 2020/21,” expressed Frank Cordeiro, general manager of the Colonial Club in Fort Worth, Texas.
“The industry has seen historic utilization and demand (72 percent of clubs surveyed had more members, December 2021 vs. 2020, & 35 percent more in Dec 2023 vs. 2022, according to Club Benchmarking’ s Summer of 2024 Strategic Club Insights). Nearly half of the clubs in the private club industry now have waiting lists to join, double the number before the onset of the pandemic.
“Club member demographics continue trending younger (average age was 59 across all club categories in 2024, and 60 for clubs with golf, Club Benchmarking). The younger demographic comes with diverse interests.
“These young families are looking for clubs that match their lifestyle. Many clubs have expanded their offerings. Childcare, teen centers and wellness/spa services are now standard requests/demands. These demands, along with the changing lifestyles, have driven unprecedented increases in capital improvements across the industry. The need for additional capital has placed significant pressure on the need to fully fund the club of tomorrow,” Cordeiro added.
“Another key change in clubs is the increased cost of doing business brought about by historic inflation, exacerbated by an unprecedented and tight labor market. “
It’s also the opinion of Gordon Welch, president of APCD, that “the landscape of private clubs has evolved significantly over the last five years.
ON THE FRONTLINES
RUSSELL MILLER
Russell Miller is general manager of the Balboa Yacht Club, Corona del Mar, CA. He can be reached via email: russell@balboayachtclub.com
The Seven Strategies - Part 1
During my two decades of employment in the private club industry (28 in hospitality), I’ve been guided by exceptional mentors and formed friendships with some of the most dynamic leaders in our field, who continue to motivate and inspire me.
I’ve gained experience in for-profit and non-profit organizations, encompassing a spectrum from modest to substantial capital budgets, pedestrian to luxury and everything in between.
Over time, I developed a set of strategies that I apply to the club business administration on a strategic and tactical level; I believe them to be universal. They have served me well across every club business function and with every stakeholder group.
The strategies are designed for general managers but synergize with every club management position. This my attempt to give back to the industry that has given me so much. I hope you will find value in them as you navigate your journey in this profession.
Your job is the intersection of all contradictions; you are paid to manage through them.
value of a member’s business over the life of their club membership. As the median length of membership is seven years in our business, you can do the calculation by combining the costs of joining with the costs of belonging (potentially the cost of leaving) over that time period.
You are most likely going to land on a six-figure number. When you view the relationship through that lens, you see that the cost/benefit of ruining that relationship over trivial requests is counterproductive.
The research on why return policies have universally become so lax is driven by the same science, the lifetime value of the customers and a change in customer expectations. The members’ expectations exceed the expectations of the average customer – they are dues-paying owners. We are also in a business that sacrifices efficiency for congeniality. So be magnanimous, say yes, and give them the refund. It’s a winning strategy.
We should always grant members (and people in our lives) a charitable assumption. Beyond the finances, another benefit is it often leads to the service recovery paradox, which is when a customer (member) who came to see you with a
What you don’t know is always more important than what you do know. Our role demands a continual pursuit of identifying unknowns and transforming them into knowledge, leveraging this information to evolve the cub into a better version of itself. Mastery of the metrics defining the service industry and private clubs is pivotal to this process. By acquainting yourself with and embracing these metrics, you pave the way for substantial rewards through dedicated effort and enthusiasm.
1. Be Magnanimous:
Any given week, you no doubt find in your office a carousel of members who request recompense for some perceived slight or service error. They might want to return an item to the store but were told no because the purchase date was 3 years earlier. Or they want to tell you that their parking decal doesn’t work, or they want you to address the poor service from the other night, etc.
Whatever the case, the result is generally the same: they want a refund. It is advisable to concede almost every time and trade today’s dollars for a greater return on tomorrow dollars and the political capital that comes with it.
The lifetime value of a member is defined as the total
grievance leaves a bigger fan of the business (club) than before the incident occurred because of how you handled the situation.
It also ensures that any issues discussed in the ether are not communicated without including the corrective actions taken. Although it is difficult to quantify, I am confident that in practice this strategy has significantly increased club revenues and helped maintain positive relationships with members.
Maximize your relationship with the stakeholders, not the transaction.
PLIGHTS AND INSIGHTS
NANCY M. LEVENBURG
Nancy Levenburg, PhD, is professor emerita in Management from the Seidman College of Business at Grand Valley State University in Grand Rapids, MI. She has published hundreds of articles in business and professional journals, and has assisted over 200 organizations with strategic planning, marketing strategy and improving operations. She is the president of Edgewater Consulting and a member of Spring Lake Country Club in Spring Lake, MI. For more information, contact her at: levenbun@gvsu.edu or (616) 821-5678.
Member Versus Nonmember Events
Is There a Difference?
“We treat our people like royalty. If you honor and serve the people who work for you, they will honor and serve you.”
– Mary Kay Ash
Over the past several years (actually, decades), scads of private clubs (maybe even yours?) have been pitching the idea to their membership that hosting nonmember events such as banquets, outings and outside tournaments was necessary to bring in revenue and profits … to stave off or forestall noxious increases in dues or (ugh!) assessments. And many – even most – members bought into their pitch “hook, line and sinker,” trusting in their board of directors’ infinite wisdom that nonmember events increase the coffers.
But it doesn’t, as Mitchell L. Stump, the certified public accountant who wrote the book on club tax law, and I have contended for years. Because most of the time, a private club hosting nonmember events is not a profitable undertaking; it’s a losing proposition. Why? One reason is because it uses up your club’s assets, especially employees’ time which should be used to serve members. In other words, the direct labor costs used to host these events aren’t appropriately charged to the events. Nor are the indirect costs of increased banquet traffic and the toll it takes on the facilities considered. This makes nonmember events appear more profitable than they are.
A READER’S QUESTION
So I received a great question from Eric Hogan, general manager/chief operating officer at Exmoor Country Club in Highland Park, IL:
I am just now reading your article, Some People Just Don’t Get It, from the Jan/ Feb BoardRoom magazine publication. I loved your article. Thank you for writing it. My question is, when you refer to nonmember events, do you also consider member-sponsored events (where the sponsoring member is in attendance, but might be the only member in attendance) under that umbrella of “nonmember events”? We host several of these at our club. The event is billed to the member’s account, but for all intent and purpose, it is a nonmember event.
LIAM’S BIRTHDAY PARTY
As I considered Mr. Hogan’s question, I couldn’t help but fondly remember Liam’s birthday party on May 18. Liam is my grandson. To celebrate his fifth birthday, we hosted a PAW Patrol-themed party for him and all his preschool and neighborhood friends in the Youth Activity Center at Spring Lake Country Club, where I am a member.
SLCC’s youth activities director (Lisa Thomas) and event coordinator (Jon Merritt) helped to coordinate the party, which featured a scavenger hunt throughout the clubhouse for all the partying “detectives,” a fingerprinting craft activity, a bounce house and a chicken tenders and mac-n-cheese buffet. As Liam put it, his party was “totally awesome!”
Because five-year-olds are typically accompanied by their parents, the headcount for Liam’s party totaled – and we served – 14 children and 13 adults. We were billed and paid for the party as members. (In addition to us, only one of those adults was also an SLCC member.)
ANSWERING THE QUESTION
So was this a member event or a nonmember event? The key question is, who paid for it? The greatest number of guests at Liam’s party were nonmembers but because a
member paid for it, it is a member-related event and different from nonmembers events. If party payment had come from nonmembers, even if a member was in attendance or sponsored the nonmember, it is still a nonmembers event because the nonmembers paid. That is why the “parties of more than eight” form is needed. This form asks if the nonmember is reimbursing the member.
While we may not have been charged every penny for each club employee’s direct labor needed to pull off the party, we (heavily) tipped all party helpers. But more importantly, we do contribute to paying those direct labor costs – as well as YAC depreciation and eventual replacement of furnishings – through our monthly dues and assessments. And this differs from a nonmember-hosted event. Because nonmembers do not pay monthly dues and assessments to the club, I contend that members, in essence, subsidize nonmember-hosted events, whether banquets, outings or outside tournaments. And that isn’t fair to club members; in fact, it’s a lose-lose proposition. BR
Cybersecurity Tips for Private Clubs: Protecting Your Members and Operations
In today’s digital age, cybersecurity is a crucial concern for all organizations, including private clubs.
While the serene atmosphere of a golf course or yacht club might seem worlds away from the high-stakes realm of cybercrime, the reality is that private clubs are increasingly becoming targets for cyberattacks. Protecting sensitive member data, employee data and financial information, and ensuring smooth club operations requires a robust cybersecurity strategy.
Cybersecurity is challenging because it requires defenders to be perfect while attackers only need one vulnerability to exploit. Cybercriminals can target clubs to steal financial data, member and employee information, or disrupt operations through ransomware attacks. The motivation behind these attacks is often financial gain, making clubs with affluent memberships attractive targets. Cybersecurity is not a one-time fix but a continuous process of adapting to evolving threats. Cybersecurity requires constant vigilance as new threats emerge regularly. Clubs must therefore maintain an ongoing process of risk assessment and improvement.
Every club has unique risks based on the club’s size, operations and member demographics. Conducting regular risk assessments is essential to identify and prioritize these risks.
This assessment should cover all aspects of the club’s operations, from IT infrastructure to member data privacy. By understanding the specific risks, clubs can implement targeted measures to mitigate them.
Data governance is critical for protecting member and financial information. Clubs should maintain only necessary data, securely archive or dispose of it when no longer needed, and ensure that sensitive data is encrypted. A robust document retention program that is actually followed can enhance your cybersecurity efforts. Reducing the amount of available data minimizes the potential impact of a data breach.
Cybersecurity is not just a technical issue but a legal one as well. Clubs must comply with relevant data protection laws and regulations. Additionally, contracts with third-party service providers should include stringent cybersecurity requirements to ensure that vendors adhere to high security standards.
Private clubs often rely on third-party vendors for various services, from payment processing to member management systems. It is important to assess and monitor the cybersecurity practices of these vendors. A breach in a third-party system can have serious implications for club security.
Clubs should consider their operations to determine where they can eliminate or reduce risk, such as segregating financial transactions from the shared server and implementing appropriate procedures for financial transactions.
Employees are often the first line of defense against cyber threats. Regular training on cybersecurity best practices, such as recognizing phishing emails and using strong passwords, is essential. Exploiting weak employee passwords is low-hanging fruit for cybercriminals. Staff should also know the latest threats and how to respond to potential security incidents.
Having a reliable backup and recovery plan is crucial in the event of a cyberattack. Clubs should regularly back up their data and ensure backups are stored securely and offline. In a ransomware attack, the club can restore its data without paying a ransom.
However, you should not immediately reinstall your backed-up data after a security breach because this can tarnish or delete the forensic information from the breach that might help catch the cybercriminal. Contact experts in the event of a security breach.
Developing and regularly testing an incident response plan is essential. This plan should outline the steps to take in a cyber incident, including communication strategies, roles and responsibilities, and recovery procedures. Additionally, a business continuity plan ensures that the club can continue to operate despite disruptions caused by a cyberattack.
Cyberthreats are constantly evolving and so should your cybersecurity strategies. Staying informed about the latest threats and trends in cybersecurity can help clubs proactively defend against new types of attacks. Engaging with cybersecurity professionals and participating in industry forums can provide valuable insights and best practices.
Clubs should regularly review their cyber insurance coverage to confirm that adequate coverage is in place and that they have complied with all requirements to maintain and renew the coverage. The information provided in the insurance application must be correct because mistakes in the application can limit coverage after an incident.
Cybersecurity is an ongoing challenge for private clubs that requires attention and resources. The board has a fiduciary duty to ensure that cyber risks are addressed. By understanding the unique risks, implementing robust security measures and fostering a culture of cybersecurity awareness, clubs can protect their members and employees and ongoing club operations. BR
Robyn Nordin Stowell is a partner in the law firm of Spencer Fane LLP. Robyn may be reached at (602) 333-5467 or rstowell@spencerfane.com. This article is for informational purposes and is not legal advice.
Shawn Tuma is a partner in Spencer Fane’s Plano, TX, office. Shawn helps businesses protect their information, addresses legal and business issues related to cybersecurity, and leads data breach and incident response. Shawn can be reached at (972) 324-0317 or stuma@spencerfane.com
BOARDROOM BASICS AND BEYOND
Ben Lorenzen, CCM is creative director at Champions Run and a search and consulting executive with KOPPLIN KUEBLER & WALLACE. He can be reached at ben@kkandw.com.
Unlocking the Power of Fun!
Could your club be more fun? Take a moment to think about that question. If you answer “yes,” we have an extreme opportunity. Clubs should be all about fun.
Everyone’s perception of what makes a club fun is unique, but I believe everyone agrees that the club is a place where people go to feel like kids again.
Whether it’s the thrill of a great game on the course or courts, spending time with people you care about, or the pride you feel watching your children or grandchildren take their first swimming lessons . . . whatever it is, clubs can create memorable experiences and unlock the nostalgia in all of us.
So, how do we create more fun? The best part about fun is you don’t need extravagant budgets to achieve it (though sometimes it helps). The key to creating more fun is to experience it ourselves. How can we help our members have fun if we aren’t having fun? Whether at work or home, it’s time to start incorporating fun into our day-to-day lives.
Ask yourself, “What can I do that’s fun?” If you’re having a tough time thinking of something, remember fun is also about unlocking the imagination.
Here are some things I like to do for inspiration:
• Treasure hunts with my kids: Whether at the club before or after hours, or around the house, I love watching them attempt to decipher my poorly drawn maps and find a treasure full of candy and coins.
• Play “The Floor is Lava!”: I had so much fun doing this with my kids that I created an event for it at the club, and guess what? It was a huge hit! I transferred to my work the power of fun I unlocked at home.
• Sing: I am an awful singer, but I do some pretty good renditions of Disney songs. (If you follow us on Instagram @championsomaha, you probably know what I’m talking about.) The same applies here—are you hosting karaoke nights at the club? People love to sing. Allow them to have fun and do it.
• Try something new: I have learned so much about fun working with other people to research and identify new things, and then figuring out how to adapt them for our club. This can be challenging and overwhelming, but there is so much fun in the accomplishment and joy we experience from our member families.
Still struggling to find the fun? We all go through ruts, but the good news is you have help. Start by feeding off the people around you—your peers, staff and family. Getting more people involved in the fun encourages sustainability and strengthens the outcome.
Find your fun people at the club and in your life and get them on your bus. Let them know your goal of making time for fun every day and ask them to help you bring the fun to fruition.
Maybe it’s putting some kind of competition together, scheduling time for playing pickleball as a staff team or creating new content for social media.
Speaking of social media, it’s another place to get ideas and inspiration for fun. One best practice that has worked for me isn’t following other clubs for fun ideas. I follow gym teachers and summer camps. These people are in the fun business and live in the trenches of creativity every day.
Lastly, fun and entertainment go hand in hand. “Are you not entertained?!” yelled Marcus Aurelius in the movie “Gladiator.”
Gone are the days of simply having the standard club amenities. Members are looking to be entertained. Whether it’s a creative spin on a traditional golf outing or a belly flop contest with your staff at the pool, members are seeking unique experiences that add value to their membership. Having a championship pool or stunning golf course is not enough.
Ultimately, if you are entertaining your members, they are having fun, and hopefully, you are too. By providing engaging and memorable experiences, you enhance the value of your club and foster a vibrant and lively community. It’s time to elevate your club’s entertainment quotient and ensure that every visit leaves your members eagerly anticipating the next.
Any club lifestyle and culture has time and space to create more opportunities for fun, and as a leader, it starts with you. Never lose the child in you.
In the movie “Hook,” Rufio, one of the Lost Boys, says to Peter Pan, “All grown-ups are pirates.” Never become a pirate. Make your club more fun today.
Need help? I’ve got you. Call, text or email: (402) 3213083, ben@kkandw.com. Much love. BR
EXECUTIVE COMMITTEE
JASON BECKER
Jason Becker is the CEO of Golf Life Navigators. He can be reached via email: jason@golflifenavigators.com
Consumer Budgets Increase for Private Golf But So Do Expectations
Since 2021, we have witnessed the biggest surge in demand for private golf that our industry has ever seen.
Most Sunbelt golf communities have reached waitlist levels, with few memberships to be found and even fewer golf homes for soon-to-be retirees. Many private clubs have capitalized on the demand by increasing initiation fees, adding or increasing a capital dues component, and passing multimillion-dollar improvement plans.
The market has forced consumers to rethink their budgets and adapt to conditions. A recent study by Golf Life Navigators shows that prospective member budgets for a full golf membership have increased by 17 percent since 2022. Today, the average golf buyer plans to budget $70,000 for a full membership.
Jim Butler, chief executive officer of Club Benchmarking with a doctorate in hospitality, says that “clubs with a golf course have also adjusted to market conditions.” Per Club Benchmarking, the average initiation fee for a full golf membership in 2024 at a private club in the United States is $50,000.
With consumer budgets increasing, this is great news for clubs … right?
Perhaps, but also factor in that attrition rates (annual member turnover) have been at historical lows. There are not as many memberships to sell and take in new capital.
Club Benchmarking recently cited that 55 percent of golf clubs (inclusive of country clubs) have a waiting list for memberships.
Many clubs are taking advantage of the demand by releasing a master plan to the membership of capital improvements to the club and amenities. In most cases, this will mean an assessment or an increase in annual dues.
David Kent, general manager of The Golf Club at Crown Colony in Fort Myers, FL, said his membership just passed a vote to invest $12 million into the club. “The members spoke loud and clear at our annual meeting. To have 95 percent of all members cast a vote and 75 percent vote yes is a resounding success and, frankly, a mandate that we engage this holistic master plan in 2026. The market conditions for private golf certainly aligned with the narrative of our vision. Our members recognized that and are ready to invest.”
Consumers have also had to increase their budget for a golf home, as they continue to be highly sought after. The average budget for a golf home buyer in 2024 is $865,000 – up 10 percent since 2023.
With the increase in planned investment by consumers comes a different view of what the ideal club setting looks like for them. At Golf Life Navigators we are always studying “motivation” and what drives prospective members to find that utopian club and community.
For the last several years, “for rest and relaxation” and “for social interactions with others” were the top two reasons people sought clubs to join. However, in 2024, “for high levels of service” has overtaken the above motivating factors.
Why is that?
We believe that with the forced increase in budget, buyers are viewing their investment a bit differently. Prospective members are in alignment with the market, willing to pay more, but expect more out of the club and operations.
The challenge for today’s club leaders will be to embrace this “higher level” of demand and create an environment for club staff to succeed.
Kent has been working diligently with his staff at The Golf Club at Crown Colony to elevate service levels. Considering the evolution of the private club industry and
member demand, he added: “The culture of the team, steps of service that are in place and the overall member experience are the foundation of the club and will dictate the future success of it. You also must know your membership and every club while similar are also different.
“Some may like a very formal experience, others very laid back. You need to know your members, their expectations and deliver that experience, whether formal, laid back or somewhere in between daily. Nurturing the relationships is the hallmark of the club.” BR
EXECUTIVE COMMITTEE
RACHEL LEATHERWOOD
Rachel Leatherwood, MCMP is the member services director at River Crest Country Club in Fort Worth, TX. She can be reached via email at rleatherwood@rivercrest-cc.org.
The Change-Maker’s Guide Standing Out as a High-Impact Employee
In the ever-evolving landscape of private clubs, where member expectations are constantly changing and the landscape is fluid, thriving amidst change is no longer a luxury but a necessity.
Club membership, marketing and communications professionals must master the art of adaptability. It is key to maintaining relevance and setting new benchmarks for excellence. These strategies and mindsets have enabled some top performers to navigate change with finesse and turn potential challenges into opportunities for growth and innovation.
By embracing flexibility and fostering an initiative-taking approach, you can position yourself as an indispensable asset to your club, driving success and elevating the member experience to new heights.
INFLUENCE BY SHARING KNOWLEDGE, NOT HOARDING IT
Contrary to traditional beliefs that hoarding information secures your influence, the real strength lies in the art of sharing knowledge. Be careful not to set yourself up as the person “they have to ask” for information.
You can cultivate a culture of collective empowerment by fostering an environment where insights flow freely and collaboration is championed. You become the manager of empowerment; not just the person with all the answers.
By using this empowerment to drive accountability, employees are entrusted with their roles while leaders verify that they are fulfilling their tasks to the standard and beyond. This not only elevates the club’s operations and can impact productivity and morale, but also fortifies its reputation as a beacon of innovation and excellence.
SOLVE THE ‘PAPER-CUT PROBLEM’
Minor yet persistent annoyances are typically overlooked and accepted as part of the daily grind. Don’t brush aside minor frustrations as mere nuisances. It’s time to rethink your approach and tackle silent productivity killers head-on. What if addressing these tiny troublemakers significantly improves efficiency, satisfaction and overall club operations? The power of solving paper-cut problems, transforming minor irritations into major opportunities for enhancement and elevating your club’s service standards to unprecedented heights.
BECOME A THOUGHT LEADER
Becoming the recognized authority in your department enhances your professional reputation and positions your club
as an example of excellence and forward-thinking. By sharing groundbreaking insights and learning how to harness your expertise and passion to influence, inspire and lead your peers, you transform your role from a capable director to a high-impact employee. Encouraging those around you to do the same will provide rich, varied input that can only come from people with different viewpoints and skill sets.
THE JOB DESCRIPTION IS JUST THE STARTING POINT
In our ever-evolving clubs, your ability to embrace flexibility isn’t just a bonus—it’s a strategic imperative. As paradigms shift and expectations evolve, those who can cultivate adaptability will thrive. By embracing its transformative power, agility will become a cornerstone of their success. Staying rigid to your job description isn’t the answer. You must allow the description to progress with the needs of the membership and club.
TASK MASTERY
Mastering the art of prioritization and time management isn’t just a skill—it’s a strategic advantage. Imagine reclaiming control over your day, confidently navigating through tasks with precision and purpose.
By embracing the power of effective prioritization, and techniques to streamline your workflow, you can maximize productivity without the added hours just as a means to prove that you’re dedicated. Whether you’re a seasoned executive or a rising star, mastering these essential skills can propel you toward your goals with clarity and efficiency. Setting reasonable, manageable boundaries will enable you to soar in prioritization. Standing out as a high-impact employee requires more than just meeting expectations—it’s about exceeding them with passion and innovation. Remarkably effective people are predisposed to action.
You can transform from a reliable team member into an indispensable force of progress by harnessing your unique strengths, embracing continuous learning and fostering collaborative relationships. Remember, success is making those who believe in you look brilliant. The path to becoming a standout performer is paved with bold moves, creative thinking and an unwavering commitment to excellence. So, step into the spotlight, seize opportunities to shine and leave an indelible mark on your organization. BR
RONALD F. CICHY EXECUTIVE COMMITTEE
Dr. Ronald F. Cichy, O.M. is professor emeritus, Michigan State University. He can be reached via email: cichy@bus.msu.edu
Tely Man
The little black and white
I met a man named Tely Man. His nickname is “the little black and white” because his front two feet and legs are white, resembling white cowboy boots. His back two feet and legs are black, the color of black cowboy boots. Hence the nickname, the little black and white. Tely Man is a canine—a 40-pound highland imp. Tely likes to move others along using all four of his feet. Tely is a herder.
Thinker and friend: Tely Man is a thinker. Once you understand this, you will admire his other qualities as well. His logic is based on his brain, which never ceases to remove clutter and always remains active. Tely Man is one whom you admire, about another whom you desire, to hang out with.
He is a dear friend, mate, one who wants to be with you. Tely is a buddy, pal, goodly fere, amigo, companion, and one whose presence is a treat. Tely gladdens your heart. And you want to be with him because he is so: Tely Man.
Tely arrived here: Tely Man arrived here about four years ago. He had been abused and misused where he lived before coming here. This resulted in the cautious ways he slowly checks out and decides whether he wants to warm up to others.
Tely is the most athletic canine that we have had here. He is the one we hold in high regard because of his athleticism. Imagine being able to express your values in the way that you act and speak (bark). And behave. And catch, and bring here, and leave it.
When Tely is playing, he shares his values with me. These values give Tely endurance. Ready to go again, and again. Non-stop actions. Same with your club; perpetual motion. Endurance, grace and harmony
Tely is a leader who gets encouragement from others each day. Encouragement strengthens leaders, including the little black and white. It grants leaders the grace to endure and be in harmony with others. When Tely and I are playing, we are in harmony, in sync. This is pure grace. Pure Tely Man retriever. And a good fit for a private club culture.
Outdoors
Tely is one of my heroes. He prefers to be outdoors playing three different games: chase the jet-setting water from the hose held by one of us as he runs in half circles, fetch the orange and blue ball thrown with a chuck it, and fetch the ball and bring it here. Where? Bring what? The ball. Here!! Retrieve the disc and bring it here.
A retriever in his mind
In his mind, Tely is a retriever. We admire him because he has fun seeing himself as a retriever and being a retriever. His mind is well-structured and challenges Tely to be his best retriever. He thinks through the situation and acts accordingly.
When Tely is sizing up a play opportunity, he envisions where the ball will land and where he should be to meet it before it hits the ground. So, too, Tely knows the disc flies at a certain speed he assesses, and then he meets the disc in the flight path.
Indoors
On rainy days, Tely Man has a hallway in our home where we toss the orange and blue ball by hand. Tely takes off after it, jumps or sometimes leaps into the air, catching the ball on the fly in his mouth. Then he lands, stops and retrieves the ball and brings it to whoever threw it to him. Discipline that requires many decisions. Same at your club.
SMARTER goals
It takes a great deal of physical and mental energy to cause this course to happen. Tely has a specific goal (catch the ball and retrieve it). Measured metrics (percentage caught). Attainable if the catcher (Tely) and thrower (me) work together. Realistically high, that is, not so easy. Time period is measured. Evaluate and reevaluate. What are your personal and professional goals? Tely is determined to succeed using his SMARTER goals. How about you? BR
“Sam, I fully expect that we have achieved the goal we set out for – to find a star who could help us take RCC forward and elevate us. Thank you for all of your hard work on this. It has been a true pleasure to partner with you. I appreciate your flexibility and willingness to work with me and the team as we progressed through the process. Will look forward to the retreat later this year. Thank you so much!”
Robert Wilhelm, Search Chairman Ridgemoor Country Club Harwood Heights, IL
RICHARD KOPPLIN KURT KUEBLER THOMAS WALLACE
JODIE CUNNINGHAM CHRIS DECHILLO J. G. TED GILLARY
MICHAEL HERD
MICHELLE RIKLAN
MARCIE MILLS
ANNETTE WHITTLEY ARMEN SUNY
MICHAEL SMITH
LEN SIMARD
PAUL LEVY SAM LINDSLEY BEN LORENZEN
LAWRENCE MC FADDEN
EXECUTIVE COMMITTEE
STEVE MONA
Steve Mona is the director of governance and leadership for Club Benchmarking. He may be reached at smona@clubbenchmarking.com
Formula for Effective Club Governance
As the busy summer months give way to fall and winter, many clubs turn their attention to governance and the annual election of their board of directors.
Effective, strategic governance is a cornerstone of club success and our research on that aspect of the industry has revealed several notable patterns regarding boards and board members.
HIGH-PERFORMING BOARDS OVERALL
Through continuous analysis of club industry data and direct interaction with the boards of more than 1,000 clubs across North America, Club Benchmarking has identified several key attributes that are common to high-performing boards:
• Consistent reliance on objective data in decision-making
• A clear understanding of roles and accountability between the GM/COO, the board and committees
• Board decisions driven by a current strategic plan
• Realistic operating and capital budgets directly connected to the strategic plan
• Annual business plans directly connected to the strategic plan
• Regular surveying for feedback from members, board and staff
• A strategic governance model embraced and embodied by club leadership.
BOARD
CHARACTERISTICS RELATED TO A POSITIVE
MEMBER EXPERIENCE
Through interactions with the boards of clubs that deliver a consistently outstanding member experience, we have observed the following common traits:
• Minimal politics and divisiveness among the board, committees and staff
• The ability to make difficult decisions (even when they are unpopular with segments of the membership)
• Commitment to a year-round leadership development program to identify and prepare future leaders for board service
• Succession plans for the board, committees and management
• Commitment to ongoing education for the board and staff
• A communications strategy that is consistently executed
• A board policy manual that is updated regularly and followed judiciously.
CLARITY OF BOARD RESPONSIBILITIES – THE FIVE PILLARS
Our observation is that boards with the attributes noted above generally adhere to these five pillars of board responsibility:
1. Protect, enhance and grow the club’s physical assets
2. Oversee the performance of the business
3. Maintain, enhance and grow the membership
4. Hire, train and provide the highest quality staff
5. Maintain, enhance and strengthen the club’s brand.
EFFECTIVE SERVICE AS A BOARD MEMBER
In addition to studying what makes the board successful as a whole, we observe that these characteristics are common among the most effective board members:
• Actively participate in the board’s decision-making process
• Visibly support board decisions
• Understand their role in receiving/sharing member feedback
• Understand their role as stewards of club assets, not managers of the club
• Understand their responsibility to the common good, not personal interest groups
• Understand the drivers of club success (member expe rience and value proposition)
• Understand that boards govern, committees recommend, staff executes and members enjoy.
FIDUCIARY DUTIES
Another trait of effective board members is a clear understanding of and commitment to their fiduciary duties as volunteer leaders.
Duty of care: The board member regularly attends and actively participates in board meetings, is educated on the industry, provides strategic direction and oversees management.
Duty of loyalty: The board member operates in the club’s best interests and does not use the position for personal gain.
Duty of obedience: The board member understands applicable federal and state laws and the club’s governing documents, ensuring that the board does not act outside the scope of its legal, stated authority.
Clubs that recognize their board as a key strategic asset consistently devote the time, effort and resources needed to ensure its highest possible performance. Commitment to ongoing excellence at the governance level leads to a positive club culture and an outstanding member experience rooted in top-notch amenities that are consistently updated and expanded, and service levels that regularly exceed expectations. BR
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EXECUTIVE COMMITTEE
BRAD D. STEELE
Brad D. Steele, JD, started Private Club Consultants to provide in-depth legal and operational answers for America’s top private clubs. For more information about PCC, email Brad at steele@privateclubconsultants.net, call/text him at (703) 395-5463 or connect with him at www.linkedin.com/in/BradSteelePCC.
How the Supreme Court’s Decision About an Oil Company Could Impact Your Club’s Caddies and Overtime Costs
In 1984, the U.S. Supreme Court decided a seminal case dealing with regulations issued by the Environmental Protection Agency.
Those regulations eased requirements on oil, steel, automotive and chemical plants that released pollution into the air. The case, Chevron U.S.A., Inc. v. Natural Resources Defense Council, Inc., 468 U.S. 837 (1984), was brought by those who felt the regulations failed to comply with the Clean Air Act.
The Court upheld the regulations and said the judicial branch of government should defer to agency interpretation of the statute when such interpretation is not “unreasonable.” With that decision, federal departments and agencies were granted significant deference when creating and enforcing regulations.
So, what does this Chevron deference have to do with private clubs? Actually, a lot, especially now that the Supreme Court just overturned the case. By doing so, every federal regulation now has a greater chance of being removed by the courts. For private clubs, it means two important regulations might be more susceptible to removal: the Department of Labor’s independent contractor classification rule and DOL’s overtime exemption rule.
Under the new independent contractor classification rule, the DOL established a six-factor test to determine if a worker is an independent contractor or an employee. Naturally, if the worker is an employee, the worker is afforded more benefits and protections.
However, if they are an IC, there is more flexibility for the club and the worker regarding how the work is done, how it is paid for and what benefits are provided. Being an IC is important for many club workers—caddies, fitness instructors, massage therapists and some golf and tennis pros. Unfortunately, under the DOL’s new rule, it is far more difficult for them to be classified as ICs.
Under the new overtime exemption rule, club employees who were exempt from overtime compensation based on the old rule may now be eligible for overtime pay. Indeed, the DOL’s estimates indicate that about four million more workers will now be eligible for OT pay.
The only way to avoid such an increase in OT expenses is for clubs to increase their employees’ wages above the minimum threshold or ensure they don’t work more than 40 hours per week. While club leaders pride themselves on compensating employees better than most in the hospitality industry, such an increase in pay or reduction in hours may cost workers their jobs or impact services at the club.
The decision to overturn Chevron means the courts can now more fully examine these two regulations to determine if they appropriately comply with the intent of the underlying law—the Fair Labor Standards Act. And that could lead to major changes to these regulations.
Though the FLSA has always envisioned a review of whether a worker is indeed an employee or an independent contractor based on things like control by the employer and the ability of the worker to make money with different clients, etc., no specific statutory language establishes a six-factor test.
In addition, the FLSA does not specifically discuss a “salary test” for those exempt from OT but simply provides an exemption from OT for white-collar workers. Over the years, the department has added a salary requirements through regulations.
Without a doubt, private club leaders have spent a lot of time ensuring they comply with these two major DOL regulations. Since these regulations were going to get the Chevron deference, there was a good chance they were going to be upheld in any court. Now, these regulations will likely undergo far more rigorous scrutiny based on a court’s review of their legality.
In Loper Bright Enterprises v. Raimondo, the case that overturned Chevron, Chief Justice John Roberts quoted another case to clarify the Court’s ruling: “(I)t thus remains the responsibility of the court to decide whether the law means what the agency says.” With that new precedent, private clubs may receive a reprieve from these two regulations (and many others) in the months and years to come. BR
“After
EXECUTIVE COMMITTEE
LARRY HIRSH
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 a variety of club and appraisal issues at http://blog.golfprop.com. He is the author of “The Culture of Golf - Isn’t It Just a Game?” available at: https://golfprop.com/the-culture-of-golf/.
Unreasonable Hospitality Some Clubs Have It, All Clubs Should Aspire to It
“Unreasonable Hospitality” is the title of a terrific book by restaurateur Will Guidara, former owner of Eleven Madison Park, one of New York’s and maybe the world’s finest eateries, having four stars from The New York Times.
Guidara developed the concept of unreasonable hospitality, which is about understanding the power of giving people more than they expect.
In his book, Guidara shares experiences spanning many years in his restaurant career.
Why is this relevant to the golf industry? Few would disagree that golf clubs are hospitality enterprises. Golfers join clubs for leisure. Golf clubs that treat their members and patrons well typically succeed.
They can learn much from Guidara, whose book was recommended by the membership director at a client club whose employees are genuinely friendly and helpful and the members are universally happy. There must be something to it.
I’ve experienced considerable satisfaction in providing high-quality service to my clients, family and friends. Neil Hampton, general manager of Royal Dornoch Golf Club in Scotland and my friend, once said of American golf: “It’s a status symbol.”
Some clubs, especially older, upscale “prestigious” clubs, can make members and guests feel that they should feel fortunate to be there. Is that why anyone joins a club? Certainly, membership in a private club is a privilege. I’ve always perceived joining any golf or country club, or visiting a resort or daily-fee course, as a recreational experience, focused on competition, social interaction, or enjoyment and relaxation.
Private and public clubs should aspire to unreasonable hospitality for the potential for financial success and member satisfaction and the reward club ownership, leadership and staff will gain from giving members and patrons more than they expect and making them feel good.
As Guidara says, “Hospitality is a selfish pleasure. It feels great to make other people feel good.” Unfortunately, we all know private club leaders who enforce arcane and obscure rules that make their clubs stuffy and uptight. Think Judge Smails in the movie “Caddyshack.”
I remember visiting a prestigious club as the guest of a friend who met me in the parking lot and asked, “Where’s your cell phone?” When I informed him it was turned to si-
lent, he said, “Leave it in the car.” I didn’t feel welcome. That “cloud” remained for the balance of the day.
Among the concepts of unreasonable hospitality, as Guidara says, is that “people will forget what you do, they’ll forget what you said, but they’ll never forget how you made them feel.”
Some private club leaders go out of their way to make members and guests feel unwelcome. This philosophy is compounded when management and staff develop an “attitude” (self-preservation) that evolves and mirrors club leaders who seek to expand the club’s “prestige” by creating an “uptight” atmosphere.
Guidara shares a story about the time he sent for a hot dog from a New York street vendor to serve to guests who mentioned that the hot dog was what they had missed from their New York visit.
I recall joking to the maître d’ of another New York restaurant that I didn’t need another beer because they didn’t have my favorite (Rolling Rock), and he went down the street and found some for me.
A club I used to belong to carried Rolling Rock for me for a while thanks to two accommodating F & B managers. Senior management removed it later.
Guidara says opportunities for hospitality exist in every business. It doesn’t have to be expensive. “Hospitality means being more thoughtful.”
Not long ago, the American economy was based on manufacturing. Now, three-quarters of the American gross domestic product comes from service industries, including hospitality. IMHO the next generation of private club members and daily-fee golfers will demand a higher level of unreasonable hospitality.
Unreasonable hospitality is a culture. In my book, ”The Culture of Golf – Isn’t it Just a Game?” I am critical of the sometimes stuffy atmosphere surrounding my favorite game. Guidara says, “A culture depends on the people who bring it to life every day.”
Golf club leaders, owners, management and staff must ascribe to unreasonable hospitality. Guidara paraphrases former President George W. Bush by employing the concept of “no guest left behind.” In golf, every member and every patron should experience the same feeling. BR
EXECUTIVE COMMITTEE
Pamela B. Radcliff, SHRM-SCP, CCM, CAM is the director of human resources at Hideaway Beach Club on Marco Island, FL, and can be reached at pradcliff@hideawaybeachclub.org.
Next Level Leadership Unlocking the Secrets to Authentic Connections
We’ve all heard it said before: “People leave people.”
• They don’t leave jobs . . .
• They don’t leave the work itself . . .
To put it bluntly, people leave bad management – where they are made to feel undervalued, neglected, micromanaged, mismanaged or even degraded. Notice I said “management” and not “managers.” Even though “people leave people,” I believe that truly invested managers (the people) can always change their management practices.
We also know that the most important reason people stay (assuming they are competitively paid) is because of culture –the kind of culture that exudes inclusiveness, connectedness and belonging. One that instills the feeling of being valued on some level for every individual.
Ask someone “Why do you work there?” or “Why do you like working there?” and the response is never “Because I make $X/hour.” The old adage is still true: Pay can never be a satisfier; only a dissatisfier. You can’t just throw money at them. Sure, it may work for the short term, but it doesn’t satisfy their intrinsic needs. It doesn’t help them feel connected at a deeper level.
So, how do people answer that question? What do they say?
• “I love my co-workers/or members.”
• “I’m given creative freedom.”
• “I’m trusted to deliver the projects on time.”
• “My manager is a great mentor.”
Regardless of the response, it will be about how they are treated and how it makes them feel: that’s culture and relationships.
As leaders, we must show our team members we truly value them. So, how do we do that? Can we give them awards? Sure. Can we publicly praise them? Sure. But to provide the long-lasting deep satisfaction at work that superficial contact can’t match, we must build authentic connections based on trust, transparency, mutual respect and real understanding. In this article, I share the initial keys to unlocking authentic relationships and how to capitalize on them at work.
Key No. 1: Start with self: Do you feel like you are one person at work and another person at home? You must ask yourself why. Which person reflects the “true” you? What will it take for you to be authentic with yourself first?
Granted, you can create an alternate persona at work or home for a while, but you must have personal congruency in your everyday life to build authentic relationships.
Key No. 2: Don’t let tech get in the way
In today’s world where texts and social media often dictate the extent of our interactions with others, the art of managing by walking around has taken a back seat to reports and emails.
Think about the most important person in your life. What if all you ever got from them was an occasional text or email? What if you never saw them, talked with them or touched them? How would you feel?
Now translate that to your team members who need to know they matter … who need reassurance you have not forgotten about them. Who need to know your door is open.
Key No. 3: Believe in others
Believing that others are good, honest and will not harm you is foundational to building authentic connections. But this is not always easy – especially at the beginning when trust is often tentative or cautious.
To move toward authentic relationships you must take calculated risks with others and act trustworthy. Maybe it’s by sharing personal information or relying on others for support. Once you do, one of two things will happen: a positive outcome will reinforce your relationship and when repeated, will lead to deeper authenticity, or a negative outcome will diminish your trust and the relationship will deteriorate.
Key No. 4: Remove barriers
What prevents us from having tough conversations with our team members? Why aren’t we more direct with each other?
It’s easy to hide behind our “hospitality” mask. We’re people pleasers, and most of us don’t have tough face-to-face conversations with our team members. Why?
• Fear of offending them?
• Fear that they won’t like us anymore?
• Fear of retaliation?
• Fear of an emotional reaction (how do I handle that)?
• Fear I won’t be backed?
Many reasons prevent us from breaking through to complete honesty and transparency. How do we overcome it?
Separate your value for the person from your value of the action. Recognize that if the person is underperforming in some way, you own a piece of it. Expectations were not clear enough or understood enough. The training was not good enough or did not go far enough or did not sink in enough.
PAMELA B. RADCLIFF
Why Partner With Us
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Tara Osborne
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CULINARY & CATERING
LYNNE LAFOND DELUCA
Lynne LaFond DeLuca is the executive director of the Association of Club Catering & Event Professionals and a private club industry consultant. In 2016 and 2019, Boardroom magazine awarded her the Gary Player Educator of the Year Award. You can reach her at Lynne@TheACCP.com, or visit the website at www.TheACCP. com. www.facebook.com/AsociationofClubCateringProfessionals, on our LinkedIn Group and Instagram at www.instagram.com/clubcateringpro
Tech Trends Shaping the Event Industry in 2024
Let’s talk technology and events … the ultimate example of using both sides of your brain.
Your catering and events professionals are expected to be creative geniuses who craft, envision and create phenomenal, one-of-a-kind experiences that keep your members engaged, happy and bragging about the wonderful events at their club.
They see magic in a blank space. They hear the music and their mouths water at the thoughts of gorgeously presented F&B. They envision out of nothing the special, customized touches that make your members proud and excited to belong to your club. They also have to be the ultimate business person.
They deal with contracts, negotiations, insurance, liabilities, BEOs, and details that make your head spin. They possess a skill set that takes years to fine-tune and master. They are organizational wizards and have food and beverage knowledge and logistical expertise.
Even if things go awry during an event, they stay cool as a cucumber. They are a wonder of nature. Their job description and requirements read like an impossible task; one person cannot possess all the necessary attributes to be successful at this job. Yet, these people exist; they are passionate about their careers, and we should treasure them like gold.
How do we treasure them and make them feel appreciated and valued? Start by equipping them with all the tools you can to help them succeed and not face burnout.
Here’s where technology comes in.
As we know, technology moves and advances faster than we can keep up with. There are always new services and apps; we must decipher the necessary and the “fluff.” There are some “must-haves” for events; if the budget allows, “nice-to-haves” will improve efficiency and professionalism even more.
THE MUST-HAVES
1. Catering software program – Know how to use it. This is the No. 1 tool your catering director needs. If they use Word and Excel to create BEOs, they are probably wasting 30 percent of their time.
2. CRM – Some catering software programs have it built in, but if yours does not, you can easily add one to track leads and member preferences.
3. Room diagram software – Gone are the days when we hand-drew room diagrams. With incredible, easy-to-use, and sometimes free software, you will save time and see a to-scale visual of every space in your club. Great for both your event host and setup team.
4. Event management software – This does everything your catering software program does not. Some products
include a CRM, such as ACCP Creative Partner, Aisle Planner. Aisle Planner’s event management software will gather and organize your leads with a customizable CRM to create your own branded proposals, quotes and contracts; provide an integrated electronic signature and embedded secure payment processing to make getting paid easy; create custom workflow templates; create checklists and timelines to guest lists and layouts; and allow for real-time collaboration with your team, member/event host and vendors to make sure every detail gets the attention it deserves.
5. OpenAI/ChatGPT account – It’s free. The possibilities are endless. Need help crafting a themed menu? Coming up with a way to market an event? Writing your monthly newsletter article? Creating form letters for event hosts? ChatGPT can do it all, and it gets the creative juices flowing to start you in the right direction. Do not copy and paste the information, though. Use it as a guideline. Make it sound like your own voice and customize it to your needs.
THE NICE-TO-HAVES
• Mobile apps – Provide event information, notifications, interactive maps and networking opportunities on your phone
• Social media management tools – Social media scheduling, engagement tracking and analytics
• Audio-visual (AV) technology – High-quality sound systems, projectors, video conferencing tools and live streaming equipment
• Digital marketing tools – Create email campaigns, SEO tools, targeted advertising and analytics
• Catering and inventory management systems – Menu planning, inventory tracking, supplier management and cost control
• Feedback and survey tools – Post-event surveys, real-time feedback and analytics.
In an era where events are increasingly defined by the seamless integration of technology, ensuring your catering directors have the right tools is necessary. Equipping your catering directors with cutting-edge resources empowers them to execute events with precision, creativity and efficiency.
You also invest in your catering team members, who grow professionally and feel appreciated and valued. It will save time and energy and allow them to have a better work-life balance, not burning the midnight oil on tedious tasks they could accomplish more efficiently.
And, you will ensure your club stands out positively, delivering unforgettable experiences that delight your members and create lifelong memories. BR
Technological Change!
What does that mean for private clubs today?
TECHNOLOGY IS SHAPING THE FUTURE OF THE PRIVATE CLUB INDUSTRY AT AN UNRELENTING PACE AND FOR MANY CLUBS, THE QUESTION IS: WHAT DOES IT MEAN FOR US?
Are new technologies too disruptive? Is it worth the investment and if so, how do we manage the change thrust on us by technological change? And can clubs afford not to change?
Yes, technological change can be disruptive, but with planning, investing in training and managing the transition carefully, clubs can leverage new technologies that can enhance their operations and member experience.
Many of the private club industry’s vendors are immersed in technological change. What they’re doing and how these companies are focusing on various aspects of technological change is the thrust of our cover story in this issue of BoardRoom
Each vendor has responded to questions about technological change in their area of expertise. Beginning on page 36, the company responses are presented in alphabetical order from Club Core, Club Data Services, Clubessential, Cobalt Software, Jonas Club Software, Northstar Technologies, Survey & Ballot Systems, and Whoosh.
What does technological change mean for the private club industry’s future?
Technological changes are shaping the future in several essential ways and private clubs will continue to evolve to remain successful.
There’s been a lot of water under the bridge since the 2008 recession and more recently, the profound impact of COVID-19. Still, while the industry faces challenges, including economic pressures and the need for continual adaptation, trends suggest private club will remain a valued part of the social and professional landscape.
However, their ability to evolve and align with contemporary values and members’ preferences will be crucial to clubs’ and the industry’s success. The member experience continues to be a critical factor for as club’s success. That isn’t going to change.
The focus will continue to be on delivering an exceptional member experience for several reasons, including:
• Tailored experiences: Members increasingly are seeking personalized and customized services and clubs that offer tailored services, programs and amenities to meet individual preferences will stand out.
• Perceived value: How members view the value proposition at their club is primarily defined by their quality of their member experience. Clubs that excel in creating memorable experiences
will continue to be better positioned to justify initiation fees and monthly dues while retaining their members.
• Innovation: Being at the forefront of technological change, adapting to new trends – i.e., wellness program and sustainable practices – and member preferences will help clubs differentiate themselves.
Technology can enhance the member experience by using mobile apps, virtual events and streamlined communication. Integrating technology to give members greater connectivity will add to the overall experience.
An increasing reliance on data-driven decisions will help clubs better understand their members’ preferences, allowing clubs to refine and personalize the member experience, making club interactions more relevant and satisfying.
The industry is undergoing significant technological changes that are enhancing the member experience, improving a club’s operating efficiency and enhancing best practices. Notable examples include:
• Mobile apps: Custom mobile apps for clubs which are becoming increasingly popular. These apps allow members to book reservations, RSVP for events, manage their accounts, and access
CLUB CORE | CLUBCORE.CA
DAVID HODGSON, VICE PRESIDENT OF SALES
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
Gaps between member experience goals and performance can only be achieved through staff. With limited resources, high turnover and increasing wages, staff-focused platforms are helping clubs close those gaps.
Q: What do you see as significant technological trends?
Adopting AI is, without a doubt, the most significant trend in technology. Like money, it will only make you more of what you already are, though. It can be an amplifier to existing efforts. Clubs need to be careful because AI can’t replace the human element that staff and members are looking for.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
Having two daughters in their GenZ prime might give me a different perspective. The average North American phone owner has more than 80 apps on their phone. From that point of view, adding technology is not disruptive; it’s inevitable and we should be embracing it and asking how we maximize it! Technology should not be considered a replacement for people but rather to introduce efficiencies that will give staff and members an enhanced experience.
Q: Is there one aspect of technology that has a greater impact than others?
User interface could be considered one aspect of technology that has a greater impact. Users today don’t like to have to ask questions; they want to be able to figure things out on their own, so the technology must be intuitive. Any orientation should include proper communication, tools and training to maximize the use of technology.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
We hear stories from members all the time, whether it’s a great meal or a great day on the course. Many times, this will come back to a staff person that made their day a little more special. Engaged staff leads to engaged members and more value for all stakeholders. Gallup, the best resource for all things staff, tells us that up to 62 percent or higher of our staff are disengaged; our technology uses communication, education, and automation to move the needle here.
Q: What does this mean for a company like yours?
We built Club Core based on the feedback from club industry leaders frustrated by the lack of staff-focused technology. While many different platforms are hospitality-based, the club industry is unique and requires club-specific content that can be customized based on the individual needs of each club. As a centralized hub for each club, we can deliver an efficient and consistent approach to communication, education and workflow automation.
Other thoughts and opinions.
For years, the club industry has been investing in the member experience and understandably so, given the unbalance of supply and demand the industry went through. Now, though, it’s time to realize that if we don’t invest in our most precious resource, our staff, we won’t be able to deliver the results members expect at our clubs. BR
CLUB DATA SERVICES | CLUBDATASERVICES.COM
JEREMY HOCH, CO-FOUNDER
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
Data has been the key to transforming almost every modern business to be more efficient and profitable. Forward-thinking private clubs using Microsoft Power BI (Business Intelligence) are seeing proof of that across all their P&Ls.
For a surprisingly approachable cost, private clubs can now view data from multiple sources in real-time, allowing them to make cost-saving labor decisions quickly, save hours on gathering operational and member data, make informed capital/technology investment decisions that drive revenue, and allow their managers to get back to what they do best — making members happy.
Q: What do you see as significant technological trends?
Clubs are utilizing technology to drive down operational costs and increase administrative efficiency. Tools like Microsoft Power BI (Business Intelligence) automate data gathering for board members and leaderships teams, allowing managers to understand — and giving them back time to act on — member preferences and behaviors. This means club members are happy because their needs are anticipated, staff members are happy to stop manually compiling data, and leadership is happy because costs are managed and revenue is predictable and optimized.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
In short, avoiding disruption is less about selecting vendors or platforms but rather about the integration and availability of data. The key is monitoring your metrics in real time and avoiding change when and where it isn’t necessary.
For example, if you have data from your various software systems integrated in a digestible format, such as Power BI, you may find that a legacy process or software has high member adoption and drives significant revenue. If you need to update that process or software without a way to monitor its performance easily, you may not recognize an incoming hit to revenue until it’s too late.
If you can see the change coming, you can slow your rollout, launch member onboarding initiatives, or take any number of actions you may not see for months using traditional data-gathering methods.
Q: Is there one aspect of technology that has a greater impact than others?
Data visualization and analysis hands down. In fact, dashboards that clearly illustrate a comprehensive view of your club or department should be guiding department heads on what technology they implement and how successful it is. Your business intelligence tool must be readily available to all departments.
Club leaders are often restricted to sitting at a desk and running reports to gather and evaluate information. Business intelligence tools allow today’s leader to be mobile and have the information they need on their phones and tablets. Club Data Services focuses on giving our clients the right data in the right format at the right time — including access to your data while you are both on and off the property.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
There are many ways that our reports and dashboards enhance the member experience. Clubs are constantly using their data to tweak their menu offerings, adjust operating hours and enhance retail shop offerings.
Clubs also use the data from Club Data Services to provide very simple member acknowledgment of birthdays, family milestones and other high-touch areas, proving a long-lasting impression on the members.
Also, for equity clubs, the data we provide is used to determine the feasibility of amenity upgrades, manage daily purchases based on real-time actual budget data, and reduce labor costs. All of these improve the member’s investment in their club.
Q: What does this mean for a company like yours?
Peter Drucker famously said, “You Can’t Manage What You Don’t Measure.” We built our company around 20-plus years of requests from clubs for the same types of reports and data. Most clubs spend too much time compiling reports and data rather than finding ways to increase sales, reduce costs and manage labor.
Club Data Services is your in-house data analyst — at a much more attractive price point — removing the burden of processing data and providing managers with easy-to-use tools to manage operational, strategic, and financial initiatives.
Our focus is making it possible for clubs to choose the right platforms without sacrificing the efficiency of consolidated, revenue-driving data management. BR
MetricsFirst uses multiple sources, most importantly your club management system, to mine the data your club needs. We do the data-mapping, bringing all of the data points together in one place and present them in visual dashboards for easy access.
CLUBESSENTIAL HOLDINGS, LLC | CLUBESSENTIAL.COM
STACY ZAK, VICE PRESIDENT
OF PRODUCT MANAGEMENT
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
It’s not one technology that’s making clubs better; it’s the suite of club technology, built on a platform layered in security, that comes together in the best way to serve the whole needs of the club and provide exceptional member experiences that’s making clubs better. It’s everything used to recruit, engage, retain and successfully operate the club. Data collected in the suite can then be utilized to highlight actionable insights and empower clubs to modernize the way they are using their facilities, connecting with their prospects and members, and providing a continuously improving, branded, exceptional experience.
Q: What do you see as significant technological trends?
There are several relevant significant technological trends taking shape, from AI and Predictive Intelligence to Omnichannel Tech. Within these realms, it becomes imperative to consider not only the data that your club has that can power predictive models and new innovative toolsets but also the balance that will need to be maintained to ensure your club’s continued needs around privacy and security. As well as any additional impacts related to future governance should be on your club’s and technology provider’s radar as the landscape continues to unfold and develop.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
Yes - both can be true. That’s why it’s so essential to partner with a technology provider that has a proven track record of successful implementations, best practices and a team of passionate subject matter experts equipped to handle the challenges and needs of those being impacted by the changes. This will ensure changes are comfortably integrated rather than disruptive.
Technology alone is nothing without the team behind it. Experience with change management and a team powered by core values that align with your club are key to ensuring a successful and comfortable integration and adoption of technological change.
Q: Is there one aspect of technology that has a greater impact than others?
When I think of technology and the aspect that can create the greatest impact, it’s the connected nature and possibilities associated with that connected nature that create the greatest impact.
We could liken it to the connected nature and systems of the human body. While the heart is an extremely important and vital piece, without the blood vessels and the brain and all of the other pieces working together, it fails. Similarly, one piece of the software equation doesn’t afford a club to thrive. The power of a connected suite enables that.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
The impact of this tech is a consistent branded exceptional experience for members (“driveway to driveway”) wherever they are and an opportunity for clubs to efficiently operationalize the transactional components of the equation. This allows more time for staff to spend on personal connecting and creating lifelong memories for their members. It means helping a club deliver on their mission as we deliver on ours. It means consistently being a servant leader to the golf and club industry and doing what we can to make a positive difference for everyone encountering our solutions daily.
Q: What does this mean for a company like yours?
This means that before we develop any new solution, we think about how it plays into the equation of the suite, powering not only incredible experiences for members and staff but also how that solution fits into the big picture and what additional value having it produces for our clubs. It means we are thinking not only of the details of that particular solution or new enhancement but also of the bigger connected picture. This ensures our solutions enable clubs to expand their capabilities and offerings to address the latest tech and club trends. BR
From pre-hire to retire, ClubPay streamlines operations with a custom suite of outsourced Payroll and HR solutions to meet your club management needs.
Colby Spooner, Account Manager
COBALT SOFTWARE | MYCOBALTSOFTWARE.COM
STEPHANIE CASTRO, EXECUTIVE VICE PRESIDENT AND COO
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
More clubs are beginning to realize the benefits of modern, webbased technology. This kind of technology gives club users more freedom. You can use the same software on any device, including iPads and tablets. You can also replace hardware without having to reinstall software on local machines.
Ultimately, this helps save money on hardware and save time by giving staff access to their software where they need it when they need it.
Q: What do you see as significant technological trends?
We’re seeing a trend towards consolidating club systems into one comprehensive platform. Some clubs have been using a full suite for some time, but a large portion of the market is still on older systems where the in-suite options are not comparable to the best-in-class systems, so they have a more piecemeal environment.
While you can’t consolidate everything (payroll, for example, is best left to the specialists), more clubs are realizing the power of connecting the member-facing components, such as tee times and other reservations, straight into the back-office modules for those departments.
The most important benefit is straight-through billing, which eliminates time-consuming manual reconciliation or clunky integration management. It gives the club back hours and keeps the data more accurate.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
Change is never comfortable, but failing to evolve can become costly. It does take time and effort to change systems, but the right partner can help in the process.
We staff our onboarding team with folks who have sat in similar seats as our clients, such as former club membership directors, administrators and accountants. Our clients are comforted to know they are working with folks who understand their business.
Scheduling the project at the right time can also minimize disruption. Starting the project at the beginning of a slow period and launching before the busy season can relieve some pressure on club staff as they learn the new system.
Q: Is there one aspect of technology that has a greater impact than others?
Technology is worthless without people using it, so the most impactful element is the user experience. Older systems are typically more difficult to train, especially for younger users. Modern systems with familiar interface design ease the training burden by being more intuitive.
Software providers must continue to innovate to keep improving the user experience over time. We are constantly listening to user feedback and improving our product to make it as user-friendly as possible, saving our clients time learning the system, onboarding new staff, and accessing information.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
A web-based, consolidated platform that connects member interaction with the back office positively impacts our clubs’ members by increasing the accuracy of member billing, providing members with detailed information on their spending at the club, and making it quick and painless to book all reservations from their mobile app or member website.
Members enjoy the convenience of being able to pay their statement quickly, book a tee time, register for an event on the club calendar, and more on their phone from bed if that’s when they think about it.
Q: What does this mean for a company like yours?
When dealing with club members, there is very little margin for error. We must provide an easy-to-use, high-quality product. It is not easy to maintain a single code base while constantly improving our product, but it is imperative to ensure consistent quality as we grow and scale.
We must adhere to rigorous processes. We spend a lot of time and effort on internal project management, process improvement, and reporting to allow us to manage to a very high standard of excellence continually.
While the process of implementing new software can seem daunting, a partnership-first approach and a stellar support staff made up of individuals who understand the club industry firsthand make the transition as painless as possible. BR
From Feedback to Feedforward HOW SKILLED CLUB MANAGERS DO IT!
Perhaps one useful analogy to explain the magic of club member input is a dinner table with dozens of plates of delicious mezze and tapas rather than just a single recipe. How do you turn the member experience into a cultural dynamic that will nourish the entire feedback loop within your club?
It’s no secret. Member Experience (MX) feedback should be a means to propel future action rather than an end unto itself. Otherwise, feedback can force both the giver and the recipient of input into dead-ends, losing insightful magic in the process. When seamlessly given and properly received, feedback serves to harness the power of learning, growth, and innovation.
Successful MX operations, and the managers that run them, soar with the constructive and fluid alignment of three agents:
1. The insightful giver of feedback (e.g. club member)
2. The wizardly umpire and interpreter of feedback (e.g. club management)
3. The ambitious recipient of feedback (e.g. FOH team) Think of this as a harmonious triad. If each agent upholds their role and responsibility in the equation, feedback will decrease member churn, encourage staff engagement, and inspire continuous growth.
1) THE INSIGHTFUL GIVER
The best MX feedback is specific and factual. There’s a fine line between delivering vs. consuming a service. A transformation occurs in that short distance from provision to receipt. When a club member gives feedback about your service, their input reflects their own system of standards and expectations, not yours. One member’s input does not provide comprehensive insights about your entire service or front-of-house team. Instead, feedback reflects one individual’s experience and perception of the specific services they received at that time, rather than the full scope of services provided to all members at the same time.
Perceptions vary widely from one member to another within the same outlet, and a one-system-fits- all rule doesn’t necessarily apply. But each member who provides feedback should be given the benefit of the doubt that they are coming from a good place of constructive criticism or commentary. Of course, not all input is equal, ranging from superior—in the form of concrete suggestions—to inferior—in the form of rage or general complaints. Useful MX feedback highlights the strengths of services and not only the weaknesses. While it isn’t the giver’s role to necessarily teach and motivate the service provider, the quality of input and the power to interpret it will influence future outcomes. This is where magical filtering and facilitating by service and general managers can come into play.
2) THE WIZARDLY UMPIRE
Meet the science of understanding feedback and the art of harnessing the power of the team. Service and general managers must serve as social translators of feedback. They edit out heat, focus on the light emanating from input, and classify the intent of the feedback giver. In addition to showing the necessary courtesies to club members, managers must extend true emotional intelligence toward their staff. Feedback cannot be used as judgmental ammunition unless critical red lines are crossed by a teammate. Managers must serve as non-threatening ma gicians skilled in the science of understanding feedback and the art of harnessing the power of the team to respond and improve. A successful manager inspires feelings of trust, confidence, and emotional safety within the team. The team’s learning rests primarily on their grasp of what they’re doing well instead of solely focusing on what they’re doing poorly.
3) THE AMBITIOUS RECIPIENT
Enter the neuroscience of fight-or-flight. The person delivering the service does well in their day-to- day life at work if they have the strength to accept personal vulnerability, responsibility, and account ability. Such openness exhibits the freedom to effectuate change rather than perceive feedback as blame. Ultimately individuals must cultivate enough emotional intelligence to learn and move on from the initial sting of feedback. The smart recipient of feedback converts the manager’s interpretation of the member’s input into opportunities. In this way past feedback is used to guide one’s conduct in the present tense and to achieve future productivity and success. Perhaps the neuroscience of feedback is the underlying notion of the face of adversity. The challenge is to defuse emotional triggers and process feedback instead of simply escaping and running away.
A good starting point is demonstrating an open-mindedness that per meates across the club, thus normalizing the feedback process by instill ing resilience, willingness to learn, and the desire to effectuate growth. The end-result rests on the choreography between the magical powers of the wizardly umpire (general management) and the feedback recipient’s level of ambition (the team). Meanwhile the original feedback giver—your club member— awaits better experiences driven by the results. It’s a fun dance. Keep rocking! BR
Imad Atalla is Chief Data Officer at Northstar Technologies and founder of Happometer, Northstar’s leading platform for Member Experience and Team Engagement at private clubs. His multi-faceted responsibilities and interests include developing the next generation of integrated tools as well as transforming data into strategic and predictive resources for club executives.
Top Trends to Embrace in Private Club Industry
As the private club industry evolves, technology has become more than just a tool — it is a critical driver of member engagement, operational efficiency, and long-term success. In this fast-paced environment, staying ahead of technology trends is not just about keeping up; it is about leading the way in delivering exceptional member experiences. Take a closer look at three technology trends transforming private clubs today.
PREDICTIVE INTELLIGENCE & INSIGHTS
Predictive technology is rapidly advancing. With the growth of machine learning and AI in the private club industry, clubs now can further identify patterns and trends and make confident, data-driven decisions to meet the needs of members and staff. Clubessential is harnessing AI with our Club Intelligence solution that accesses realtime data from your club’s operations and highlights the data most relevant to you, making advanced reporting easy. Identify and track critical business KPIs, view reports unique to your role in 30-45 seconds, consolidate data into one centralized reporting tool, and more. By stripping away the tedious tasks that can take up much of your day, predicative analytics powerfully enables your club to stay competitive and provide your members with the best experience.
UNIFIED MEMBER MANAGEMENT
Today, integration and personalization are essential to providing extraordinary experiences. Omnichannel technology, which seamlessly integrates mobile apps, websites, social media, and physical spaces, creates a unified member experience to keep your club competitive.
This technology allows clubs to connect with members and prospects on their terms, using personalized, tailored workflows based on engagement and behavior. By intertwining spatial computing and AI through innovative technology and partnerships, clubs can elevate club experiences, offering improved activities and new ways to engage. Embracing omnichannel technology leads your club to increased member retention, enhanced satisfaction, and revenue growth. At Clubessential, we work with clubs to implement one powerful, integrated platform that does it all - to offer, attract, and be more by driving a seamless, immersive experience for both members and staff.
CYBER RISK MANAGEMENT
Keeping your members’ data safe has always been a priority, but with cyber threats on the rise, it is now more crucial than ever. In this shifting digital landscape, secure, forward-thinking Club Management software is key to safeguarding member data. Proper Club Management technology enhances your security with robust security measures, advanced hashing for the highest level of password protection, secure payment processing (PCI), regulatory compliance & best practices around ADA, GDPR, and State Compliance Laws, secure hosted environments and audit trails, and proactive cybersecurity training. Advanced security features, coupled with best practices, not only strengthen data protection but also ensure members can trust that their information is securely managed and maintained with integrity. When you partner with top providers such as Clubessential, your club can rest assured it has access to the latest, most powerful, and most secure club management technology.
Staying ahead of industry trends will help your club address current challenges and proactively develop strategies for future ones. BR
To learn more or to discuss how our solutions can help, contact Clubessential at www.clubessential.com/contact
Cobalt Software | BOARDROOM TECHNOLOGY FEATURE
by Stephanie Castro, EVP and COO
How Many Tech Systems Does It Take to Run a Club?
Club managers have enough on their plate without getting bogged down in IT tasks. Opting for one software vendor who can “do it all” in a single platform is a streamlined approach to purchasing and managing vendor relationships. The leading software providers for clubs offer comprehensive packages for this reason, though they vary in the scope of modules and capabilities.
While consolidated systems offer many functions needed to manage operations, they cannot offer all the IT systems a club needs.
When considering which functions should be consolidated, versus which can be in separate systems, keep the following criteria in mind.
MEMBERS’ MONEY: KEEP IT TOGETHER, HONEY!
Member charges and billing are always best kept in a single system. This means that your member database, accounting, and all point-of-sale modules should always be together. While it is technically possible to bring charges from one system to another, the risk of mistakes increases, and this approach requires IT management efforts. Online member payments and credit card processing at the point of sale should also be included, so all members’ money matters are turnkey and consolidated. It is also beneficial to have reservations connected into back-office management tools because they often flow to a member charge via a point of sale.
EITHER CONSOLIDATED OR SEPARATED
The club mobile app for members can either be part of a comprehensive package, or kept separate, particularly if the club app is new. Integrations can transfer data and provide a relatively cohesive member experience, though not as seamless as a mobile app provided by a comprehensive club management vendor.
For many clubs, offerings such as fitness classes, overnight accommodations, and online ordering of food and beverage items for delivery or to-go, are a smaller part of their business. Therefore, it’s simple to manage these operations in spreadsheets or separate systems.
Larger clubs with more sophisticated needs in these areas may prefer full-featured, separate, best-in-class systems. Clubs in the middle may be fine with in-suite offerings and prefer a consolidated approach.
YOU GOTTA KEEP IT SEPARATED!
Club functions that don’t deal directly with revenue or members are well suited for separate systems, rather than within the comprehensive club management system.
For example, accounts payable automation and vendor payment functionality is typically limited in club management packages since member accounts receivable is the focus, making A/P automation and payments best handled by a third party.
Back-of-house functions that are impacted by regulations, like payroll and HR, should be undertaken by specialists in those areas.
Food and beverage inventory management is also a specialized function best accomplished by providers who manage vendor relationships for pricing and automated purchase orders.
CONSOLIDATED SYSTEMS: FOCUS ON MEMBERS AND REVENUE
Today’s club managers don’t need to worry about cobbling together a vast array of solutions. Modern comprehensive systems can accomplish most, but not all functions required to operate a club.
Consider consolidating member management, charging, member engagement, reservations, and financial reporting into one system, and leave back-of-house functions to specialist providers. BR
Streamline operations, boost member engagement, and simplify day-to-day management with an all-in-one intuitive and secure platform.
Built for clubs of all sizes, Cobalt Software empowers you with:
Best-in-Class Solutions: A unified, cloudbased platform delivering top-tier solutions across every department.
US-Based Support: Get expert help from an experienced team, including Certified Club Managers (CCM) who understand your club’s specific needs.
Truly Next-Generation Technology: The newest cloud-based comprehensive club management solution available to the private club industry. Scalable —powering both the largest clubs in the industry and small, intimate private clubs.
Jonas Club Software | BOARDROOM TECHNOLOGY FEATURE
by Adam Gibson, General Manager
A New Era for Private Clubs
Coming onboard as the new GM of Jonas Club Software earlier this year, I’ve had the privilege of meeting a diverse range of clubs— both new and long-standing clients that have been with us for over 20 years. I’ve also gained valuable insights from former clients, and those who have recently returned after a hiatus away.
In these conversations, my focus has been on deeply understanding how clubs operate, evolve, and the challenges they face. At Jonas, we’re humbled to uphold the high standard of partnership that clubs rely on to run their operations now and in the future.
With over three decades of industry leadership, Jonas is uniquely positioned to understand and address the evolving needs of private clubs. Our mission is clear: to help clubs thrive through industry leading services, integrated applications, innovative technology, and long-term partnerships.
CHAMPIONING DATA OWNERSHIP AND FLEXIBILITY
Clubs and their boards are increasingly evaluating and running their businesses based on measurable data. At Jonas, we believe a club’s data belongs to the club. As a technology partner, we empower clubs to utilize their data, championing ownership and flexibility. Our role is to provide tools and support that help clubs leverage their data to meet their unique goals.
For years, we’ve built hundreds of integrations, recognizing that clubs’ diverse needs are often best served through a partner network, not just one solution. This philosophy shapes our approach to technology, focusing on seamless integration across different solutions to enhance Jonas’s functionality.
Nowhere has this been more important than with advanced reporting. Whether a club uses reports from our management system, tracks metrics in our integrated BI platform, MetricsFirst, or connects their management system to a third-party tool like Microsoft Power BI to create custom visualizations, Jonas makes it possible.
The magic happens when you combine data from your club management system with external sources. For example, linking payroll labor data with point-of-sale revenue reveals valuable insights into your F&B department.
“We love working with Jonas clients because Jonas securely enables access to the club data so we can provide amazing, custom, real-time dashboards and reports,” says Jeremy Hoch, co-founder of Club Data Systems. “We can focus less on how we access the data and more on visualizing actionable, cost-saving reports for board members and club leaders.”
MEETING ELEVATED MEMBER EXPECTATIONS
Using data to make better business decisions should lead to an enhanced experience for your members. Today’s club members expect seamless, hospitality-grade experiences that rival top hotels and resorts. This shift demands an innovative approach to club management technology. We are investing heavily in modernizing the entire member journey—from mobile booking and digital engagement to personalized on-premises experiences.
Our latest mobile app enhancements have created unique options for Membership Directors to promote club activities and events, for instance, customizable app content widgets and rich push notifications that include images. Member bookings are made easy through the integrated mobile app, giving members easier access to the amenities they enjoy.
EMPOWERING THE CLUB WORKFORCE
Elevating the member experience starts with empowering club staff. That’s why we have introduced our Management App, giving club operators and leaders a window into their club management system from the convenience of their mobile device. Whether a member is asking about an upcoming booking or asking if they have paid their latest billing installment, the Management App can deliver the answer with a few taps.
The Atlanta Athletic Club was an early adopter of this innovative technology and Michael Washington, the club’s director of technology, shared his initial impressions. “The JCS Management App allows us to have answers to member questions, preferences, events, inventory and so much more right in the palm of our hand. Team members no longer have to walk to a workstation or point of sale to look up information. They simply open the app, and the information is available, providing more time to be visible and available to our membership.”
In an era of rapid change and increasing member expectations, private clubs need a technology partner they can trust. With our unmatched industry experience, commitment to innovation, and philosophy of empowering clubs through data ownership and flexibility, Jonas is uniquely positioned to guide clubs into a thriving future.
I, along with the entire Jonas team, are excited to play a small role in this journey, working together with club professionals to reimagine what’s possible in member service and operational excellence. Together, we’ll continue to define and refine the future of club experiences. BR
MembersFirst | BOARDROOM TECHNOLOGY FEATURE
by Victoria Burns, Corporate Marketing Manager
Is Your Club Ready for a Digital Renovation? REVITALIZING YOUR CLUB’S DIGITAL PRESENCE
INVESTING IN YOUR CLUB’S FUTURE
Just as capital renovations are crucial for maintaining and enhancing your club’s physical aspects, a digital renovation is crucial for ensuring your club’s online presence meets the evolving expectations of members and prospects. At MembersFirst, we specialize in transforming club websites from basic informational platforms into vibrant, engaging community hubs that reflect the club’s prestige and vitality, much like a newly renovated clubhouse or golf course.
CUSTOMIZED SOLUTIONS FOR A SIGNATURE EXPERIENCE
Reflecting Your Club’s Unique Character Online
Every club has its own unique charm and character, which should be vividly reflected in its digital footprint. Our agency approach is comparable to hiring an architect for a customized renovation; we tailor every digital strategy to echo the club’s specific ambiance and values. This personalization ensures that when members and visitors interact with your club online, they experience the same warmth and exclusivity as they do when they step into your physical facilities.
SEAMLESS TECHNOLOGY ENHANCEMENTS
Streamlining Operations and Improving Engagement
Integrating innovative technology like our MembersFirst platform revitalizes how members engage digitally, simplifies content management, and enhances communication. Just as upgrading your club’s facilities with the latest amenities can improve member satisfaction and operational efficiency, our solutions make the website, app, and other digital channels as easy to navigate as walking through your welldesigned clubhouse.
Comprehensive Consultation and Education
Our approach includes proactive consultation, ongoing education through our learning center, webinars, personalized sessions, and industry education. This support empowers your team with digital tools, turning every interaction into a growth opportunity.
Agency Approach and Design Process
Our unique agency approach transforms the standard design process into a collaborative journey. From the onset of your digital renovation, you’ll feel the difference with our personalized touch. Your club works directly with our skilled project managers and designers, who bring your vision to life while ensuring every detail reflects your unique character and strategic goals. This involvement helps tailor your digital experience to mirror your club’s distinctive and welcoming atmosphere.
Dedicated Support
Our experts provide dedicated support to navigate the complexities of digital management, ensuring your website evolves alongside your club’s changing needs. This dedicated assistance keeps your digital presence as current and efficient as your club’s operational standards, setting the industry pace.
“As a new MembersFirst customer, the transformation of our club’s digital presence has been impressive. Their hands-on approach not only revitalized our website but also streamlined operations. Working with their team has provided a personalized journey that enhances the membership experience, ensuring transparent engagement and timely support tailored to our club’s needs. Their ability to seamlessly integrate our club’s culture into our digital strategy has truly set them apart—a partnership that any club looking to enhance their online presence should seriously consider.”
Brianna Lynn Mahoney Marketing and Communications Manager Windstar on Naples Bay, Naples, FL
BEGIN ON YOUR CLUB’S DIGITAL RENOVATION JOURNEY Step Into the Future with Confidence
Ready to transform your club’s digital strategy with a partner that offers more than technology? Start with our comprehensive Website Redesign Checklist, paired with an Inspiration Exercise designed to empower your team with the knowledge and tools for success.
Scan the QR code to access these resources and begin renovating your club’s digital landscape today.
By choosing MembersFirst for your digital renovation, you’re not just updating your website; you’re investing in a future-proof strategy that enhances every interaction your members and prospects have with your club, paralleling the care and detail invested in your club’s physical enhancements. BR
Victoria Burns, Corporate Marketing Manager at MembersFirst, has experience working at four private clubs prior to her nine-year tenure. With her blend of technical expertise and deep understanding of club culture and member expectations, she’s a trusted leader in guiding clubs through their website tech needs. Connect on LinkedIn: linkedin.com/in/victoriaburns1.
Survey & Ballot Systems | BOARDROOM TECHNOLOGY FEATURE
by Hannah Seeley, Marketing Strategist
Improving the Member Experience THE POWER OF SECURE & INCLUSIVE ELECTIONS
CLUBS PRIORITIZE IMPROVING THE MEMBER EXPERIENCE IN 2024
In a recent survey by The McMahon Group, nearly 400 club leaders identified “the member experience” as the area they plan to give the greatest attention in the year ahead. This focus on improving the member experience is crucial to clubs, as it drives satisfaction, loyalty, and a strong sense of community among members. Just as club leaders meticulously manage every detail—from table settings to the care of the golf course— the same level of dedication should be reflected in their governance processes. One often underestimated aspect of improving the member experience is the importance of a fair voting process.
At Survey & Ballot Systems (SBS), we’re committed to empowering clubs with voting solutions that are secure, transparent, and efficient. We’re dedicated to helping clubs build stronger communities by enriching the member experience.
THE POWER OF ACTIVE MEMBERSHIP
Member participation in voting is critical to a thriving club community. Members become key stakeholders in their club’s future by actively engaging in the election process. This involvement goes beyond simply casting a ballot; it empowers individuals to shape club policies, elect leaders who represent their interests, and contribute to the overall direction of the club. Members who feel their voices are heard tend to remain with the club longer, fostering a stable and committed membership.
Active participation in voting offers a range of benefits, with increased member satisfaction being one of the most significant. As members see their input translating into tangible changes and improvements, they develop a stronger connection to the club and its mission. However, members must be 100 percent confident that their elections are fair and secure.
ENHANCING TRUST AND TRANSPARENCY
In today’s digital age, the security of voting solutions is highly scrutinized. Members need assurance that their personal data and voting choices are protected. At SBS, we employ industry-leading security measures to safeguard all aspects of the election process, from voter authentication to ballot tabulation. Our solutions are designed with multiple layers of protection, including encryption, user access controls, and regular security audits. Our voting platforms ensure that only eligible members can cast ballots—preventing unauthorized participation and guaranteeing that each member can vote only once, regardless of the voting method they choose.
CUSTOMIZING THE VOTING EXPERIENCE
Understanding and accommodating member preferences for voting methods is crucial in today’s diverse club environments. While some members prefer the convenience of online voting, others may feel more comfortable with traditional paper ballots. Over the past five years, we have managed more than 3,500 elections. Of these, 91.2 percent included online voting, while just 8.8 percent allowed only paper balloting.
Accessibility to voting is equally important. Club members lead busy lives and often split their time between locations, so ensuring everyone can vote regardless of where they are is crucial. Every vote counts and making the voting process easily accessible strengthens the sense of community and inclusivity within your club.
THE IMPACT OF THIRD-PARTY ELECTION MANAGEMENT
Outsourcing election management to unbiased experts like SBS can benefit your club significantly. Professional election services ensure impartiality and bring specialized expertise that can streamline the entire process. This approach can dramatically improve efficiency, reducing the administrative burden on club staff and allowing them to focus on other crucial aspects of club management.
Moreover, professional election management often leads to higher member participation rates and increased satisfaction with the voting process. For example, the Gleneagles Country Club in Florida partnered with SBS on their first-ever hybrid election. This resulted in nearly half of the members voting, with more than 55 percent of the ballots being cast online. “Our members have a wide range of technology experience,” said Catherine Tirino, office manager at Gleneagles Country Club. “Those who cast their ballots online were very satisfied with the process.”
By leveraging professional election services, clubs can demonstrate their commitment to fair, efficient, and member-centric governance. This not only enhances the overall member experience but also contributes to the long-term health and success of the organization. BR
by Jeremy Hoch
3 Ways Club Data Bolsters the Bottom Line
“CLUB DATA SERVICES IS SAVING US THOUSANDS OF DOLLARS”
T his quote from Michael Chaffee, chief financial officer at Port Royal Club in Naples, FL, sounds promising, but it’s hard to wrap your head around it. Sure, Club Data Services combines real-time sales, labor, and operations data from multiple sources. Yes, they use Microsoft PowerBI to present it in a digestible way on your desktop and mobile device. But how can a reporting service save - or make - money?
“The most obvious gold hidden in your club’s operations platforms is live sales data and labor costs,“ says Jeremy Hoch, co-founder of Club Data Services. “When managers have real-time revenue and labor stats in the palm of their hand at all times, they can make informed decisions daily. That adds up on the bottom line.”
Hoch understands this more than most. He has over 20 years as a private club technology consultant. “Clubs kept asking for the same reports over and over, but pulling the data was painstaking for their team. We automatically pull the data in real-time, make that data easy to read, and place it on their smartphone.”
That’s the second way Club Data Services helps clubs save. Pulling data is an extensive administrative slog begrudgingly executed by managers or accounting teams. Teams that would prefer to be creating real value—not pulling membership, financial or sales metrics for board meetings.
“You don’t just get the report, you get the time back to act on the data,” says Larry Klimantiris, chief technology officer. “That’s where the magic happens. When clubs truly understand member preferences, they can create personalized services and targeted communications. They know where to invest to maximize their return.”
That’s the third way Club Data Services creates real dollar value for clubs. And the list of clubs realizing that value is growing. “We’re partnered with over 40 private clubs of various sizes and offerings. No two clubs are the same and that’s part of our service: how can we customize this data so it’s meaningful for you and has a real impact on your business?” BR
EXECUTIVE COMMITTEE
Five Facts for Consideration
Why Giving a Raise May Be the Cheaper, Most Savvy Business Decision for Club
Post-pandemic, and now within the current inflationary period, the wage bump phenomenon has become very real for clubs.
Mandatory spikes in base hourly wages and minimum base salary for exempt salary positions are putting strong pressure on everyone’s payroll budget from coast to coast.
As part of this pressure, there have been many clubs that’ve made transitions to new general managers, head golf professionals and greens superintendents (or have had other clubs try to “poach them” with higher wages and similar.)
From 2008 to 2019, when compared with the current period, wages for these positions were relatively flat, if not stagnant. In these times of transition (e.g. hiring a new GM or having to give a raise “on the fly” to keep them), club leaders often experience “sticker shock.” Why?
In many cases, they’ve been getting a really good deal from their good, loyal and efficient GM (or HP or superintendent.) Often, the club leaders didn’t know how good their deal was and only when they had to backfill the position or “catch up to keep” their current manager did they realize just how good they “had it.”
With this context in mind, here are Five Facts: Why Giving a Raise May Be the Cheaper, Most Savvy Business Decision for Club Leaders.
Fact 1: Face it, your club hasn’t been paying “to market.” | market competitiveness matters
• Based on the above context, wise club leaders won’t kick the can down the road but will take action to ensure their best managers and staff are “at market.”
• Have you conducted a manager review that studies where your manager, golf professional and/or superintendent objectively ranks in the marketplace lately?
• Based on this objective rank (e.g., percentile view), does their compensation align with where they are in the market? Example: if your golf professional is a “top 25 percent pro,” shouldn’t they be paid in the same percentile/quartile?
• By extension, if their current compensation is below market, there’s a risk of losing them to competitors who offer better pay. In other words, they are more “poachable.”
• Wise club leaders will use every relevant resource to understand compensation. They will use the PGA’s
MONTE KOCH
Serving and advising golf industry professionals and their clubs/facilities for more than 12 years for the PGA of America in the Career Services department, Monte Koch is a career and business consultant, certified interview coach and certified PGA professional based in South King County of WA state. He can be reached at mkoch@pgahq.com or (206) 335-5260.
Leaders
compensation study (that is evergreen), as well as the CMAA and GCSAA reports that are very detailed and produced annually.
Fact 2: There are real costs of underpaying
• Underpaying can lead to burnout for the employee and affect their family life.
• It results in a loss of momentum and engagement by a key cultural leader.
• Lack of proper compensation can diminish strategic involvement by your key managers (via disengagement as manager and/or leaders of teams), impacting the club’s overall direction and performance.
• Poor team culture and performance can arise from dissatisfaction and turnover due to inadequate compensation.
Fact 3: Understanding/accepting what other clubs are willing to pay (and actually paying) affects us
• Market dynamics are powerful: Recognizing that other clubs are willing to pay higher salaries will increase pressure on the club to pay competitively (and keep top talent)
• Go back to Fact 1: What is your objective ranking (based on internal and external sources) leading you towards determining the true worth of your key managers/leaders?
• Comparing against market reports suggests paying at least five-10 percent above average for median or top-tier leadership to attract and retain talent.
• Push back against the tendency to punish loyalty: Instead, lean into rewarding loyalty and performance of top talent to maintain stability, culture and gratitude within the club.
Fact 4: There are significant costs of bringing someone new to lead the club (or a key department)
• Bringing in a new GM incurs tangible costs such as higher initial compensation and potentially lower performance.
• The transition period without a GM can strain existing employees, leading to burnout and decreased morale.
• Loss of strategic direction and team cohesion during this period can impact club operations negatively.
by Colin Read, CEO and co-founder
4 Things to Consider When Assessing your Clubʼs Tech
Legacy software systems struggle to meet the evolving needs of modern private clubs. They require manual data entry, lead to overstaffing, and create a clunky experience for members.
Now is the time to assess your club’s technology. Hereʼs what to consider during that process:
1. Capacity for Improvement: Many legacy systems are outdated and slow to adapt. When evaluating providers, ensure they welcome feature requests and have the ability to implement changes quickly.
2. Integration-Friendly: The private club industry often relies on a single software vendor, but that vendor may not meet all your needs. If your current system falls short, seek out solutions that can integrate smoothly.
3. Embrace the Cloud: On-premise servers are costly, restrict off-site access, and put your data at risk. Cloud computing ensures real-time access and robust data security.
4: Go Mobile: Tablet and mobile systems free staff from behind the counter, enabling them to manage operations from anywhere on your property.
Now is the time to modernize your technology stack. Invest in bestin-class solutions to streamline operations and enhance the member experience. BR
Colin Read is the CEO and co-founder of Whoosh, a modern club operations software company recently recognized as one of the most innovative technologies in the club industry. Colin can be reached at hello@whoosh.io.
Fact 5: There are significant costs of backdraft outcomes (When a club is forced to catch up on comp for a high-performing and loyal manager/leader, and the membership doesn’t have enough context)
• Question: Should a loyal/faithful leader (in this case, the GM) be made to feel the heat of a backdraft when they stayed (for less money) than they could get (or were offered by another club?) Answer: No. (And yet…)
• This backdraft heat creates:
• Uncertainty for the manager/leader: causing them to look more than before. They feel they should have taken the job and/or may never feel comfortable and trusting of the leadership/membership again.
• Uncertainty for the staff/department heads: even if they don’t specifically know the details, they can feel the uncertainty and it causes issues; if they know the situation, their mistrust grows
• Uncertainty for the club community (and second-degree relationships outside the club). People talk and it
is all negative, making the club and its members look anything but generous…not a great look.
Why would you want to fight the battle to find a new club manager, a new lead golf professional or a new superintendent when it costs so much to the club? Assuming your club has someone in these positions who is above average, loyal and has the capacity and capabilities to keep the club moving forward, and similarly, why would you “let them go and get someone else who may or may not be much better, or even marginally better? (The math doesn’t math!)
Retaining a talented and loyal manager and leader through a raise is not only a prudent business decision but also cost-effective when considering the potential downsides of recruiting and transitioning to a new leader. The emphasis is on recognizing the value of existing talent and the possible negative repercussions of undervaluing and losing a key team member. BR
BOARDROOM TECHNOLOGY FEATURE | Whoosh
FOOD & BEVERAGE COMMITTEE
A Fresh Perspective on Sustainable Food Sources
In recent years, there has been a significant shift in consumer preferences toward sustainable and environmentally friendly practices, including food sourcing.
This has shaped the club industry, as club members increasingly seek establishments prioritizing sustainable and ethically sourced ingredients. As club managers and directors, we must understand the importance of meeting these demands and helping clubs adapt to the challenges and opportunities presented by this changing landscape.
One of the most compelling aspects of sustainable food sources is the concept of farm-to-table dining. This innovative approach involves sourcing ingredients directly from local farmers and producers, thereby reducing the carbon footprint associated with transportation and bolstering the local economy.
By forging partnerships with local farmers and incorporating their fresh produce into club menus, clubs can offer members a distinct and sustainable dining experience, enhancing their appeal and member satisfaction.
Another key consideration for clubs is the adoption of organic farming practices. In an era where consumers are increasingly mindful of their food, organic farming provides a solution that aligns with their values. Organic farming fosters healthier ecosystems and reduces environmental impact by eschewing synthetic fertilizers, pesticides and genetically modified organisms.
By collaborating with organic farms and incorporating their produce into club menus, clubs can meet the growing demand for organic and sustainably produced food, thereby bolstering their reputation and member satisfaction.
Innovative food production approaches like vertical farming or hydroponics are also worth exploring. These methods allow for the cultivation of crops in controlled environments, using less land and water compared to traditional agriculture. By implementing these technologies, clubs can ensure a yearround supply of fresh and nutritious ingredients while minimizing their environmental footprint.
Imagine offering your members year-round access to vibrant and flavorful produce in your kitchen. With hydroponic farming, this is no longer a far-fetched idea but a tangible reality. By growing produce where you cook and dine, you have complete control over the supply chain, ensuring top-notch quality and unrivaled freshness for your members.
In the past 12 years, several clubs of various sizes and types in different regions have successfully implemented sustainable food-sourcing practices.
Leading clubs such as Sycamore Hills Golf Club, Brentwood Country Club, Fiddlesticks Country Club, Westmoreland Club, Medina Country Club, Tippecanoe Lake Country Club and Field Club of Omaha have met their members’ expectations and gained positive attention and recognition within the industry through their commitment to sustainability.
Their success stories demonstrate the significant impact of sustainable food sourcing. By adopting these practices, clubs can set themselves apart from competitors and establish themselves as industry leaders while contributing to a more sustainable future.
The Flex Farm from Fork Farms is one hydroponic system. Anyone can be a farmer and grow fresh food with a Flex Farm. It is the most efficient, deployable, scalable and transformative indoor, vertical hydroponic technology. In 28 days, you can grow more than 25 pounds of leafy greens for less than $1 per pound. In a year, you can harvest 394 pounds of produce annually. Compared to traditional agriculture, Flex Farms produce zero food miles and require 98 percent less land and water. Flex Farms are also 3.9 percent more energy efficient than other hydroponics systems. The best part is that no heavy equipment or green thumb is required.
The Flex Farm system by Fork Farms offers a simple, cost-effective and accessible solution that can revolutionize your club’s dining experience. Embrace the power of fresh food and elevate your club’s offerings with hydroponics.
Exploring alternative methods of procuring and securing food supplies is essential. Hydroponic farming presents a fresh, sustainable alternative to traditional food sources.
By integrating this innovative approach into your club’s operations, you can give your members year-round access to high-quality ingredients, minimize waste and significantly reduce environmental impact. This forward-thinking strategy enhances the dining experience and demonstrates a commitment to sustainability and environmental stewardship. BR
Lawrence J. “Skip” Avery CCM, CCE, CMAA Fellow is the club development director with Stone Group Architects. He can be reached via email: SkipA@stonegrouparch.com
Steve Tyink is the partnership development director with Fork Farms. He can be reached via email: steve@forkfarms.com
THE FACTS OF WINE
A Framework for Meaningful Club Wine Programming
Randy and I have judged wine together for almost 30 years, and I consider him a consummate wine professional worth listening to.
He believes top club programs are based on intelligence, caring and ridiculous amounts of creativity, staff training and tasting.
Wes: Randy, what steps can we implement as club managers to improve wine service?
Randy: I have never failed to excite my guests with wines that stimulate the mind and curiosity as much as palate.
To run a successful country club wine program, it is imperative that 1) you identify what members enjoy, and 2) you select wines that not only fit that description but are also a little different from what they usually drink. Cabernet Sauvignon, for instance, is a wine that most likely appeals to people who belong to private clubs. Show them brilliant wines and styles and they will trust you more and more. You may have to keep your trusted favorites on the list during this exploration.
Selling more unusual selections always brings up the ageold question: How do you get members enthusiastic about selections that go beyond their usual scope? The answer is always the same: through tastings. It is not just a manager’s job to select excellent wines; it is also his job to put on tastings in which members can become familiar with new and different things. If you’re a competent manager, you can conduct tastings yourself. If you’re even smarter, you invite vintners, suppliers or even guest speakers (i.e., educators, authors, sommeliers, other restaurant managers/colleagues, even “Masters,” etc.) to help conduct tastings or even seminars, full dinners in which dishes are devised to highlight new and exciting wines.
Wes: Randy, what specific steps can we take to elevate wine service at our clubs?
Randy: It’s intelligence and caring. Number 1, there is a terrific wine selection, making choosing a compelling wine as easy as eenie-meeny-miny-moe. Number 2, a server or manager intimately familiar with the wines may have recommended a selection; either that or selections may have been listed on a page with descriptions giving information leading to the choice of a terrific wine.
Management must be enthusiastic about the program and care enough about wine service to train staff properly (which includes regularly conducted staff tastings, allowing them to become just as familiar with the wines as managers in order to impart that knowledge and enthusiasm directly to guests).
Wes: Thanks, Randy.
Next issue: More on staff training for elevating members’ wine experience. BR
Wes Hagen is brand ambassador and educator for Native9 Wine (native9.com) and an international wine consultant. He can be reached at weswines@gmail.com or (805) 450-2324.
Randy Caporoso, 30 years in hospitality, was wine director at Roy’s Restaurant Group, wine journalist, author and photographer based in Lodi, CA. randy@caparoso.com.
WES HAGEN
Our investor group of local residents and club members lovingly cared for this Nicklaus gem, but then ran into disagreements and capital calls
We knew we needed an upscale, private club hospitality firm that invested for the long-term We’ve found that partner - Concert Golf Partners is a breath of fresh air!
Many esteemed clubs, such as The Club at Pasadera, choose to partner with Concert Golf Partners as the best approach to preserve and enhance their clubs
The Club at Pasadera | Designed by Jack Nicklaus | Monterey, California
- CHRIS LAVER THE CLUB AT PASADERA MANAGING MEMBER
MEMBERSHIP MUSINGS
BONNIE J. KNUTSON
Bonnie J. Knutson, PhD, is a people watcher. A professor in The School of Hospitality Business, Broad College of Business, Michigan State University, Dr. Knutson is a member of the Country Club of Lansing and the Michigan Athletic Club. She can be reached via email: drbonnie@msu.edu
Put On Your Dancing Shoes
If you ever took ballet lessons, you may remember that five basic foot positions form the foundation for the complex choreography we see on a Broadway stage or in a movie.
Think about the intricate rumble between the Jets and the Sharks in the 1961 film “West Side Story.”
Then there is “A Chorus Line,” the Tony- and Pulitzer Prize-winning musical that opened on Broadway in 1975. When it closed 15 years later, it was the longest-running show in Broadway history, having played 6,137 performances in which the first 10 minutes are filled with combinations of ballet and jazz, with lots of jumps and turns.
If you were a tap dancer, you may remember that 10 or so common fundamental steps combine to create intricate rhythms and patterns in tap choreography. We see this in action when Gene Kelly taps his way down the street in a rainstorm in the 1952 film “Singing in the Rain,” or when James Cagney taps his way “up the wall” and down the White House stairs in “Yankee Doodle Dandy,” the 1942 film based on the life of George M. Cohan.
And that is the challenge. How can a choreographer combine limited steps to create a fresh, exciting experience for the audience?
Club managers have the same challenge. How can you combine your “steps” (i.e., resources) to create fresh, exciting experiences for your members?
We can take a lesson from a renowned choreographer’s playbook. When she gets a new show, she puts a big box on the dance studio floor. She places the routines she has generated for previous shows inside the box because she knows audiences want and expect something new, exciting and memorable. Is that not what your members want when they go to their club?
While you may not use a box to start down the path to fresh thinking, you can get your creative juices going at what I call the Prizm Place. Like looking through a glass prism, it gives a fresh perspective for offering members something unique and special and can foster a sense of community.
The Prizm Place is the National Day Calendar at www. nationaldaycalendar.com, a wonderful source for generating imaginative ideas to boost member interest, excitement and engagement. Since it began with Popcorn Day in 2013, it has tracked and published national days, weeks and months, and some international ones.
As an example, think about October at your club. Sure, you have fall leaves and Halloween parties planned. You may even include a hayride. But what about adding something unexpected and interesting that gives members another reason to go to their club? There is Name Your Car Day (Oct. 1), Boyfriend Day (Oct. 3), Handbag Day (Oct. 10), I Love Lucy Day (Oct. 15) and, one of my favorites, Dessert Day (Oct. 13).
Every month is filled with possibilities.
You can use Relaxation Day to promote your club’s spa treatments and yoga classes. What about hosting an author-signing event on Book Lovers Day to engage members who like to read? Your club can showcase local artists with an art exhibit or offer art classes for members (or even youngsters) to express their creativity on Art Day. You might even hold a gourmet burger night on Burger Day or a petfriendly event on Pet Day.
You can offer special promotions to introduce the club to potential new members, such as special green fees on Golf Day or a complimentary guest pass on Fitness Day. On Photography Day, you can create a social media campaign to increase online visibility and member connectivity.
The National Day Calendar prism, when added to your club’s repertoire, can help you:
• Increase member engagement by giving members new, timely and relevant opportunities that resonate with their interests
• Showcase brand personality and values, helping to connect with members on a more personal level
• Break through the clutter, especially on social media where these celebrations are often posted, reposted and trending
• Foster loyalty and encourage member interactions, which leads to increased member retention
• Drive sales/revenues on what could be slower days. By looking through the National Day Calendar prism, you will see opportunities you never saw before for themed events that can align a winning club marketing strategy with the spirit of the day. So put on your dancing shoes.
Your bottom line will thank you. BR
“At Addison Reserve, we have been privileged to partner with Steve Berlin for nearly two decades. His custom outdoor, pool, and patio furniture has consistently exemplified the highest standards of quality.
Beyond his craftsmanship, Steve’s reliability and commitment to his promises have been unwavering. He is not just a remarkable furniture maker but a tremendous individual whose integrity and dedication are second to none.”
Michael McCarthy, CEO & General Manager, Addison
Reserve Country Club
GLOBAL PERSPECTIVES
HENRY DELOZIER
Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com
Four Keys for Your Club’s Future Success
“Happy days are here again,
The skies above are clear again
Let us sing a song of cheer again
Happy days are here again.”
This tune wafts from private club boards as COVID-driven demand for club memberships has filled most clubs with enthusiastic new members ahead of those on waiting lists. The 1929 song, with music by Milton Ager and lyrics by Jack Yellen, was featured in the 1930 film “Chasing Rainbows” and became the theme song for Franklin Delano Roosevelt’s 1932 presidential campaign.
What followed the happy, hopeful tune was the Great Depression making it a sensible ditty after the repeal of Prohibition, shortly after Roosevelt’s election, for those who needed a good, stiff drink. It may be that the economy for many private clubs is shifting this century, too.
With waitlists becoming shorter and key operational costs escalating in most clubs, savvy board members are already planning for the next cycle of their clubs’ economies. What should club leaders be watching as the economic picture becomes clearer?
1. Update membership recruitment and retention. Roughly nine in 10 clubs are full, with a waitlist. Some board members equate resignation velocity over the past four years to the number of years in which the club can rely on its waitlist pent-up demand.
What if members leave the club at a fast pace – or even at the club’s pre-2020 pace? How will your club’s economics change as the waitlist becomes shorter while the club’s most tenured members are aging out?
Club leaders should take these steps immediately:
• Evaluate the current membership roster for turnover, defection and relocation impacts.
• Evaluate the club’s current waitlist for stickines...who will wait and who will not? Will these potential members join the club when an opening occurs?
• Establish new methods and programs to ensure the highest reasonable recruitment and retention capabilities for the coming five-year period.
It is ill-advised and irresponsible for board members to rationalize that “the club is full … we will be alright.”
2. Educate club members regarding their club’s business model. Most club members do not understand that the business model of most clubs is based on two primary sources of funds:
• Joining fees – also called initiation fees in some clubs – serve as the customary source of funds for capital maintenance needs, such as replacing existing assets on the club balance sheet. Replacing assets is called “mandatory” needs in some clubs while “aspirational” needs are funded by debt, capital calls on members (assessments) and capital dues.
• Monthly dues pay for the club’s bills. Until the inflationary cycle of 2021 into 2024, most boards understated the current needs for the club’s care, upkeep and routine operation. Thanks to this COVID catch-up, most clubs now have funded routine operations with an understanding of current needs. However, most current understandings are chasing rainbows
Many club members rationalize their spending at the club while criticizing the operators. “If service were better, I would eat at the club more often and the club would make more money.” While the “more money” seems impressive on the margin, the club lives on dues.
3. Evaluate the operating model for the club. Most clubs lack clearly stated operating models – such as service standards, hours of operations for venues and services and personal requirements – leaving members confused, frustrated and skeptical of the good business sense employed at the club.
A mission-critical part of your club’s strategic plan must be its action (or business) plan wherein the management team converts strategy into tactical solutions.
Now is the time to evaluate how your club functions and how it can ebb and flow with demand and use. It is essential for thoughtful management and member engagement for all to know what to expect – and when – at the club.
4. Put your house in order financially. Many clubs have updated their understanding and funding capabilities for capital needs. Most clubs need a sources-and-uses analysis, which clarifies what economic support they need. Your club should have a comprehensive 20-year analysis of capital needs.
• Identify and confirm your sources of funds for capital maintenance and improvements. Initiation fees? Capital dues? Debt? Planned giving program? Be prepared to use each tool effectively.
• Confirm the validity of the club’s dues structure. Can your club operate according to your plan based on its ordinary dues revenue? Most clubs fell behind the dues curve and could never catch up because boards were reluctant to raise dues. It is difficult to operate a successful business when topline (revenue) growth trails expense growth. Do not assume that the club must cut its operating costs. BR
TROON PRIVÉ
Every private club has its own unique identity and we want to help your club maintain yours. Of course, that requires a different approach than the status quo of self-management, which is why Troon Privé® continues to grow. As Troon’s dedicated private club division, we are a proven professional services organization that provides best-in-class systems, processes and resources to the private clubs we serve. Visit TheTroonApproach.com to learn more about who we are and why our clients partner with us.
Belfair
Bluffton, South Carolina
Champion Hills Hendersonville, North Carolina
West Bay Club Estero, Florida
Cimarron Hills Golf & Country Club Georgetown, Texas
Capital Canyon Club Prescott, Arizona
EXECUTIVE COMMITTEE
FRANK CORDEIRO DAVID MACKESEY
Successful Transition to a New Club
At its core, a club is like a traditional for-profit or nonprofit business. The elements for making any business effective are similar as well.
Asset allocation, capital needs, cash flow, brand position, leadership and measuring outcomes are fundamentally important in every club and every business. The skill set, experience and discernment necessary for success are the same across industries and regions.
Consequently, the transition dynamics faced by a club management professional arriving at a new club are the same as a CEO arriving at a new organization for the first time.
Developing a thoughtful 120-day plan is a good place to start. As the saying goes, “If you don’t know where you are sailing to, no wind is favorable.”
and attitudes. Use the information you gather to adjust your approach and to meet the energy of the people and circumstances.
The basics can’t be overlooked. Attire, professional presence, sociability, and a friendly and approachable demeanor will contribute to establishing the right impression. Be aware of the environment and adjust to fit the tone of the circumstances of the occasion. This is your chance to express your style and demonstrate compatibility and fit.
Look for opportunities to establish credibility. Look for simple but impactful success. Every business has low-hanging fruit that only fresh eyes are likely to see. It can be as simple as fixing a clock stuck at the same time forever. It has
Your experience and skills were the basis for your selection to lead this new organization. Your reasons for accepting this new challenge are known only to you. Between these two critical acting forces is the transition process. It is a short window of time, with meaningful advantages done well. Enjoy the process, be the best version of yourself, and make a lasting difference to the club and your career.
Research will reveal that not every 120-day plan is the same; however, every transition plan should consider the following: visibility and first impressions, operations assessment, culture, strategy, and team building.
Visibility and first impressions: Visibility from day one is important. You want to get to know the club and the people and make a good first impression. Spend time in each area of the club and interact with members and staff at every opportunity. How can the members and the team get to know you if you spend your days in the office?
Inquiry is a human superpower. Ask open-ended questions, be curious and listen for consistent themes, patterns
nothing to do with what you fixed; it has everything to do with sending a strong message about attention to detail and getting things done.
Keep in mind that people are watching and listening. You are the new person and everyone knows it. What will they say about what they observe and hear? How will those impressions affect your ability to lead going forward?
Operations assessment: Conduct a thorough analysis of the assets, finances, risks and the team. Identifying potential pitfalls will allow for early solutions and help establish credibility and trust.
Your members expect genuine Five-Star service.
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Forbes Travel Guide worked with our leadership team to create custom standards and tailored training which have been implemented throughout the club. We value our partnership with Forbes Travel Guide.
Jeffrey P. McFadden Chief Executive Officer/General Manager The
Do your homework. Read committee and board minutes, have coffee or lunch with past presidents and leaders, call peers in the region and call prior employees who have moved on to other clubs.
The assessment should be prepared in writing. It should present issues as observations and questions. Making definitive statements, particularly negative or critical ones, can lead to unnecessary conflict and tension. Make sure you have enough context and knowledge about the culture, politics and influencers before coming to harsh or abrupt judgments before you’ve done your research.
Culture: Unlike the above-referenced core business functions, culture is unique to each organization. What is appropriate in one club might be unthinkable in another. Make no assumptions. While culture is not overly complex, it is intangible and requires time, patience, and judgment to be accurately assessed and understood. Unlike finance and operations, culture is not “black and white.” Culture is not a formula; it’s nuanced, colored in various shades of gray and requires discernment.
Assume nothing, take nothing for granted and know the culture before coming to conclusions and, certainly, before implementing significant change.
The best way to learn a culture is to experience it. You should spend the first months of a transition mainly with people. Be visible and talk to as many members, employees, and vendors as you can. Ask good questions and listen intently.
Another effective tool for understanding culture is the club’s committee and board minutes. What are the issues, challenges and priorities? More importantly, what decisions were made and why? Other sources, such as rules, bylaws and the strategic plan, often provide useful insights.
Again, assume nothing. As many of us know from years in the club profession, too often it’s culture, politics and style that lead to failed transitions, not the logical or expected outcomes like financial performance or core business acumen.
Strategy: Every organization needs a plan to be successful. The form and title of the plan are less important than the substance. If you don’t know where you’re going, any road will take you there.
At its core, the most valuable outcome of a good plan is alignment. Does the board’s strategy align with the current operating plan, asset plan and financial resources? Do the membership and board agree on priorities, goals and objectives? Do club employees understand and embrace the plan?
As a new manager, it’s difficult to succeed if stakeholders disagree on the definition of success. How can a new leader succeed if the expectations and resources are miles apart? A common dilemma in clubs involves achieving the board’s goals at the expense of other stakeholders, namely, the membership.
Validating the existing plan, refining the existing plan, or starting over and building a plan from scratch is essential for success. You need a playbook. The plays should be based on a thorough understanding of culture, operations, finances, the market and the stakeholders.
If you don’t have the expertise or experience to undertake the planning process internally, consider engaging a firm with extensive experience and a quality record of success in our industry. It will be the best investment you can make as a newcomer.
Team building: The most important success factor for any organization is the quality of the team. Success is elusive absent a cohesive team of qualified professionals.
Too many executives focus too much time on finance, product and governance, leaving little or no time for the team. In every business, the most important asset is the people. Invest in the people from the start.
Start with your direct reports. Spend time with them. Don’t tell them what you expect but ask what they need to succeed. Ask how you can help them thrive. Ask about their vision for the future, both for the club and for them individually. Asking about them will provide powerful insights and help build trust with your team.
If you are genuinely interested in them and their success, buy-in from them is much more likely. As we all know, buy-in from influential employees can go a long way with other employees and members, especially where long-standing relationships exist.
Your experience and skills were the basis for your selection to lead this new organization. Your reasons for accepting this new challenge are known only to you. Between these two critical acting forces is the transition process. It is a short window of time, with meaningful advantages done well. Enjoy the process, be the best version of yourself, and make a lasting difference to the club and your career. BR
Frank Cordeiro, CCM, is the chief operating officer of Colonial Country Club, Fort Worth, TX. He can be reached via email: fcordeiro@ colonialfw.com
David Mackesey, Diablo Country Club president (2013-2015), club historian and retired president, The Wine Group Inc.
ACTIVE URBAN LIFESTYLES
HEATHER ARIAS DE CORDOBA
Heather Arias de Cordoba is the chief content creator at BoardRoom magazine. She can be reached at heather@studiodelmar.net
The University Club’s Cultural Legacy Enhancing Membership Through Art and Literature
The University Club, a BoardRoommagazineDistinguishedClub with Iconic status, was chartered in 1865.
Since its formation, it has been a sanctuary for literature, art and intellectual pursuits in New York City. Founded to celebrate the union of social duty and intellectual life, the club was established for the “promotion of literature and art.”
In addition to its intellectual and artistic pursuits, The University Club is nationally renowned for its robust squash program and comprehensive fitness offerings, providing members with a well-rounded approach to health and wellness. The club features beautifully appointed accommodations, outstanding dining and banquet services in midtown Manhattan, and reciprocal privileges at fine clubs worldwide.
ELEVATING THE MEMBER EXPERIENCE
The University Club’s management understands that maintaining rich traditions requires more than just preserving artifacts.
“Our terrific team knows that members and member services are at the heart of the club, explained John Dorman, the club’s general manager. “We work diligently to provide experiences and memories for our members. Significantly, our and library and art collection play a central role in the club’s identity and founding mission.
“We are dedicated to creating a lively and engaging community while staying true to our rich heritage,” continued Dorman. “Whether it’s offering behind-the-scenes access to New York’s iconic museums or hosting thought-provoking lectures, or extraordinary dining events, we strive to make every event both inspiring and memorable.”
The current Club House, a nine-story granite-faced Renaissance Revival masterpiece built and designed by club member Charles Follen McKim in 1899, is not only home to rare and beautiful works of art but is itself a work of art, embodying the elegance and grandeur of Italian Renaissance palazzos. “Our commitment to upholding the highest standards in everything
we do—from our amenities and services to the events we host—has always been paramount,” remarked Dorman. “Our Club House is a New York City landmark listed on the National Register of Historic Places, and it stands as a testament to our dedication to preserving the traditions of decorum and privacy that have defined this institution for over 159 years.”
The Admissions Committee has seen a rise in younger applicants, particularly under 35, reflecting the club’s diverse appeal. Member volunteers foster a welcoming atmosphere, while a wide range of events—from lectures to museum tours—enhances the member experience with four to six special events weekly.
THE LIBRARY: A PILLAR OF THE CLUB’S IDENTITY
Since its inception, the University Club’s Library has been more than just a collection of books—it has been a symbol of the club’s dedication to intellectual growth. The Library’s origins trace back to a circular issued in 1879 when members were encouraged to contribute to the establishment of a robust collection. Today, the Library is the largest and finest of its kind, housing more than 110,000 volumes and 6,000 rare books and special collections.
Among its treasures are the Liber Chronicarum (Nuremberg Chronicle), a 1493 work detailing the history of the world and a 1790 edition of Della Magnificenza ed’ Architettura de’ Romani by Giovanni Battista Piranesi, reflecting the intellectual debates of its time.
In addition, the collections contain medieval manuscripts, Civil War ephemera, artist books and fine press editions. The rare books and special collections are not merely kept in storage but are actively integrated into the member experience through curated events like Rare Book Nights and thematic exhibits.
The author’s collection, prominently displayed in the Library’s atrium, also features books published by club members, celebrating their achievements and contributions to the literary world. All of the events and collections reflect the broad intellectual subject interest of the club’s members, fostering a deeper connection to the club’s literary heritage.
“Libraries are often viewed solely in terms of their collections or the spaces they inhabit,” explained Ralph Baylor, Library director. “But libraries are first and foremost built up of its users. Managing The University Club Library is a joy
because its community—its members—cherish it. In turn, the Library staff works to stay on the pulse of member needs to ensure that we continue to spark the intellectual activity of our constituents. This feedback loop helps us to remain one of the finest club libraries in the world.”
The Library’s commitment to member engagement is evident in its various programs. The twice-monthly newsletter, penned by Baylor, delves into the collection’s highlights. At the same time, the Library associates group ensures ongoing support for its services. Additionally, members can access the Library’s resources digitally, with ebooks, audiobooks, and electronic magazines available for download, reflecting the club’s embrace of modern technology to meet evolving member needs.
ART COLLECTION: A LIVING LEGACY
The University Club’s art collection, also part of its founding charter, boasts more than 330 works, including pieces by American, European Old Masters and Japanese artists. The collection continues to grow, with recent commissions such as a series of watercolors depicting the Club House interiors in celebration of its 125th anniversary. Members are offered tours of the club’s art collection and architecture.
“The Library and Art Committee plays a crucial role in curating and maintaining this collection, ensuring that it remains relevant and enriching for the members,” stated Baylor. “This integration of art into the club’s daily life is not just decorative; it is a deliberate effort to create a space where members can engage with culture and history in a personal and meaningful way.”
“The University Club stands as a tribute to the enduring value of literature, art and culture,” summarized Dorman. “Its Library and art collection are not just historical relics but living, evolving entities that continue to shape and enhance the member experience.”
Through careful stewardship and a commitment to innovation, the club remains a place where tradition meets modernity, providing its members with a truly unique and elevated experience. BR
FINANCE COMMITTEE
MICHAEL CRANDAL
Michael Crandal, CNG is a national award-winning leader specializing in creating and building exemplary management teams. Michael co-authored an acclaimed 400-plus page hardbound book, “The ABC’s of Plutonium Private Club Leadership.” A complimentary 50 pages are instantly available at plutonium.club. Michael is reachable via linkedin.com/in/michaelcrandal - email mjcatexmor@aol.com or direct phone (760) 464-6103.
Tradition Is Important in Club Culture Not So Much When It Comes to Operating Budgets
Q: What is the difference between TIB and ZBB?
A: “Traditional incremental budgeting” (TIB) assumes a “baseline” for the coming FY heavily reliant on what variances/adjustments are thought acceptable to last FY results. This baseline is presumed reflective of efficient operations. The “powers that be” may never think of it in those exact terms. But that is exactly what is happening.
Operational inefficiencies can unknowingly become engrafted into the TIB approach while the “Zero-based budgeting” (ZBB) approach sheds light on operational inefficiencies.
ZBB primarily starts with a clean slate (zero) rather than starting from where the prior year left off. Of course, TIB is not completely ignored. But it is not the compelling force.
The requested budget must be backed-up with measurable details and approved rather than only variances from the previous year.
Q: This sounds almost like rebuilding a traditional club budget from scratch. Really?
A: Yes. It is indeed time-consuming when compared to quickly adjusting prior results by “acceptable” percentage points here and there. However, it is worth the time to identify undetectable inefficiencies that perhaps weigh down operations like an anchor of a ship.
“Anchoring” happens when old information is relied upon to the point that it predisposes incoming information ─ even if we are unaware of it happening.
Becoming “anchored” from year to year with only minor adjustments (TIB) is easy compared to starting anew and doing the work necessary to justify future budget requests (ZBB).
Imagine in the budgeting process simply accepting whatever operational inefficiencies may be unwittingly baked into years of prior club operations, and then approving them going forward. Add to this the fact that this cyclical process, if left unchecked, stealthily builds upon itself year after year after year.
ZBB rids anchored baselines and instead builds budget requests on what is honestly projected ─ regardless of whether higher or lower than the previous FY budget or results.
ZBB gives new meaning to anchors aweigh.
Q: If we wanted to move toward ZBB, where would we start?
A: Typically, 60 percent plus of private club expenses are related to payroll. So – that is where you start. Then do the
same ZBB approach to revenue, and you will get an even clearer payroll analysis. The sooner you do both, the better.
Depending on the size and complexity of your club operations, it may not be necessary to do a detailed ZBB every year. But you are going to want to do it at least every other year. Doing this precludes inefficiencies from becoming baked into the process as anchors.
ZBB DISADVANTAGES (?)
Department heads must thoroughly understand their budget rather than simply staying within the numbers handed to them. Some may not truly know how meaningful budgets are created without mentoring or education. They are going to need that now.
No longer can department heads simply “manage” a budget that has baked in inefficiencies from prior years. It is challenging to analyze and then provide leadership in improving efficiency in operations.
HELLO, SHARKS
Instead of appearing before the finance committee, imagine you’re in the “Shark Tank” making your best pitch for funding. Mr. Wonderful asks, “Why do you need this specific amount of money and what are you going to do with it?”
Mark Cuban stares while awaiting your answer.
The finance committee deserves the same confident answers as the Sharks — projected revenue and expense based on relevant information backed up with measurable details. In other words, a ZBB approach.
ANCHORS AWEIGH
Gone are the days where all but scripted annual meetings routinely announce only itsy-bitsy “X” percentage adjustment to the prior year’s dues, and that arbitrary performance bonuses have been approved for management for again achieving traditional incremental budget baselines.
Once upon a time, in a land far, far away, club operating budgets were pretty much anchored to the results from last year, where managers would add or take away certain politically correct percentages related in some indeterminate manner to the rate of inflation, tradition, or frame of mind that day.
Those days are over. BR
KAINOA ROSA
Kainoa Rosa, MBA, CRSE is director of racquets, Orchid Island Golf & Beach Club, Orchid, FL. He can be reached at (772) 388-9094 or via email: Krosa@orchidislandclub.com
Retaining Top Talent
In the hospitality industry, staff turnover is often considered inevitable. Managers and directors frequently justify this with the notion that “people come and people go, it’s the hospitality industry isn’t it?”
In today’s time, the landscape has evolved: competition is intense, job opportunities are abundant, and candidates are increasingly discerning and focused on long-term goals. Having experienced both the challenges of downsizing large teams and the responsibility of inheriting and retaining seasoned staff, I have gleaned valuable insights that can help leaders in hospitality and related sectors retain top talent.
1. Listen to your staff: Understanding what motivates your team members is crucial. Recognizing individual needs and preferences is key, whether it’s more time off, better financial incentives or a positive work culture. Develop a tailored leadership strategy that aligns with these motivations. An “on-the-clock” pizza party won’t cut it for someone who values additional time off. Genuine listening and understanding foster a supportive environment where staff feel valued and heard.
2. Invest in your staff: Effective management goes beyond oversight. The best leaders are committed to the growth and
development of their employees. This involves setting clear goals, defining future milestones and creating structured career pathways. By showing a vested interest in their professional development, you retain your staff and inspire loyalty and commitment. Investing in your team demonstrates that you are dedicated to their long-term success.
3. Know when to say goodbye: A key aspect of leadership is recognizing when a team member has reached their full potential within their current role and supporting their advancement, whether this means a promotion within the department or a cross-country move to a new opportunity. Effective leaders understand the importance of facilitating these transitions. By supporting and inspiring your staff to achieve their career goals, you help them succeed and cultivate a dynamic and motivated team. Embracing change and welcoming new talent ensures continuous growth and innovation within your organization.
Leaders in the hospitality industry must embrace the roles of supporters, listeners and inspirers. By doing so, they can create a thriving work environment that attracts and retains exceptional talent. BR
The CMAA Mid-Manager Taskforce
Empowering the Future Leaders of the Club Industry
The Club Management Association of America has long been at the forefront of advancing the club management profession through professional development, collaboration and leadership.
One of its key current initiatives is a mid-manager task force, intended to bridge the gap between senior leadership and entry-level positions. The task force focuses on nurturing mid-level professionals, equipping them with the skills, knowledge and network necessary to ascend to leadership roles.
The CMAA Mid-Manager Task Force was created in the summer of 2023 to help shape the vision and outlook for the club industry’s rising stars and imminent leaders.
Casey Newman, national director of CMAA, was asked to lead the task force. Newman is an ideal choice. She was the first non-general manager elected to the CMAA board of directors, in 2021.
“Mid-managers are asking themselves—what’s next? The mechanics of the job are easier, and they’ve conquered the operational and tactical aspects,” Newman said about the impetus for the task force.
“Now it’s time to refine their skills and learn how best to lead an effective team while continuously learning and improving themselves.”
Newman is joined by a cross-section of individuals in different stages of their careers, including Jim Cardamone, Ashley Cuoco, Timothy Freund, Bob Gusella, Alexandria LaRocca, Audra Lucas, Christopher Metz, Julia Rush, David Sheppard, Abhishek Sonkar, Randy St. John and Qian Yang. The task force advises CMAA leaders, stakeholders and national staff so they can better serve the association’s mid-level managers.
AN EMERGING MEMBER INTEREST GROUP
In any industry, mid-managers ensure that strategic visions from senior leaders are effectively translated into actionable plans and executed efficiently by frontline team members. They balance stakeholders’ expectations with the realities of on-the-ground operations.
However, despite their importance, mid-managers often face unique challenges. They must understand strategic objectives and operational details, manage diverse teams and navigate complex project dynamics. Moreover, they must be adaptable, constantly updating their skills to keep pace with evolving member and event demands.
The task force is powering the development and growth of the CMAA’s mid-manager interest group, designed for emerging leaders who seek to dive deeper into:
• Networking
• Professional development and career growth
• Sustainability of the career path
• Work-life balance
• Onboarding and orientation to the career and CMAA
• Recognition and appreciation
• Leadership opportunities
• Community involvement.
POWER HOURS
Since its inception, the CMAA Mid-Manager Task Force has made significant strides in achieving its mission. One of the group’s first initiatives is connecting mid-managers quarterly via video conference calls. Led by seasoned club managers/ experts with experience in and passion for this niche area of hospitality, these one-hour interactive calls provide guidance and support for career development. Attendees can boost their network and gain practical career insights from some of the best minds in the club industry.
The first event, “The Makings of a Leader: Lessons in Life and Leading People,” was held in April. It featured CMAA Fellows Kristen LaCount and Bill Langley, who shared life lessons and led attendees through their journeys as club managers. LaCount is the general manager/chief operating officer at The Country Club in Brookline, MA; Langley is the general manager/chief operating officer at The Club at Quail Ridge in Boynton Beach, FL.
The June event spotlighted “The Power of Mentoring.” A good mentor can help you achieve professional goals in unexpected ways. Mentor-mentee relationships assist new club managers in gaining industry traction and building connections with experienced professionals.
Presenters Jim Cardamone, general manager at Glen Oak Country Club in Glen Ellyn, IL, and Todd Marsh, chief operating officer at Conway Farms Golf Club in Lake Forest, IL, shared the powerful relationship they have curated throughout their careers that has transcended the profession and become special to each of them.
LOOKING AHEAD
Beyond the virtual networking opportunities, mid-management professionals will connect in person this fall at the MidManagement Conference, which is focused on developing new skills, broadening horizons, and advancing career and certification goals. This year’s event occurs Sept. 29-Oct. 2 in Philadelphia, PA. The CMAA Mid-Manager Task Force is playing a crucial role in empowering the future leaders of the club industry. It ensures that mid-managers are well-equipped to navigate their roles and advance their careers by providing professional development, facilitating networking and other resources. As the club landscape evolves, their efforts will be instrumental in shaping adaptable and forward-thinking leaders. Learn more at cmaa.org/ membership/member-interest-groups/mid-managers/ BR
DISTINGUISHED CLUBS
DAVE WHITE
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 Distinguished Clubs Attract and Retain Outstanding Staff?
BoardRoom Distinguished Clubs include yacht, athletic, city and golf/country clubs and their leadership teams worldwide. Distinguished Clubs not only excel at the level of their member service/experience, but they are also experts in their governance, the intangible qualities of a club, the quality of their products and the care and replacement of their facilities.
The BoardRoom Distinguished Clubs program is the only merit-based award for private clubs. This esteemed designation is determined by an impartial formulaic assessment, onsite tours and interviews rather than a mere peer-based vote of industry insiders. In this issue, we feature Midland Country Club, Midland, MI, a Distinguished Club with Elite status and Seabrook Island Club, Seabrook Island, SC, a Distinguished Club with Exceptional status and how they can attract and retain top-notch staff.
Midland Country Club, Midland, MI
A Distinguished Club with Elite status
“There are many reasons why we’re able to attract and retain top-notch staff,” explained Midland’s general manager, Todd Beals, who works closely with the club’s accountant Kevin Schroeder throughout the process.
“We have an active interview process and our team leads the involvement. We’re very serious about a ’no drama’ environment.” And there’s a strong emphasis on attracting staff to Midland.
“We are very upfront about expectations, our culture and how we conduct ourselves. We have guiding principles that we are serious about, that are known to the entire staff and principles we can constantly refer to as we try to foster success,” Beals added.
‘We support our employees…including those who are working at the club while striving for higher education and a job outside the scope of the Club industry….you are not ‘dead to us’ if you leave us; you are part of our history and our success,” emphasized Schroeder. “Training is a two-way street…we will show you how we go about it and we are happy to take suggestions from your experiences if they help us.”
As part of the hiring process, each employee is given a tour of the property, a step considered “Most important. You would do it for the GM, so shouldn’t you do it for the dishwasher?” Beals queried. “We’re all proud of the club and the product we create and new staff being aware of the entire operation can help foster that sense of pride.”
And there are specific actions that both Beals and Schroeder feel help Midland retain their staff members.
“We catch people doing things right,” Beals said. This contributes to the club’s member experience.
And there are benefits for staff members that encourage their participation and desire to stay at Midland.
“Tipped employees are given extra wages in cases where tip does not meet market expectations. Our employee meal program is treated like a banquet…the break room looks like a club dining room, with labels for each food station and food provided for those with food allergies,” explained Schroeder.
“We also encourage education. We’ve always encouraging and helping our team grow professionally. Recently, we’ve partnered with the state to get grant money that goes directly to education for our staff. We’ve used these funds for a wide range of education, including club-wide and department-specific visioning, Zing-training, spa and fitness-specific training and CMAA education,” added Beals.
And there’s opportunity for advancement, as demonstrated by the fact nine of the club’s 13 department heads have been promoted from within.
“There’s also a dynamic communication process through weekly meetings, emails, all of which reinforce our mission,” Beals commented. Employee scheduling also maximizes strong employees’ ability to receive benefits, including health insurance.
The club’s efforts to attract and retain staff also tie in neatly with the club’s five-year strategic plan (Vision 2025).
“One of the five pillars of our strategic plan is to ‘Be an Employer of Choice.’ This strategic plan guides the club’s direction and was
put together by key board members and influential/respected members,” Beals explained.
“Having this as a part of our strategic plan places our employees’ well-being and success on the same level as membership growth and retention, financial stewardship and facilities maintenance and enhancement. A top-down emphasis on being an employer of choice lets us emphasize our employees. It encourages accountability in reaching our goal of being the best possible employer,” Beals added.
“We review benchmarking for all levels of our teams to try to be ‘at market value’ or better for our team. We work through three-year goal windows for both performance/experience and compensation,” injected Schroeder.
“We treat each department head as a ‘partner.’ The board treats the GM as a partner...therefore the GM should treat each department head as a partner, which means department heads should treat production-level team members as partners. We do not allow our team members to be treated as ‘less than’...ever,” Beals accentuated.
“We constantly share the positive feedback we receive openly and privately review our opportunities. We take every opportunity to make the staff feel special. This includes but isn’t limited to department head retreats (that are social/relationship-building events as opposed to ‘working’ events), staff pool parties (families welcome), holiday parties (families welcome), allowing staff to dine at the club, with GM approval, allowing staff to enjoy the aquatic center with their family once a season and having members serve the staff at employee functions,” Beals added.
So, what does all this mean for the member experience? Are new members attracted to Midland? Is there greater member retention, and does collaborative governance enhance the member experience?
“We’re in the relationship business…the longer our team members stay, the more members they know, the more our culture seeps into them. Members are hungry for recognition and acknowledgment and with more recognition, the more important and welcome members feel at the club,” Beals said.
“Employees are eager to share first-hand member feedback to improve the experience. Many times a member will openly share frustrations or unique opportunities for improvement through a candid conversation with an employee. Of course, this contributes to the member experience,” Beals added.
“Members looking to create a ‘second home experience for their club need the sincere engagement of the staff,” Schroeder explained. “During exit interviews, the members leaving say the hardest thing about leaving is not seeing our team members anymore.”
Another benefit of the club’s programs is that they help foster and create high-functioning boards and committees. “It’s a matter of where the meetings/relationships become collaborative efforts and the members trust the staff as the experts in the areas. But also looking to lift up the staff both professionally and personally. It becomes a symbiotic relationship with benefits to the staff and the entire membership,” Beals explained.
So, does member feedback support the club’s approach in hiring staff and the efforts of staff to contribute to the member experience?
“Recently, we produced a video to promote the club. It offered member testimonials and every member who appeared on the video spoke about the staff and how they make them feel,” explained Schroeder.
“Our feedback loops (survey work, focus groups and comment cards) all point to this being something that separates us from the competition...countless emails, cards and letters.”
“And we started an Employee Relief Fund. Members have been wonderful supporters of this program, with some members making a habit of contributing regularly,” Beals added.
“We speak often to the fact that most of us spend more time at work than we do with our loved ones (awake anyway). Knowing this, we have the power to craft our environment to make it the very best it can be,” Beals stressed. “We have the board’s support and aggressively focus on making it better. These efforts have created an environment where employees regularly go above and beyond to help each other and members, both at the club and outside of it.
“Whether it be delivering meals to individuals who are sick, helping someone move, covering for another employee or showing up to help in departments that they aren’t even part of, it is almost impossible to go even a day without seeing the benefits of these efforts,” Beals concluded.
Seabrook Island Club, Seabrook Island, SC
A Distinguished Club with Exceptional status
At the time this article was written, Mitchel Laskowitz was the general manager of Seabrook Island Club. Now at the time of publishing, he is the general manager of Belfair in Bluffton, SC.
“When I was hired at Seabrook, we partnered with our leadership team and, most importantly, our human resource leaders to build a multifaceted strategy to attract and retain talented employees,” said Seabrook’s GM and COO, Mitchell Laskowitz.
“Given that we are on a barrier island and our employees pass multiple opportunities to work closer to home, we focused on niche opportunities within our market, including:
• Our biggest employment advertisement is our own employees. We offer current employees referral bonuses if an employee’s referral is hired and remains employed in good standing for 90 days
• We use social media such as LinkedIn and Instagram to reach out to our own employee’s local networks to reach locals who are thinking about making a change
• We also attend local job fairs, including Our Lady of Mercy’s Johns Island Community Center, College of Charleston, Trident Tech, Goodwill at the employment center in North Charleston and any local schools that invite us to attend any employer job fairs/ programs – including St Johns High School (to name a few)
• Trying to reach the under-employed, we also work with the local disability board. They have visited our site to see what jobs are available and will recommend applicants that match our needs and vice versa. Our jobs are also posted on the SC Department of Employment and Work for currently unemployed job seekers in South Carolina.
• We also use normal recruiting practices, posting on our website and linking the listing to online search engines such as Indeed advertising, locally and in major markets in our greater tri-state area.
“Our internal team prides itself on everyone playing a role in recruitment. For example, we were fortunate to attract a new executive chef with a strong pedigree in the local Charleston Restaurant scene. With his addition, we were able to attract a full complement of strong kitchen employees who have been instrumental in our success,” Laskowitz added.
“We also created a ‘soft landing’ program designed to attract talent from other markets by providing them with money to move easily and then picking up 50 percent of their rent for the first three months. We have found the assistance eases candidates’ worries about the high cost of moving from one city to another.”w
As in the case of Midland Country Club, have there been specific ways or reasons why GM Laskowitz has been able to retain top-level staff?
“Upon my arrival, we focused on keeping things simple and instilling a Culture of Caring. This started with our employees; then, we transferred that level of execution to our membership.
“I was fortunate to work for Robert Dedman Sr. He taught us to follow a very simple approach that all employees would understand and be able to execute on: Warm Welcomes, Magical Moments, Fond Farewells.
“After we established this culture, we instituted small touches such as the 10-5 Rule that help to accentuate an environment of what I call ‘Family Teamwork’…we are here to support one another and provide a work environment that complements their family life away from here,” Laskowitz expressed.
“Unless we have a critical project or are facing July 4th weekend, everyone here works five days and is not overworked. We respect our team and their personal lives.
“That type of environment, coupled with our new PTO policy of four weeks of leave for all full-time employees, moving the 401K to a Safe Harbor Plan, along with typical benefits such as health insurance and the other benefits, really make a difference in all employees lives,” the Seabrook GM stressed.
“It’s worth noting that we have grown our footprint here from 2.5 food and beverage outlets/amenities to six now, as this membership has grown by over 300 members in three years, in addition to changing a number of ‘social gathering’ areas that promote member camaraderie in a very seamless fashion.”
Seabrook outlined two specific examples to explain these changes.
“Our Golf Veranda almost doubled in size and added a ‘Pour My Beer/Wine’ Wall and our oceanfront Ocean Terrace we modified for F&B with ‘Sunset Parties’ and ‘Pop-Ups.’
“We try to infuse ‘fun’ in everything we do here, and with that, our members have embraced our employees on a whole new level,” Seabrook enthused.
So, what does this mean for Seabrook’s member experience?
“After the employee experience, the member experience is our top priority. We have a saying that with everything we do, we want to add a ‘Plus 1,’” Seabrook added.
“The team members know that every experience (we execute over 100 member experiences per year) should be one percent different and better. Membership has grown exponentially, and we now have 2,281 members. This makes for an extremely vibrant club.
“The board has embraced our culture and provided our team with the necessary resources to execute on a high level. Without the board’s support, none of this would be possible.
“It’s very evident that we have taken an ‘employees first’ approach. We have gone from high season having 250 employees to over 300. We have brought in some of the industry’s best employees and encourage them to build a personal relationship with our members.
“During the past year, we were fortunate to bring in over 10 H2B employees from South Africa, and our members have embraced them like their own kids. We even highlighted two weeks where we featured South African dishes, so they had a sense of pride. As a result, our members got to know them and their talents that much better,” Laskowitz concluded. BR
The Colony Bay Club Bonita Springs, FL
DISTINGUISHED GOLF DESTINATIONS
RONALD BANASZAK
Ronald Banaszak, CCM, CCE, BoardRoom Distinguished Club Executive Vice President of International Business Development. Ron may be contacted at (415) 420-5183 or ron@boardroommag.com.
Leadership, Innovation, and Excellence
Nemacolin’s Formula for Success
Nestled in the scenic Laurel Highlands of southwestern Pennsylvania, Nemacolin, a Distinguished Golf Destination with Exceptional status, is more than just a luxury golf resort.
It symbolizes what visionary leadership, innovative thinking and an unwavering commitment to quality converge can achieve. This 2,200-acre estate offers a glimpse into how Nemacolin maintains its status as a premier property in the region. Under the guidance of president and owner Maggie Hardy, the resort exemplifies a commitment to excellence, quality service and an innovative approach to hospitality.
Nemacolin’s leadership is the driving force behind the resort’s continued success. President Hardy, a dynamic leader who inherited her father Joseph A. Hardy III’s passion for hospitality, has taken the helm with a bold vision that merges luxury with innovation. Handpicked by Hardy, the resort’s general manager, Trey Matheu, embodies the qualities essential for steering this prestigious property—adaptability, creativity and a relentless focus on guest satisfaction.
Hardy’s leadership philosophy emphasizes empowerment and collaboration. “I have two bosses—the guests and the associates,” she has famously said. This belief permeates the entire leadership team, inspiring a culture of service and engagement at every level. Private club managers can appreciate how such leadership creates a ripple effect, motivating employees and enhancing member experiences.
The story of Nemacolin begins in 1949 when Pittsburgh industrialist Willard F. Rockwell purchased 60 acres of land, which evolved into a hunting reserve. However, the resort’s transformation into the world-class destination it is today began in 1987, when Joseph A. Hardy III acquired the property, originally as a gift for his daughter Maggie, who loved fishing. However, Hardy’s vision extended far beyond a simple family retreat, and the Hardy family has spent the last few decades building an unparalleled luxury experience.
Today, Nemacolin offers more than just a place to stay. It delivers a unique combination of history, luxury and world-class service. The recent debut of The Grand Lodge and luxury dining options such as Fawn & Fable highlight Hardy’s dedication to continuous improvement. This ethos of reimagination and reinvention is vital for private clubs seeking to stay competitive in an ever-evolving hospitality landscape.
At Nemacolin, innovation is a guiding principle. The resort continuously pushes boundaries, offering guests and members truly one-of-a-kind experiences. From incorporating smart technology in The Grand Lodge, where room automation and inroom iPads enhance the guest experience, to integrating cutting-edge golf technology at the Nemacolin Golf Academy, the resort ensures that its members are always at the forefront of luxury and comfort. The golf academy, featuring advanced tools such as the Foresight GCQuad Launch Monitor and Swing Catalyst Balance Plates, is an example of how Nemacolin elevates traditional offerings with modern flair. This blend of classic luxury with modern advancements engages members and ensures a unique appeal that draws new and returning visitors.
Quality is at the heart of Nemacolin’s philosophy. The resort’s two Pete Dyedesigned championship golf courses, Mystic Rock and Shepherd’s Rock, are world-
class examples of design that harmonizes with the natural landscape. Both courses showcase the outstanding attention to detail that makes Nemacolin a Distinguished Golf Destination, a title that reflects not only the caliber of the golf but also the surrounding service and facilities.
Nemacolin’s leadership understands that the cornerstone of great service lies in its people. Nemacolin has taken extraordinary steps to retain and recruit top talent as the hospitality industry continues to recover and adapt post-pandemic.
Initiatives such as the creation of Wisteria, a dedicated associate community complete with housing, dining, and recreation facilities, ensure that the resort’s 1,400 employees have a supportive and enriching environment in which to work. This kind of investment in team members is a reminder that an engaged and motivated workforce is the backbone of excellent service.
Hardy’s leadership also promotes a culture of entrepreneurial thinking, encouraging team members to contribute ideas to enhance the guest experience. This empowerment fosters a sense of ownership and pride among staff, resulting in the high standards that define Nemacolin’s service.
“To be a Distinguished Club is to exemplify a standard of excellence that permeates every aspect of the property. For Nemacolin, this means not just offering world-class facilities but creating memorable, personalized experiences,” explained GM Trey Matheu. BR
GOLF COMMITTEE
ANDY LOTT
Andy Lott is regional president for the central region of Insurance Office of America. He can be reached at (205) 968-3440 or andy.lott@ioausa.com.
Protecting the Club Business
Mitigating the Risk of Lithium-Ion Battery-Powered Golf Carts
Before the COVID-19 pandemic, the popularity of golf was waning among the younger population.
The sport experienced a resurgence when the pandemic hit, with people of all ages safely hitting the links during at-home lockdowns. The rise of remote work also allowed more people to enjoy a round of golf on their midday breaks.
A study by Stanford University and INRIX found that golfing in the middle of the week increased by 83 percent in 2022 compared to 2019.
The golf surge continued into 2023, with more rounds played last year than any other year on record, according to the National Golf Foundation. Data from NGF also reveals that over 500 million rounds have been played each of the past four years, the second time in history that’s happened.
As golf’s popularity increases, so do risk exposures for golf clubs. After all, more golfers equals more exposure and more claims. In this environment of growing risk, club owners must understand emerging and common risk exposures and ensure they implement risk management strategies to protect their business and their brand.
EMERGING RISK
For many of the 14,000 golf facilities across the US, one of the emerging risks is the increasing use of lithium-ion batteries in golf carts. Lithium-ion batteries are rechargeable batteries often used in laptops, cellphones, electric cars and golf carts.
These batteries are gaining in popularity for powering golf carts because of their longer lifespan, faster charging times and lighter weight when compared to various lead-acid batteries. Market revenue for lithium-ion batteries reached $85 million in golf cart battery market revenue in 2022 and is expected to grow significantly by 2032.
As the benefits of lithium-ion batteries increasingly make them an attractive option for golf carts, clubs must be aware of their inherent risks. Lithium-ion batteries have a higher risk of catching fire than traditional lead-acid batteries because they store a large amount of energy in a small space.
Factors that can contribute to lithium-ion battery fires include physical damage, high temperatures, improper
charging/electrical damage and product defects. These issues can trigger “thermal runaway,” a chain reaction that can lead to a fire or even explosions, according to ScienceDirect.
To mitigate lithium-ion battery fire risk and help limit damages caused by potential fires, insurers are increasingly issuing storage guidelines for lithium-ion-powered golf carts. This includes requesting clubs move golf carts to cool, dry sheds away from other buildings.
While this might come with a cost for clubs that don’t already have these storage areas, it is important to follow storage guidelines as insurance companies may exclude lithium-ion battery fire coverage if clubs do not follow these guidelines.
Clubs can further mitigate fire risk by following the lithium-ion battery safety measures recommended by Underwriters Laboratories’ Fire Safety Research Institute. These recommendations include choosing certified products when selecting lithium-ion batteries, only using the charging equipment that comes with the product, storing batteries away from extreme temperatures and checking battery-powered devices often for damage or abuse, such as swelling or punctures.
OTHER COMMON RISKS
Golf clubs should also reduce their exposure to more common risks, such as natural disasters; slips, trips and falls; golf cart accidents; and pollution exposures.
To mitigate these and other risks, clubs should invest in “tee to green” coverage, which protects tee boxes, fairways, bunkers, greens, trees and underground sprinklers when there is damage.
Clubs should understand that they have unique risk exposures, and no one-size-fits-all solution exists regarding risk mitigation programs.
To ensure proper protection from risks, clubs should select an insurance partner with a deep understanding of the industry that includes the insurance implications of new and potential exposures like lithium-ion battery-powered golf carts. Taking this step can help golf club owners ensure their businesses are protected. BR
Bruce Barilla provides onsite locker room “tuneups” and can be reached at (304) 536-9029 or via email: bruce@lrcgolf.com
Is Your Locker Room Manager an Asset or a Liability?
Private golf and country clubs are known for the best service and amenities. However, having consulted and visited 138 clubs so far, I’ve found this not always the case, although it should be.
If most members are already complaining about the state of the locker room, then it is already determined that your locker room manager is a liability. However, if not sure, consider their attitude, first impression and the overall condition of the shoeshine room.
Other factors are the number of street and golf shoes done and whether they are visible on the floor. Another consideration is the type of services provided to members and their guests. There must be a variety of quality amenities, neatly presented and topped off. Lastly, what is the relationship between the locker room manager and locker room attendants?
Attitude and impressions: Yes, a bad or good attitude will immediately create a first impression. Sometimes all it takes is how the locker room manager looks at you. The locker manager does not even have to say a word. One can see in their eyes that they are not happy at work, do not want to be bothered and would prefer you not to be there.
Condition of the shoeshine room: If the shoeshine room is messy, unorganized and dirty, this can reflect and indicate the work ethic of the locker room manager and staff. This space, large or small, should also be an impressive part of the locker room setup rather than an afterthought.
Number of shoes done: I remember the first time I asked about the number of shoes cleaned and polished daily and was told, “Oh, about a dozen pairs.” The answer stunned me, making me wonder why so few on a nice day. The availability of shoe service and offering it to every member and guest must be the norm. The locker room manager has to be proactive rather than reactive. The same goes for the staff.
Visible out on the floor: When I arrived to do a locker room evaluation, I walked through the entire locker room without seeing the locker room manager. A simple fix is a
large open greeting counter. However, one must be visible out on the floor whenever possible. The golfers need to see the employees and vice versa.
Type of services provided: Services besides shoe cleaning and polishing are dry cleaning and laundry, shoe repair and vehicle detailing. Other services are delivering golf course food and drinks, doing off-site errands and accommodating special requests. Guest locker name tags, welcome gifts and loaner golf shoes and shirts in like new condition anticipate needs, leaving a lasting positive impression.
Text messaging via a work phone plus business cards for the locker room manager make it easier at times to communicate, as does a voicemail phone system that works. A business center with a computer, printer and fax shows that the difference is in the details. Warming up shoes on cold days using a walk-in heated shoe closet or with a Cres Cor Sport QuikDryTM countertop cabinet exceeds expectations, as does a clothes steamer.
Quality amenities stocked and neatly arranged: Million-dollar locker rooms should not have dollar store amenities. Many quality products are making the locker fee worth the money.
Staff relationships: Fairness or lack of it will make or break locker room staff relationships. Everyone needs to do their fair share of work. When tipping is allowed, it needs to be shared equitably. Honesty, respect, trust and teamwork make for a smooth operation.
Is your locker room manager an asset or a liability? These evaluation points help determine that. It also depends upon how much authority they have to make decisions and changes. A small budget and inadequate staffing have a negative impact. Sadly, is “manager” just a nice-sounding title instead of a respected team member who attends manager and board meetings? BR
BRUCE BARILLA
BoardRoom Institute is the only user-friendly, online learning center designed specifically for private club’s board and committee members that sets out to create better clubs through collaborative governance and one-on–one training by industry experts.
BoardRoom Institute means well-informed board members who are better equipped to make meaningful decisions, develop strategies with less micromanagement.
• Clarifying roles & responsibilities
• Setting process & best practices
• Understanding the club business model
• Shared playbook between the board and the GM/COO
• And more.
BoardRoom Institute is your solution:
• Customizable to your club
• Non-technical user friendly
• Accountability: verification users have seen the course
• 24/7 access
• Over 70 interactive courses and training.
one-time set-up fee
INTRO TO PRIVATE CLUBS
COMMITTEE
2.1 Bylaws - The Relationship Between Governance & Members Randy Addison
2.2 What Makes Good Board Members and Cautions to Avoid
Kuebler
2.3 Role of the President & Executive Committee Michael Scimo
2.4 Role of the GM/COO
2.5 The Collaborative Governance Model
2.6 Ethics
2.7 Protecting Your Clubs Private Status
2.8 Protecting Your Clubs Tax Exempt Status
2.9 Setting Goals and Objectives
2.10 Norms and Standards
2.11 Board Orientations
2.12 Why Members Join Your Club and the Relevant Importance?
2.13 Matching Potential Members to Club Culture
3.1 Committee Governing Protocols
3.2 Bylaws and Governance
3.3 Nominating Committee / Tactics & Strategies
3.4 Role of the Secretary
Sereci
Brad Steele
Brad Steele
John Schultz
John Schultz
John Schultz
3.5 Role of the Treasurer / Finance Committee Kevin Reilly
3.6 Role of the House Committee Gregg Patterson
3.7 Role of House Committee Engineering / Maintenance
3.8 Role of the Golf Committee Peter Bevacqua
3.9 Greens and Grounds Committee Rhett Evans
3.10 Role of the Membership Committee Rick Coyne
3.11 Role of the Tennis Committee John Embree
3.12 Board Orientation
3.13 Leadership Development Committee
3.14 Role of the Search Committee Dick Kopplin
3.14 Transition Committee Tom Wallace
PRIVATE
INGREDIENTS OF SUCCESSFUL CLUB BOARDS
5.1 Role of the GM / COO
5.2 Role of the Controller
5.3 Role of the Director of Golf / Golf Professional
5.4 Role of the Golf Course Superintendent
5.5 Role of the Tennis Professional
5.6 Role of the Club Manager / Assistant General Manager
Bevacqua
Embree
Gregg Patterson
5.7 Role of the Membership Director Rick Coyne
6.1 Strategic Finance in a Data Driven Club Jim Butler
6.2 Capital KPIs
6.3 Club Capital Reserve Studies
6.4 Engaging Past Presidents
6.5 Managing the Renegade Director
Jim Butler
Jim Butler
Gordon Welch
Bill McMahon
6.6 Risk Management for Private Clubs Phi Harvey
6.7 Effective Oversight by Volunteer Leadership VS Micromanagement Gregg Patterson
6.8 Managing the Agenda - Good Habits of Effective Boards
6.9 What Is GCSAA?
Kurt Kuebler
Rhett Evans
6.10 PGA, Who we are Peter Bevacqua
6.11 Sexual Harassment / Member Misconduct
Gordon Welch
6.12 Security at Your Club Kevin Peters
6.13 15 Best Practices Tom Wallace
6.14 Uncontested Elections Tom Wallace
6.15 Board Portals John Schultz
6.16 Crisis Management Corey Saban
6.17 Staff Engagement Surveys Mike Morin
6.18 Member satisfaction surveys and NPS Mike Morin
6.19 GM Performance Reviews Kurt Kuebler
Cronin
PHILIP J. HARVEY
Phil Harvey is the founder of Preferred Club, a Venture Programs company. He can be reached via email: pharvey@ventureprograms.com
Cyber Business Interruption Exposure in the Club Industry
The threat of cyber business interruption is a growing concern across various sectors, and the club industry is no exception.
For industries heavily reliant on third-party software providers, a cyberattack on one vendor can cascade into widespread disruption. This phenomenon has been observed in other sectors, such as the automotive and healthcare industries, where cyber incidents have had significant operational and financial impacts.
THE RIPPLE EFFECT OF CYBERATTACKS
A pertinent example is the recent cyberattack on CDK Global, a leading software provider for the automotive industry. The systems of this leading SaaS provider affected over 15,000 dealerships across the country. This attack was initiated by an outside party that demanded a substantial ransom in tens of millions of dollars. According to a report from Business Insurance, the shutdown lasted from June 15 through July 2. Systems across the board were down, from administrative to sales and service. Similarly, the healthcare sector faced severe disruptions when Change Healthcare, a major provider of healthcare technology solutions, experienced a cyber shutdown. The attack forced hospitals and pharmacies to turn patients away and halt essential services, underscoring the critical nature of these systems. Forbes reported that UnitedHealth alone faced a $16 billion impact, a figure that likely underestimates the true cost of the cyberattack.
CYBER RISKS IN THE CLUB INDUSTRY
The club industry, much like the automotive and healthcare sectors, relies extensively on third-party software for operations such as reservations, tee time management and payroll. This dependency creates a substantial cyber risk, as a ransomware attachment or other cyber disruption on a primary software provider could halt operations across many clubs. For instance, if a widely used golf club management software provider were to fall victim to a ransomware attack, the consequences could be far-reaching:
• Reservation and tee time disruptions: Members could not book reservations or tee times, leading to frustration and potential loss of business as members may choose to spend their time and dollars elsewhere.
• Operational hiccups: Essential services like event planning, inventory management and point-of-sale systems could be disrupted, affecting the overall member experience and club operations.
• Payroll issues: Delays in payroll processing could lead to employee dissatisfaction and retention issues, further compounding the operational challenges.
• Reputation damage: Prolonged outages and disruptions can damage a club’s reputation, making it harder to attract and retain members in the long term.
MITIGATING CYBER BUSINESS RISKS
With these risks, clubs and their software providers must adopt robust security measures. Steps in mitigating the potential impact of cyber interruptions include:
1. Diversify software providers: By avoiding over-reliance on a single provider, clubs can reduce the risk of total disruption. Use multiple vendors to create a more resilient operational framework.
2. Establish strong cybersecurity protocols: Regularly updating software, employing advanced security measures like multi-factor authentication and endpoint protection like MDR, and conducting frequent security audits can assist in prevention.
3. Develop a business continuity plan: Having a comprehensive plan ensures that clubs can quickly respond to and recover from cyber incidents. This plan should include data backup, alternative communication methods and predefined roles and responsibilities.
4. Engage in cyber insurance: Policies can provide financial protection against the costs associated with attacks, including business interruption losses, legal fees and reputational damage. Have your agent or broker better inform your staff of the protocols in case of an event.
5. Educate employees and members: Training staff on best practices and raising awareness among members about potential threats can help create a more vigilant community.
The club industry is not immune to the growing threat of cyber interruptions. As witnessed in the automotive and healthcare sectors, a cyberattack on a key software provider can lead to widespread disruption and significant financial losses.
By adopting proactive cybersecurity measures and preparing for potential disruptions, clubs can safeguard operations and ensure a seamless experience for their members. Cyber resilience is both a technical issue and a strategic imperative in today’s digital landscape. BR
Toni Shibayama is a broker/risk consultant for S&K Insurance in Southern California. She has more than 15 years of experience in risk management, job safety, workers’ compensation, wellness and HR consulting. She can be reached at toni@sk-insurance.com and (213) 627-5204.
Sexual Harassment
A Nightmare No Club GM Wants to Sleep Through
A country club GM wakes up one morning, grabs a cup of coffee and logs on to his computer. As he does his morning search for sports scores, stock prices and new book releases on Amazon, he casually Googles “Country Club Sexual Harassment Cases.”
As the information floods his screen, he nearly spills his coffee when he sees the name of his club, and his own name, targeted for a harassment lawsuit. He scrolls down … “San Diego Club Hit By $500,000 Settlement” …. “Santa Fe Club Ordered to Pay $496,000 to Settle Suit.” He realizes he’s not alone; it’s a real problem in the industry.
Even though this GM is awake, he’s caught in a frequent nightmare that is hard to wake up from as more and more clubs find themselves with a bull’s-eye on their backs when it comes to sexual harassment suits. But the ripple effect goes beyond the checkbook. Think of it in terms of the collateral damage to your club’s reputation. That’s a dollar sign that’s hard to comprehend.
Here’s a good example: There is a brand new server and a member grabs her, picks her up, throws her over his shoulder like a caveman, runs to his car, opens up the backseat, throws her in, shuts the door and starts laughing. The server’s co-workers are shocked and members are laughing. “That so and so; he’s such a card.” She runs to the locker room, gets her stuff and leaves. And you can bet her next stop is a local attorney.
Did anyone see that this member would be a potential problem? Had employees approached their managers about inappropriate advances from this member? And if so, did managers take action or do nothing because “he’s an important member”? I bet a lot of managers probably sat back and said, “I wish I would’ve done something.”
It’s important to train your employees to feel they have a voice and can talk to you; maybe there’s a hotline where they can anonymously reveal something they felt was inappropriate. But then again, maybe they didn’t feel comfortable doing so because they felt there would be retaliation.
You must train your managers, supervisors and leads to monitor what’s going on in their department. Everyone’s
watching what you’re doing. You need to protect your employees and let them know it’s inappropriate for members to put their hands on employees (and vice versa).
Make sure your employee manual stresses the need for people to be kind, nice and fair, thus creating a safe environment. Let employees know the old adage that “they are just joking around” or “boys will be boys” doesn’t fly here. You want people to feel respected. It doesn’t matter how old they are, what country they are from or what visa they hold. Everybody deserves what Aretha calls R-E-S-P-E-C-T.
The incident that I mentioned is a true story. That club is still going through a damaging lawsuit, and it’s probably up to a little over a million dollars by now. And will insurance cover any of it? Absolutely not. So shame on that club. It’s going to pay for it dearly. And the incident will be connected to that GM’s name forever.
So please take the time to notice what’s going on between your employees and members. Notice the conversations happening between them. It’s your responsibility to do that. And it doesn’t take much on your part because you would want somebody to notice if it was happening to you.
Finally, remember that sexual harassment can sometimes be a “he-said, she-said” scenario, but the burden of proof falls on the club to prove it didn’t happen. Be cautious. If you start filing a lot of employee claims and the names look familiar, a red flag should go up.
Who hired this person? Did they work at a different club? Did we do any reference checks? Did they go through orientation? Or did we fast-track them because it’s hard to find good candidates?
Do your due diligence. Is that person helping the team or hurting it? It’s just like finding a spouse: take your time. Because if the mentality is just to hire a warm body, chances are your club is going to get burned somewhere down the road. BR
Emad Saedi is marketing content coordinator for Jonas Club Software. He can be reached via email: emad.saedi@jonasclub.com
The Role of Technology in Forming Members’ Emotional Connection
How members feel about their club and what they expect often boils down to several key factors. Traditionally, financial considerations were thought to be the primary factor.
However, the March 2024 “Club Members Perspective” report from GGA Partners reveals a different priority: Members value their emotional connection with the club more than the cost-benefit analysis. An emotional connection is a profound bond between members and their club, making them feel understood, appreciated and supported. The primary areas that influence this club-member emotional connection are emotional support, quality of service and experience, social support, and pricing. Technology impacts these non-financial aspects, enhancing the emotional bond between clubs and their members.
Emotional support: This extends beyond surface-level interactions and involves deep feelings of empathy, trust, affection and mutual understanding. Technology provides clubs with various tools to strengthen their connection with members.
One notable example is personalized communication. Clubs can tailor their communications for each member, sending personalized email marketing campaigns, birthday greetings and anniversary messages.
Furthermore, technology enables clubs to personalize services to meet members’ specific needs. For instance, employees remembering members’ dietary restrictions or favorite food and beverage items when members are ordering at the bar or restaurant creates a positive impression. The club knows its members and takes steps to enhance their experience.
Additionally, survey tools allow clubs to gather feedback and improve their operations, demonstrating to members that their voices are heard and valued.
Quality of service and experience: One of the top desires among members is the accessibility of club amenities. Clubs that provide high levels of access and allow members to book services and facilities easily can significantly boost member satisfaction and strengthen members’ emotional bond with the club. Accessibility can be improved in various ways. Conversely, a lack of accessibility can lead to frustration, ultimately affecting member retention rates.
Enhancing accessibility often comes with increased costs, so clubs need to consider the generational mix of their membership. According to the GGA Partners’ report, Millennials and Generation X members are more willing to pay for an elevated experience; the Silent Generation (born before 1950) tends to prefer maintaining the status quo.
These preferences can vary based on economic conditions and geographic location, posing a unique challenge for clubs to understand and meet the diverse expectations of their members. This is where business intelligence solutions can help clubs analyze their membership data, gain insights into member behavior and make informed strategic decisions.
Social support: While the Silent Generation places less importance on many aspects than other generations, the social environment remains a constant priority across all age groups. Clubs were initially formed to connect people, and while club and amenity accessibility is a top desire, it is fundamentally built upon the desire to connect with others and engage in activities with like-minded individuals.
Technology simplifies this process by facilitating group activities, such as allowing members to add other members and guests to their bookings.
Another crucial area is events. Clubs regularly organize social events to foster a sense of community, and technology has made managing these events easier than ever. Clubs can now use event management solutions to handle the entire process, and members can view event details and register online through their club’s website or mobile app. This seamless integration of technology enhances the social experience, helping members build and maintain meaningful connections within the club.
VERDICT
Members prioritize emotional connection over other values, including the frequently emphasized cost-benefit analysis. Emotional connection is cultivated through personalized services and communications, exceptional quality of service and experience, and robust social support by fostering communities and facilitating group activities.
While price will always be a consideration, clubs that emphasize emotional and quality value to their members will shift the conversation around cost. Members are driven by the desire to access amenities and services and to be part of a club with the right culture.
Younger members, in particular, place higher importance on various club areas and are willing to invest more for an elevated experience, as they plan to use the facilities more extensively than their seasoned counterparts. By leveraging technology, clubs can effectively enhance these aspects, creating a stronger emotional bond with their members and influencing long-term satisfaction and loyalty. BR
Congratulations
MOVERS & SHAKERS
BOARDROOM magazine is promoting advancement in the club industry via its Movers and Shakers section on the website.
This section pays tribute to new placements and advancement for club executives and staff.
In addition to announcements on social media and on the website, these posts are shared through bi-weekly and monthly emails. Scan
GREEN COMMITTEE
MIKE STRAUSS
GCSAA Conference and Trade Show Offers Opportunities to Learn and Grow
The GCSAA Conference and Trade Show provides superintendents, assistants and equipment managers with the tools to improve your golf courses.
Making the golf experience the best it can be for your customers is always a goal for owners of golf facilities. Studies have shown that golfers consider the condition of the course to be the main factor in their enjoyment of a round of golf.
The GCSAA Conference and Trade Show allows golf course superintendents, assistant superintendents and equipment managers to convene at the profession’s largest event to learn about the latest technologies, products and services to make your golf courses more sustainable and improve course conditions.
The upcoming annual gathering will occur Feb. 3-6, 2025, in San Diego, CA. The educational opportunities and connections attendees make at the GCSAA Conference and Trade Show provide them with a valuable investment in their professional growth and development, which, in turn, benefits your facilities and club members.
The 2024 event, which took place in Phoenix, AZ, boasted nearly 11,000 attendees and 470 exhibitors. The show is produced by GCSAA and its presenting partners: the Golf Course Builders Association of America, the United States Golf Association and the American Society of Golf Course Architects.
Your superintendents, assistant superintendents and equipment managers will learn from industry experts in a number of areas. Some of the benefits the men and women who manage your largest asset gain at the conference include:
Professional development: The educational opportunities include specialized education and diverse offerings beyond traditional classroom settings with interactive facility tours at golf courses in the area. Seminars taught by industry experts cover the latest trends, research and best practices in turf management and help keep superintendents up to date on advancements in the industry.
Industry innovations: Exhibitors share the latest products, technologies and services that can improve golf course management and equip your superintendents with the tools needed to be more efficient and effective when bettering your golf facilities’ sustainability and course conditions.
Networking: The GCSAA Conference and Trade Show brings together professionals from all over the world. Collaborating, sharing knowledge and building relationships helps superintendents understand what has and hasn’t worked at other clubs before you invest time and money into a new product or project. These relationships have the potential to pay dividends for years to come.
Growing the game and the profession: The knowledge attendees gain at the GCSAA Conference and Trade Show can help improve golf course conditions and help ensure your club’s future. Information on workforce development and programs like GCSAA’s First Green STEAM education can build your team and club membership.
Registration for the GCSAA Conference and Trade Show is open at gcsaaconference.com/registration BR
Mike Strauss is GCSAA’s media relations manager.
DAVE DOHERTY
Dave Doherty is CEO and founder of the International Sports Turf Research Center, Inc. (ISTRC) and holds three patents regarding the testing of sand- and soil-based greens. He can be reached at (913) 706-6635 or via email: daveistrc@hotmail.com www.davedohertyistrc.com
You Can Always Find Someone To Agree With You
So Do Rock the Boat
A good friend of mine, a gentleman I’ve worked with for many years, recently agreed to a five-year contract as the director of golf at a prestigious Southeast Florida golf course.
My friend is leaving a very successful business that he has built up over the years due in part to his wife’s health condition and his age. His travel involving trips out of the country, planes, rental cars and hotels gets a little old when one is in his early 60s.
When we first met and started working together years ago, he was the director of golf operations at one of the country’s leading and best-known golf courses.
My friend’s new course, built in the mid-’80s, has twoyear-old greens that are not performing well. There have been two superintendents in those two years.
When the decision was made to rebuild the greens, the board apparently was told that the greens would not need to be aerified or require any other disruptive agricultural practices because they were being built to USGA specifications/ recommendations.
What a shame that this type of nonsense is regularly circulated for someone to make a buck, and with total disregard for the future of the course. I expect my friend will bring the greens around, and in a year or so, they will be what the members had expected in the first place.
None of us in the industry enjoy disruptive procedures, and if we look deep enough and long enough, we can find false information stating that disruptive procedures are not necessary on greens built to USGA specifications.
A quick check with the USGA Green Section would have provided the board information that all greens need maintenance performed on them whether or not they are built to USGA specifications/recommendations. This club’s board members found someone who told them what they wanted to hear and they went with it.
It seems the individuals who questioned this unlikely utopia were told that they were being overly cautious and delaying the rebuilding process. Don’t rock the boat, they were told.
Recently, an ISTRC associate and I attended a meeting at a golf course to discuss specification details that needed to be placed in the bid document to start the bid process of rebuilding 18 greens.
An architect whom I have worked with on other golf course projects over the years presented an initial routing plan to the committee for review and to get an idea of what could be done within the boundaries of the project’s approved funds.
Questions were asked and issues discussed, and although the answers were not always what the course representatives wanted to hear, honest answers were based on many years of experience.
The architect and his partner, who have over 50 years of experience between them and tremendous reputations, explained the reasons for each detail in the routing plan they were proposing.
An ISTRC associate recognized as one of the country’s leading authorities on green mixes, bunker materials and drainage also attended the meeting. Our group speaking to this club represented over 150 years of experience in the field, in real life and in the real world.
Player safety, drainage, turf type, greens mix, bunker sands, gravel layer (USGA) or no drainage gravel (California) were among the matters we discussed, and last but not least, it was explained that maintenance would be involved and required to maintain the new greens.
If it sounds too good to be true, it normally is. Take your time and do your homework before investing in a rebuild project. Do not rely on just the one source that gives you the answers you want to hear. Rock the hell out of the boat. BR
MEMBERSHIP COMMITTEE
SUSAN GREENE
Susan Greene is the general manager/COO of Waterlefe Golf and River Club, MPOA. She is a member of CMAA’s corporate relations committee, past national president of PCMA, past regional education chair, licensed community association manager and real estate professional. She can be reached at gm@waterlefefl.com
The Innovation of Club Communication Digging Deeper into Facebook with Groups
Regardless of the industry, real success for an organization requires recognizing change within the customer base and a willingness to stay relevant by boldly embracing innovation and continuously adapting.
In the private club industry, however, maintaining some tradition is essential; offering premium service and exclusivity to members is always in style.
Younger members bring new interests, backgrounds, preferences and expectations. Among the most important (and often overlooked) services a club offers to members of all ages is excellent communication. From dining opportunities to important policy changes, members will always demand accuracy, clarity, personalization and convenient, timely delivery.
Clubs relying solely on classic communication methods like paper snail mail, email, a website and traditional newsletters to get the word out about club-related things may be at risk of being left in the dust. Is your club hitting the mark in the eyes of the next generation of members?
There’s no denying the younger population leans more toward social media than ever as its primary and preferred source of information. The biggest reason for the shift? It’s easy and it’s instant. Everything is in one place, it’s shareable and stimulating (fun). It’s a one-stop shop for younger people, whether they are having private chat conversations; sharing photos or stories with friends and loved ones; finding opportunities to shop, dine, and be entertained; or staying informed about important local and global news and information.
Social media is not just a trend – it’s life and here to stay. As leaders in the private club industry, we must recognize this fact and embrace social media as an added, regular form of club communication (premium service) for members.
How can we innovate and offer our members a more exclusive, elevated Facebook (and overall communications) experience? Facebook groups.
In addition to being free, the benefits of Facebook groups are many:
1. Exclusivity: Unlike a public business page (much like a website), Facebook groups have a members-only audience and can be created and managed by multiple departments or individuals. Members benefit from having an additional (and likely preferred) digital platform to receive club-related information.
2. Timing: Many social media users set up and receive targeted notifications on their mobile devices and check these platforms regularly. Automated notifications go out as soon as content is posted, making it the fastest way to get news out and notify members who are Facebook users and members of your Facebook group.
3. Targeting: If each club department has a group, content can be separated and delivered accordingly. Furthermore, members can choose to join only the groups with information and topics they want to see or engage with most. Even social clubs within your club can use Facebook groups to build their following, manage their content, and keep their following informed about their specific content – without having to build and manage a website or take up the time and resources of the club communications staff.
4. Direct staff communication: Staff/group admins may offer the ability for group members to communicate directly with them via comments, private messages or live chat. While this feature is not feasible at all clubs due to staff limitations or policies, bear in mind that future members will request and eventually expect this option from the best clubs (and any business).
5. Versatility of content: Facebook’s platform is one of the best for business. It allows admins to post content from different media types (video, static images, text only, links) and in various sizes and shapes. The possibilities are endless, from sharing an event flyer to a document to a website link.
6. User-friendly, intuitive tools: Group administrators can be many and have full control over security, content and how members can engage (if at all).
7. Analytics: When setting up a group, admins can add qualifying questions before they accept members. They can gather data about your members that may not have been captured during onboarding. Admins can also use analytics tools to learn more about what members engaged with most and tailor future content to those preferences.
8. Social engagement: A group is a great way to show the more social side of your club and staff – a place to share news, events and photos of happenings around the club. Depending on the security settings, members can engage more informally and directly with the club (or a certain staff member/admin/department) via comments, sharing photos, private messages or chats. It all makes cents to me. BR
HENRY DELOZIER
Henry DeLozier is a partner at GGA Partners. He can be reached via at henry.delozier@ggapartners.com
EXCELLENCE IN CLUB GOVERNANCE
Dealing with Transparency…Transparently
Transparency seems to be the word of our times as private club members call for greater openness from their clubs’ servant leaders. Linda Dillenbeck, communications expert and a director at GGA Partners, observes, “Most club boards communicate too much and not enough. They are too frequent with club communications that are irrelevant while not drawing attention to ‘must-know’ information.”
When calling for transparency from their boards, what do members want?
1. Accountability: Club members want to know and see that their board members are doing what they said they would do. Based on observations from many private club members’ focus groups, club members believe that their board members forget their friends and fellow members throughout the decision-making process. If they only knew how board members obsess over what fellow members will say and think of them. What should club boards do? Acknowledge through your actions that you recognize your role and responsibilities as servant leaders. Cross-reference board decisions to member feedback through member surveys. Note the proportion of members who agree and disagree with board decisions… support board decisions with data. There will always be differences of opinion in clubs. Tell members where their viewpoint falls statistically while noting that the board must be true to the majority of members.
2. Understanding: Until they are a part of club decision-making, most club members do not know what factors contribute to board decisions … they lack understanding. What should club boards do? Recognize the lack of understanding and do something about it. Focus group members often reveal that (a) they do not understand their club’s business model; (b) they react to random social media messaging generated by ill-informed fellow members or other members who choose to be bad actors at the club; and (c) they are desperately eager to know what the board plans and the board’s underlying reasoning.
Three tactics that boards can use to help ordinary members better understand their clubs:
• Conduct regular in-person information meetings with members. Not necessarily town halls as much
as small group discussions with the ladies’ golf association; the nine-holers; the men’s golf association; the tennis, paddleball and pickleball members; the card groups; and the hiking club. Widespread engagement is the key to enabling club members to truly understand how and why certain board decisions are being made.
Even those members who disagree can come to understand more of how the board makes decisions.
• Brand club communications to help members know which messages are considered to be “board messages.” Members complain that “the board hides information in plain sight” by inundating members with too many emails. These unhappy members contend that their board intentionally communicates poorly.
• Communicate directly with members. Think of Franklin Roosevelt’s “fireside chats” during the Great Depression. He spoke directly to his fellow citizens in a one-way format. Today’s boards can do the same using video technologies to deliver brief key messages that club members can easily receive on hand-held devices in their own time of choosing. These two-to four-minute recordings can address specific topics, issues and concerns in a timely and personal manner.
3. Kinship: The sense of belonging is of great importance to club members. They want to be assured and reassured through the board’s actions and communications that they belong. Implied in the sense of belonging is that one is respected enough to receive well-considered information in a constructive, timely and responsible manner.
Admired New York retailer Sy Syms is famously quoted for his knowledge of the mindset of his customers and wanted most of all to inform his clients what value they were paying for. Syms helped his customers feel they belonged to an exclusive group. He educated them about the manufacture and value characteristics of the garments he
Governing Effectively
Three Facts Board Members Should Know
Most private club board members are competent and well-intentioned. Most can be more effective servant leaders if they remember three simple facts.
1. Club boardrooms leak like sieves. There is seldom reliable confidentiality. People bound by strict confidentiality codes at work forget those codes at their clubs. For the love of Mike, it’s just a club already!
Three examples:
• The board member texts friends and fellow members in the bar while the board is making key budget decisions about member dues.
Pricing and data-driven decision-making are elemental in corporate boardrooms, and board members would not think of leaking key information.
• The board member tells her golfing partners about a fellow member who was suspended for inappropriately touching a staff member … names included.
Sound corporate governance requires disciplinary matters to be handled discreetly and confidentially.
• The board member tells his business partners about the club’s financial condition and the possibility of acquiring club property on a favorable/advantageous basis.
In addition to avoiding conflicts of interest, confidentiality is essential to board management of financial matters and concerns.
What factors contribute to such a laissez-faire approach to boardroom confidentiality?
Boards reflect the attitudes of leadership. Fellow members watch board conduct and draw conclusions about individual board members and the board itself.
2. Capital projects routinely come in late and are over budget. How could they not when amateurs administer them? These board members are responsible, intelligent people, and usually professionals in their fields. However, private club
board members rarely have adequate experience in construction management, golf course design or kitchen layouts. They do their best and try to get things right.
Nonetheless, club leaders planning major capital investment projects seldom are experts in the required professional disciplines.
Steps to take when planning a major project:
• Experience matters. Call members of your club who are construction and planning professionals. If you have none, contact professional project managers and authorize them to make budget-based decisions.
• Financial planning is essential. Remember the adage that one should measure twice and cut once. Build a bona fide project plan that correlates incremental costs to each plan component and requires timely progress updates. If the project falls behind or is over budget, advise the board and members early and often.
• Communicate. Communicate. Communicate. Outbound communications to members are essential for success. To keep members informed:
• Conduct in-process “tours” of the project area where the construction and design professionals can tell small groups of members what is being done and how the project is progressing.
• Formalize a members-only site within the club’s website where members can find the plans and regular updates. Add an FAQ section to address members’ questions and concerns.
3. Board training is inadequate. Board training in too many clubs is either an informal, learn-on-the-fly process; or a highly prescriptive data dump through which new board members receive several hundred pages of budget and strategic plan materials, bylaws, board policies manual and club rules. As a result, new board members rely on past career experience or step into the boardroom overwhelmed from the outset.
HENRY DELOZIER
Henry DeLozier is a partner at GGA Partners. He can be reached via at henry.delozier@ggapartners.com
This approach leads to a witches’ brew of too much and not enough information that new board members can seldom use. They fall back on their personality traits to overstep or shrink away from the board table. Each option renders them ineffective for half a year or more.
Key steps for board training:
• Be intentional. Provide new board members with a beginner’s understanding of what the board does and does not do. Explain the internal board dynamics – even down to who sits where.
Then, provide new board members with the information they may want and need, including the club’s strategic plan, board policy manual and budget.
The new club governance handbook, endorsed by the Club Management Association of America and the National Club Association, should be a trusted part of the training curriculum.
• Be inclusive. See that new board members meet with key staff members and fellow board members one-on-one to enable open and genuine exchanges of “must-know” topics.
• Be prepared. Coaching and open Q&A sessions help new board members understand the board, and provide sitting board members with points of emphasis and importance new board members bring to the boardroom.
Effective club leadership and board service are improved with open and well-informed discussion and information sharing. Your club can use these common shortcomings to improve its governance standards and moral authority. BR
from Excellence in Club Governance | 97
sold. Syms said, “An educated consumer is our best customer.”
Club members respond favorably when their boards provide appropriate information to help them become good, engaged and supportive.
What should club boards do? Organize the club’s communications to ensure members receive the respect of belonging.
• Educate members by sharing key information points that contribute to board decision-making.
• Inform club members of topics on which the board will not be transparent, such as employee compensation, disciplinary matters and strategic initiatives. Being “transparent” does not mean that boards and board members should disclose confidential information, which, in some cases, is legally protected.
Transparent leadership is at the heart of servant leadership. Putting fellow members’ needs first shows that the board is truly dedicated to being held accountable, expanding understanding for fellow members and fostering a shared sense of belonging. BR
TRIBAL
The Big Five A Survivor’s Guide
Wanting to survive
Gregg Patterson is founder and president of Tribal Magic. He can be reached via email: GJPAir@aol.com
Every GM/COO wants a great working relationship with the board of directors, every board wants a great working relationship with the GM/COO, and the membership wants the GM/COO and the board to be in alignment, doing what needs to be done to ensure a successful club culture.
Every manager who’s survived and thrived at a given club has distilled their manager-board success into a few pithy principles. These “templates of success,” born of experience, are hugely valuable nuggets of managerial gold filled with insights and behaviors worth pondering and pursuing.
Consider the following Big Five as a “Survivor’s Guide” to successful manager-board relationships.
1. “In your lane” two-way mentoring
In club governance, there are three lanes: advisory (the committees), policy (the board) and administration (the GM).
The role of each is clearly defined. Committees advise, the board decides and the GM executes board policies.
The Demon in this governance model is The Evil One— Lane Creep.
Committee Creep occurs when a committee thinks it decides policy and dictates execution. Board Creep occurs when the board micromanages the GM and dictates the procedures that execute board policies. GM Creep occurs when the GM/ COO discounts and denigrates committee insights and advice and acts in a way that is inconsistent with board policy.
Lane Creep is diminished when two-way mentoring occurs—when advice and insight are given and accepted while the decision about “what’s done” is left to the person being mentored. Each branch of governance gives and accepts advice from the others. The manager mentors and accepts mentoring from the board and the committees. The board mentors and accepts mentoring from the GM, and both the board and the GM mentor and accept mentoring from the committees.
Avoiding Lane Creep and accepting the need for mentoring ensure managerial longevity and good governance.
2. Conscious cultivation
Good governance doesn’t “just happen.” Good governance is consciously cultivated and guided by the GM/COO. Talented members must be targeted and developed long before
they arrive on the board of directors. A process is needed to ensure that educated, experienced and balanced members are chosen for board service.
First, managers need to work with the board to enlarge the talent pool and educate the general membership about the big issues and the little issues impacting the club culture. Transparency is needed and constant communication—in writing, with podcasts and videos, and in member forums—is a must-do.
Secondly, the board/manager team needs to template The Good Committee Member—talent, experience, collegiality, interest, commitment and a collaborative mindset.
Thirdly, experienced past board members—The Scouts— should work with the manager to identify members with an “upside potential” for governance.
Fourth, members with upside potential should be selected for committee service, receive a basic start-of-the-year governance orientation and be given assignments. Their in-committee performance should be observed and their strengths, weaknesses and “suitability” for service recorded for future reference.
Fifth, “targeted” members who’ve performed well on their first committee should be assigned to other committees in future years—ideally, participating in at least two other committees to capture a complete understanding of club issues and governance. They should continue their cultivation with the annual governance orientation and assignments all the while observing and recording their strengths and weaknesses in the “committee service” database.
Sixth, after serving on several different committees, those who have been cultivated and tested, who have the talent needed by the board at that time, are selected. These freshman board members are then given their first comprehensive board governance orientation and assigned a committee. Their performance is observed to determine if they have the potential for service as board president in the future.
Seventh, and lastly, board “graduates” become Scouts and identify talent within the member talent pool for the future.
Well-cultivated members contribute to a successful manager-board relationship.
3. Cultural alignment
Every club is a culture with distinctive values requiring manager-board alignment to be long-term, big-time successful.
GREGG PATTERSON
Every club culture can be broken down into analyzeable pieces. Each piece requires manager-board alignment.
“Vision agreement” is needed as to the club’s why, its reason for being; its governance structure (role of the board, committees and the GM); the goods, services and programs appropriate to that culture; the type of facilities needed to deliver those goods, services and programs; the aesthetics of those facilities; the finances needed to fund the present and the future; the symbols of the culture used to market the culture; the type of communications used and the level of transparency provided when communicating; the staff who were selected and retained; and the type of members appropriate to that culture.
Values alignment and vision agreement will help manager/board relationships flourish.
4. Political fluency
The board and the GM need to appreciate and master the art of politics—the art of decision-making when there are conflicting opinions about the decisions to be made.
The “politically knowing” have a clarity of goals; appreciate the “spectrum of the acceptable” in pursuit of those goals; know who the influencers and the deciders are among the members and the staff; and prepare for “encounters” with the unknowing and the unconvinced by doing their homework.
They know and have mastered the people skills necessary for doing The Encounter correctly; follow up The Encounter with soothing and affirming communications; and debrief those encounters and decisions, identify the facts, ideas and behaviors of note, and inventory those insights into an Idea Bank for future retrieval and use.
Long-serving managers must be politically astute when dealing with the board and the membership—and the board must be politically astute when dealing with the manager.
5. Followership
The manager and the board need to master and appreciate the power of followership before they lead staff or members to The Promised Land. Successful managers know how to follow the board, and successful boards know how to follow members’ needs, wants and expectations.
Managers who do followership right, who are beloved because they “follow well,” have a global understanding of clubs and clubdom; are “deep generalists,” familiar with and interested in all the bits and pieces of club operations; are deep specialists in an operational something; are networkers within and outside the club; and are stimulators of those they follow.
They are the “doers of choice” when things need doing; are the trumpet of the board’s vision to members and staff; are the ears for the board, the committees, the staff and the members, hearing what’s being said and letting others know what got said; and are the “loyal opposition,” the “breakers of the mirror,” who’ll tell the truth graciously to the leaders.
Managers who are good followers of the board survive and thrive.
Template The Biggies
Managers who have survived and thrived have a list of “must-dos” to ensure successful manager-board relations. All are worth knowing, all are worth considering.
Talk to The Successful. Write down their principles. Ponder their practices. Compare and contrast theirs to this survivor’s Big Five.
Create your own template of principles and practices for a successful manager-board relationship.
Do what’s needed to survive and thrive.
And enjoy the journey. BR
BOARDROOM PERSPECTIVES
General Managers
Stuck
in the Middle
The general manager at a country club often goes unnoticed.
GORDON WELCH
Gordon Welch, president of the Association of Private Club Directors, has over 20 years of experience in private clubs and 12 years of experience as an association executive and registered lobbyist. For more information or to discuss your orientation, you can reach me at gordon@boardroominstitute.com or (918) 914-9050
This role may seem like a position of power and privilege, but the GM walks a tightrope between the competing interests of members, boards, staff and vendors.
MEMBERS VERSUS BOARD: NAVIGATING CHOPPY WATERS
Country club members are the lifeblood of these establishments. They pay hefty fees to access exclusive amenities and expect an excellent experience. However, pleasing every member is impossible. Some members prefer traditional values while others enjoy modern amenities. Balancing diverse preferences while ensuring the club remains financially sustainable is where the GM’s expertise is put to the test.
Moreover, the board, comprised of influential members, often has an agenda. Board members may push for changes at odds with member expectations or have financial implications the GM must navigate carefully. This constant juggling act requires diplomacy and the ability to foresee and mitigate conflicts before they escalate.
A prime example is the decision to renovate the clubhouse. While some members may be thrilled with new facilities, others may balk at the cost or the inconvenience of construction. The board may be split on the issue, leaving the GM to mediate, present viable options and, ultimately, steer the club through the decision-making process with as little friction as possible.
LEADING THE TROOPS
Behind the polished façade of a country club lies a team of staff, from chefs and servers to groundskeepers and administrative personnel. Managing this diverse workforce requires more than organizational skills; it demands empathy, leadership and a knack for conflict resolution.
Staff morale is crucial for maintaining high service standards, yet it can easily be eroded by long hours, demanding members and internal politics. The GM fosters a positive work environment while ensuring the club runs smoothly.
For instance, during peak season, the pressure on staff can be intense. A GM must recognize when the team needs support, whether it’s additional temporary hires, extra breaks or a listening ear. By building a rapport with staff and understanding staff needs, the GM can preemptively address issues that might otherwise lead to burnout or high turnover rates.
VENDORS AND SUPPLIERS:
WALKING THE TIGHTROPE OF NEGOTIATION
Vendors and suppliers are essential partners in the smooth functioning of a country club. However, the GM must balance quality with cost-effectiveness. Negotiating contracts, managing inventory and ensuring timely deliveries all fall under the GM’s oversight.
Maintaining good relationships with vendors and suppliers is crucial, as they can make or break the club’s reputation. Yet, the GM must be prepared to take a firm stance when necessary, ensuring that the club gets the best deal without compromising quality. This requires a mix of savvy negotiation skills and a deep understanding of the club’s needs.
Consider the long-time supplier who starts to falter with deliveries, affecting the quality of service. The GM must decide whether to continue the relationship, renegotiate terms or find a new supplier. This decision impacts the club’s operations, financial health and member experience.
THE PRESSURE COOKER: CHALLENGES AND REWARDS
With many stakeholders to please and many hats to wear, a country club GM leads a challenging life. The pressure to maintain high standards, keep everyone happy and navigate complex interpersonal dynamics can be overwhelming. Burnout is a real risk, as the demands of the job often spill over into personal time.
Yet, for those who thrive in this environment, the rewards can be immense. The satisfaction of seeing members enjoy the facilities, the camaraderie of collaborating with a dedicated team and the sense of accomplishment when overcoming challenges make this role fulfilling. In a particularly challenging year, a successful GM might navigate a major renovation, manage multiple staff issues and renegotiate key vendor contracts, all while keeping member satisfaction high. The sense of achievement can be profound and is a testament to the multifaceted skills required.
THE UNSUNG HEROES
The general manager, an unsung hero, works tirelessly behind the scenes to keep the wheels turning smoothly. Stuck in the middle between members and boards, staff and vendors, the general manager walks a tightrope of competing interests, striving to strike the right balance. Next time you raise a toast at your country club, take a moment to appreciate your GM for ensuring that the club remains a place of luxury and leisure for generations to come. BR
JONAS CLUB SOFTWARE | WWW.JONASCLUB.COM ADAM GIBSON, GENERAL MANAGER
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
Today, the evolution of integrated club management systems is enhancing operations across every area of a club. Starting from core accounting software that offers actionable insights and analytics that inform decision-making, technology is making a significant impact.
Robust communication tools improve member engagement, while cybersecurity measures are increasingly vital as clubs handle sensitive information. Fitness and athletics technology, too, is evolving to provide personalized experiences in the palm of members.
The goal is to create a cohesive ecosystem where these tools work together, enabling clubs to adapt to changing needs while ensuring stability and reliability for both staff and members.
Q: What do you see as significant technological trends?
One trend I find noteworthy is the thoughtful integration of established technologies rather than simply chasing the latest fads – whether that’s AI or otherwise. Clubs increasingly recognize the importance of data-driven decisionmaking and predictive analytics to better understand member needs and find insights in their operations.
Highly sensitive member, staff and financial data flows through many of these applications – so information and cybersecurity remain an absolute top priority.
The focus should be on how these technologies can enhance hospitality and operational efficiency rather than adopting them for trend’s sake. It’s about finding the right balance between innovation and the core values of service and community that define private clubs.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
Technological change doesn’t have to be disruptive if approached thoughtfully and if driven by strong champions within the club and member base. Many clubs can integrate new technologies into their existing operations without major upheaval.
The key lies in selecting flexible, scalable solutions that can evolve alongside the club’s needs. It’s encouraging to see clubs embracing gradual changes that enhance their operations while maintaining the essence of their service. By focusing on a stable foundation, clubs can adopt innovations at a comfortable pace, ensuring they enhance member experiences without compromising the quality of service they provide.
Q: Is there one aspect of technology that has a greater impact than others?
Mobile experiences have significantly impacted the member and club experience in recent years. However, I believe integrated data management
and analytics will have a particularly profound impact on club operations. By centralizing data, clubs can gain valuable insights into member preferences and behaviors, which can inform everything from service delivery to event planning. This technology enables clubs to optimize resources and anticipate member needs more effectively. As more of our clubs evolve to hosted solutions, managing data securely and efficiently becomes even more crucial. Ultimately, it’s about using data to enhance the member experience while ensuring operational excellence.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
Technology has a transformative impact on private clubs and their members. It streamlines operations, allowing staff to dedicate more time to personalized service.
Members benefit from greater convenience, whether through mobile apps for bookings or tailored communications that enhance their engagement. Integrated fitness technology helps members track their wellness goals, while data analytics empower clubs to anticipate and meet their needs proactively.
Importantly, robust cybersecurity measures ensure that member data remains protected. Ultimately, technology fosters a more efficient, engaging, and secure club environment, enriching the overall member experience and reinforcing the community aspect that clubs cherish.
Q: What does this mean for a company like yours?
For Jonas, the evolving tech landscape presents both challenges and opportunities. We’re intensely focused on improving our offerings in partnership with clients while ensuring they align with their changing needs.
As a new GM, I am thrilled to see the care our team shares for clients and the passion I see every day to push ourselves to be better tech and business partners to clubs.
Our goal is to provide solutions that genuinely enhance operations and member experience—helping clubs navigate major technological change, making many hundreds of enhancements based on feedback, or finding brand new ways to prioritize their unique operational needs and member satisfaction.
Other thoughts and opinions
In the rush to adopt new technologies, it’s essential to remember the core mission of private clubs: Delivering exceptional hospitality and service. Technology should enhance these goals rather than distract from them. Clubs should focus on reliable, proven solutions that integrate smoothly with their existing systems –while helping them push forward their agenda to run a better club, empower their staff, and deliver unforgettable member experiences. BR
NORTHSTAR TECHNOLOGIES | GLOBALNORTHSTAR.COM
PRASAD SURYADEVARA, CEO
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
Security and communications are the two important areas of technology for the clubs. Clubs typically have high net worth members, and privacy and having their data secure is very important.
Communication is the other area that can significantly benefit private clubs in various ways, enhancing internal operations and Member Engagement. Clubs are in the business of providing exceptional service to the members. Communication plays a crucial role in that. That can include sending personalized messages and invitations based on member preferences and behaviors, planning and promoting events, managing RSVPs and sending reminders, making it easier to keep members informed and engaged.
But it goes beyond that to things like when members make reservations, sending them reminders about the reservation. And then automating the communication to connect with members – even after hours – whether through the website, the app, automated text messages, or emails.
Q: What do you see as significant technological trends?
AI is making its way to the club industry and will significantly impact how members are serviced. Generative AI can transform service models while boosting efficiency.
It can analyze member data to offer personalized recommendations for events, services, or amenities based on individual preferences and past behaviors.
AI-powered chatbots or virtual assistants can handle member inquiries 24/7, providing instant responses to common questions, booking requests, or service issues. It can also analyze member data to identify trends and patterns, which can influence strategic decisions, such as which events are most popular or what new services might attract more members.
The question becomes how we use the technology to make the experience even better for the members by giving them the ability to interact with the club using natural language. For example, imagine a member using the technology to ask what morning slots are available to play golf. The system would connect with the golf module and find all the availabilities.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
I don’t think the technological change is disruptive. It’s just a natural progression. Clubs need to invest in comprehensive training for staff
and provide resources or support for members to ensure a smooth transition. By carefully planning and managing the integration process, private clubs can leverage technological advancements to enhance their operations and member experiences while minimizing potential disruptions.
Q: Is there one aspect of technology that has a greater impact than others?
Ongoing innovations. For example, the kitchen display system did not exist in the club industry until we introduced it. Before, there was just a point-of-sale system that would print tickets to multiple printers in the kitchen. That is now replaced with one big console and a system that organizes the kitchen workflow, improves order times and improves communication between the front and back of the house.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
Technology plays a crucial role in enhancing communication between club management and members. Through solutions like mobile apps, clubs can provide real-time updates on events, streamline reservation processes, manage memberships, enable mobile check-ins, offer digital access to amenities and facilitate easy payment processing. Additionally, tools like Business Intelligence help clubs gain insights into members’ preferences and behaviors, allowing for personalized experiences that boost member satisfaction. In a challenging labor market, technology also empowers members to conveniently reserve tables, book facilities and access services without needing to visit the club in person or make phone calls.
Q: What does this mean for a company like yours?
It’s an opportunity. As long as we are providing continuous enhancements and upgrades that improve the way the club is doing its daily business, there is an opportunity for us to grow further and further. We live in the world of interconnectedness. Any tech in isolation will not provide the value that can help businesses grow, scale and serve their customers better. Clubs are no different and this is why Northstar’s mantra is to provide best-of-the-breed solutions working in synergy. BR
SURVEY & BALLOT SYSTEMS (SBS) SURVEYANDBALLOTSYSTEMS.COM
HANNAH SEELEY, MARKETING STRATEGIST
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
Technology is transforming clubs in numerous ways, enhancing the member experience and operational efficiency. Member engagement technologies, like our online voting solution, enable clubs to involve members in decision-making from anywhere, fostering greater participation and stronger connections.
Additionally, advanced data analytics, such as insights into voting preferences, and robust cybersecurity features, like single sign-on, help clubs personalize services while protecting member information. These technologies collectively create a more streamlined, secure, and satisfying member experience.
Q: What do you see as significant technological trends?
Clubs are increasingly embracing technology to enhance governance and member engagement. We’re seeing more frequent member surveys on various aspects of club life, digital applications for board positions and the growing adoption of online voting options.
Beyond governance, clubs are deeply integrated with technology for reservations, tee times, membership applications, fee collection. The club industry is becoming increasingly tech-savvy and this immersion in technology is only expected to continue, driving further innovation in how clubs operate and connect with their members.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
While technological change can be disruptive, clubs can integrate new solutions smoothly by choosing adaptable and user-friendly platforms. Our online voting tool, for instance, seamlessly integrates with existing systems, providing secure and efficient election management without major disruptions.
The key is selecting technology that enhances operations and aligns with clubs’ specific needs, making change a positive and manageable process.
Q: Is there one aspect of technology that has a greater impact than others?
Data security is paramount, especially as clubs handle increasing amounts of sensitive member information. Ensuring that this data is protected is critical for maintaining member trust. Our solutions offer multiple layers of security, including encryption and user access controls, to protect voting data and member information. This focus on security significantly impacts the integrity of the voting process and reinforces confidence in the club’s governance.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
Advanced technology enhances the member experience by making club interactions more convenient, secure, and personalized. Online voting solutions, for example, enable members to participate from anywhere at any time. By ensuring that voting is accessible and secure, technology strengthens the sense of community and inclusivity, making members feel valued and connected to the club.
Q: What does this mean for a company like yours?
For SBS, these technological advancements present an opportunity to redefine how we support clubs in their governance processes.
By incorporating technologies like single sign-on, auto login links, QR codes and text message voting reminders, we emphasize our commitment to making voting more accessible and user-friendly. Our ongoing evolution of solutions aims to remove ballot access barriers and enhance the member experience, positioning us not just as a service provider but as a true governance partner.
Leveraging technology enables us to better support clubs - from introducing the idea of online voting to boards to election analytics for improved targeted communication and engagement strategies. As more and more clubs turn to online voting, we are ready to provide our 30-plus years of expertise, industry-leading technology and dedicated support to ensure a successful voting process.
Other thoughts and opinions: Adopting new technologies is vital for clubs to improve operations and member experiences. Secure election processes, tailored services, and accessible voting options are crucial to fostering a healthy, engaged club community. BR
WHOOSH | WHOOSH.IO COLIN READ, CEO AND CO-FOUNDER
WHOOSH | WHOOSH.IO
SCOTT PEPER, CTO AND CO-FOUNDER
Q: What technology is making clubs better…from accounting software, fitness, data, communications, cybersecurity, health and fitness?
Colin – Private club technology is experiencing a gradual shift towards data-driven decision-making, seamless integrations and enhanced member experiences. While cloud-based, mobile-friendly platforms that do the above are becoming more common, the private club space has been slower to adopt new technologies compared to other industries and seems resistant to change.
Integrating the existing software systems can lead to better data management, increased staff efficiency and a superior member experience! To advance technologically, clubs must demand that legacy providers offer better integrations to match their workflows and evolving member needs. Clubs that embrace tech and innovation are reaping the benefits. With mobile apps and cloud-based systems, club staff now have real-time data sources and members have seamless solutions that align better with their daily technology interactions. These technologies fundamentally transform the club industry for staff and members and are driven by younger demographics coming into the sport and the demand for convenience in a post-pandemic world.
Alternative golf (e.g., simulators, connected ranges, etc.) has also seen major improvements, giving clubs that add these amenities greater revenue potential during the green-grass off-season. This strategic move enhances the club’s year-round appeal and provides members with experiences that keep them on-site.
Q: What do you see as significant technological trends?
Scott – A significant technological trend in the private club industry is the shift towards modern software solutions, like those offered by Whoosh, prioritizing cloud-based, mobile-centric platforms that integrate seamlessly with existing systems. This shift enables more efficient operations by ensuring all systems talk to each other and leads to more data-driven business decisions.
Then, with connected platforms comes the ability to leverage artificial intelligence (AI) – a tech trend that’s top of mind for many, even outside golf. AI requires robust and reliable data, which are currently hindered in the private club space by data silos, lack of integrations and manual data entry. To fully leverage AI’s efficiency, the industry should foster a more open and innovative technological ecosystem.
Q: Is technological change today disruptive or can clubs comfortably integrate change into their existing technology?
Scott – Technological change in clubs doesn’t have to be disruptive if approached strategically. The key is to adopt solutions that integrate smoothly with existing systems and address industry-specific needs. For example, Whoosh offers a flexible and intuitive platform that seamlessly works with other top-tier technologies like Golf Genius, Pacesetter and Tagmarshal, already used at clubs.
Exploring new tools with minimal risk and our modular approach enables clubs to upgrade specific features or member apps without overhauling their entire CMS. This “crawl, walk, run” approach allows clubs to adopt new technology at their own pace, minimizing disruption while enhancing member experiences.
Q: Is there one aspect of technology that has a greater impact than others?
Scott – Technology creates a wealth of trackable data points, making data analytics a possibility for clubs that seek a better understanding of their members. By analyzing usage and booking patterns across all departments, clubs can tailor their offerings to increase member engagement. They can make more informed business decisions to improve the overall satisfaction of their members or customers and ensure their financial security.
Q: What is the impact of this tech on private clubs and the member experience? How does this improve the lives of your club’s members?
Colin – Technology transforms the member journey into an immersive experience that goes far beyond just booking a tee time. With modern websites, club applications, and personalized communications, your club’s hospitality can extend beyond the premises, providing members unparalleled convenience.
By making it easy for them to stay informed, sign up for events and remain engaged, technology enhances overall satisfaction and boosts retention. Technology also equips club operators with valuable data, enabling them to tailor experiences to each member’s unique preferences. Some examples:
• Clubs with scoring integrated into their websites/apps can share real-time tournament standings for those at home to view and engage with.
exclusive content. They also provide a platform for real-time communication and notifications, making it easier for members to stay connected with the club’s activities.
• Digital membership management: Many private clubs are adopting advanced membership management systems that streamline everything from onboarding and payments to event registration and communication. Platforms like Clubessential and Jonas Club Software offer integrated solutions that help manage member data, track preferences and facilitate engagement through user-friendly apps.
• Smart and sustainable clubhouses: Clubs are investing in smart technologies to enhance the clubhouse experience. This includes IoT (Internet of Things) devices for climate control, lighting and security, which can be controlled remotely or programmed for efficiency. Some clubs are also integrating advanced audio-visual systems for better event experiences and presentations.
• Enhanced security systems: Modern security technologies, such as biometric access controls (fingerprint or facial recognition) and advanced surveillance systems, are being implemented to ensure the safety and privacy of club members.
• Sustainability: Many clubs are adopting green technologies to reduce their environmental footprint. This includes energy-efficient systems, water-saving fixtures, and eco-friendly building materials. Some are also incorporating renewable energy sources like solar panels.
• Automated communication: Automated email marketing and messaging systems are being used to keep members informed about club news, events, and promotions. These systems can be programmed to send personalized messages based on member activity and preferences.
And, of course, there’s the expanding role of artificial intelligence, which is making significant inroads into the private club industry, transforming many aspects of club operations, members interactions as well as management, for example:
• Personalized member experiences: AI helps clubs offer more personalized experiences by analyzing member choices and preferences, past experiences and club interactions. This allows ASI to tailor services, events and dining options for members.
• Personalized customer service: We may not be fans of chatbots, virtual chats and assistants, but in reality, AI-powered chatbots and virtual assistants are used to handle member inquiries, manage reservations and provide real-time support. These AI tools can assist with booking tee times,
• Clubs without tee times can leverage data to assist in creating better pairings based on ability or pace of play, significantly increasing member enjoyment.
• Clubs with seasonal staff can use tools, like Whoosh, to access robust member information and profile photos, enabling staff to easily recognize/address members by name to create a more welcoming experience.
making dining reservations, and answering frequently asked questions, improving response times and service efficiency.
• Member engagement and retention: How often have membership directors and or general managers reviewed preferences and habits of members, especially those not using the club regularly, to ascertain how likely they are to leave the club?
Today, AI algorithms analyze member engagement data to identify patterns and potential issues. Clubs can use this information to implement targeted retention strategies, such as personalized outreach to members who may be less active or at risk of leaving.
• Predictive analytics: Just as the membership director and or the general manager using dated methods sought to predict member behavior, AI is now employed for predictive analytics to forecast member behavior and trends. Clubs can use this information to anticipate service peak times, plan staffing needs and tailor marketing strategies.
For example, AI algorithms can analyze member engagement data to identify patterns and potential issues. Clubs can use the information to implement targeted retention strategies by predicting which members are likely to engage in certain activities, be less active and at risk of leaving the club, or renew their memberships.
• Fraud detection and security: AI enhances security by analyzing transaction patterns to detect fraudulent activities. AI-powered surveillance systems can identify unusual behavior or potential security threats in real time. This contributes to a much safer environment for members.
• Dynamic pricing and revenue management: Dynamic pricing…two words few people want to hear, but dynamic pricing is a reality today. AI algorithms can assist in setting dynamic pricing for services such as dining reservations, golf tee times, or event spaces, most often based on demand. The more demand, the higher the prices. So, by analyzing demand patterns and member behavior, AI can optimize pricing strategies to maximize revenue.
Technological change can be disruptive, but with careful planning and managing the transition effectively, clubs can leverage these new technologies to enhance their operations and provide a superior member experience.
The member experience remains the cornerstone of a private club’s success. Clubs that excel in delivering what their members want while adapting to new trends will continue to thrive.
By appealing to younger generations through modern amenities, flexible membership options and a strong emphasis on community – the home away from home – and sustainability, private clubs will continue attracting new members while retaining their relevance. BR
Q: What does this mean for a company like yours?
Colin – Whoosh is positioned at the forefront of technological advancement in this industry. We continue to innovate and strive to push the boundaries of golf, ensuring the continued growth of the game.
We actively update our software to meet the evolving needs of clubs and their members to ensure what we’re offering is fresh, effective and developed with tangible use cases in mind. It’s easy to wish for better technology, but true progress in this industry will start with action. Remember, “We’ve been using this for 20 years” isn’t a strategy for growth. BR
This is your person and you have responsibility for them. If they make a mistake, they are not suddenly a bad person. Work on the action.
When we have built authentic connections, we can take off those masks with each other and set them aside. The psychological space between us is inherently safer and we can lay it all on the table without fear of negative ramifications.
Key No. 5: Put it to work
There are five key elements to consider when preparing for tough conversations with team members.
1. Empathy and understanding: Be sure to acknowledge their efforts and show understanding of the challenges they may be facing.
2. Open-ended questions: Ask them to explain their perspective and identify specific challenges.
3. Collaborate: Work together to identify strategies and solutions.
4. Support and resources: Offer support if needed, such as training; or adjustments in workload, even if temporary.
5. Goals and boundaries: Agree on clear, achievable goals with deadlines and planned check-ins.
EXAMPLE
“I think you know by now that we care about you and also achieving excellence in our department. We don’t want you to fail, and I’m going to be very frank in our conversation today. Our objective is to position you for a managerial role by next season.
from Publisher’s Perspective | 10
“Initially regarded as elite social hubs, clubs have transformed into multifaceted entities catering to diverse member interests. This shift has been driven by societal changes where exclusivity has begun to shift to inclusivity, encouraging clubs to adapt their offerings and membership structures accordingly.
“The rise of digital platforms and the demand for personalized experiences have also necessitated technological upgrades and strategic marketing shifts,” he said.
In Robert Podley’s view, the private club industry has undergone quite the transformation… “think less stuffy old club” and more “chic, modern hangout.”
“There is still a place for the more traditional clubs and they should also be valued. Overall, in my region, we are seeing a shift towards more casual environments, outdoor venues, personalized experiences, wellness programs, and sustainable practices.
“This evolution is driven by the need to keep up with members’ expectations for dynamic, versatile offerings that match their Instagram-worthy lives,” added Robert Podley, general manager/COO of Colonial Country Club, Fort Myers, FL.
“Members have transitioned from traditionalists to trendsetters, seeking everything from fitness classes to gourmet grab-and-go options. It seems the new club mantra is, ‘If it doesn’t have a kale smoothie, is it even worth it?’
1. You are doing great building relationships with your staff and getting the weekly reports in on time. However, you have missed pre-shift meetings three times this month. Not only is that unacceptable, but it makes it look like you are not able or ready to handle more responsibility.
2. What’s going on?
3. What are your ideas for fixing this issue?
4. We want to support you … and here’s what we can do.
5. Let’s meet again in two weeks for a check-in on your progress.”
While there are many management styles, only one fits the real you. There have been popular notions about how managers “ought to” behave. As a consequence, some of us have experienced managers who are Jekyll and Hyde. You never know who is coming to work. They are trying to be one thing but really are another.
A BETTER WAY
The best case is to find and be your authentic self. No masks, no role play, no facade, and others can trust you and respect where you’re coming from. That builds deeper connections. And with deeper connections built on authentic relationships comes the feeling of being valued.
Valued relationships build even deeper connections . . . with you and the organization. Because as leaders, we are the organization . . . People also stay with people. BR
“This change reflects a desire for clubs that offer versatility and align with modern lifestyles. Shockingly, in the postCOVID era, we have also seen more member disciplinary issues based on conversations with my peers. Perhaps this reflects the flood of new members in recent years who may not always bring knowledge of decorum with them,” he added.
And it hasn’t been much different for residential club communities Like Addison Reserve Country Club in Delray Beach, FL.
“Being a mandatory membership club with real estate attached to our community and being in South Florida, the impact that COVID had on the turnover on homes and members was record-breaking,” said Michael McCarthy, Addison Reserve’s CEO.
“We turned over a third of our club members and homeowners to much younger members with families. It has made us come up with much different programming and services that we traditionally didn’t offer. The balance between our original members and our new members has been a challenge in a positive way. But blending these generations together has had its challenges.
“We have always had a culture built around people and our teammates have always been our number one asset. So, when I hear about work-life balance, Addison was adapting to that many, many years ago,” he added.
DRAMATIC TRANSFORMATION
“Over the last quarter of a century, The Union League has undergone a dramatic transformation. Once a single property in downtown Philadelphia, it has expanded into a network of five distinct companion amenities, each offering an array of amenities catering to the diverse needs of our members,” explained Jeff McFadden, CEO of The Union League of Philadelphia
“In the past, the League’s approach to business was marked by satisfaction with the status quo—however, private clubs of the future demand a different mindset.
“The League has learned the importance of embracing change and curiosity. This shift in perspective has transformed The Union League from a club on the verge of bankruptcy to the No. 1 City Club in the country for an unprecedented sixth consecutive time. We are more committed than ever to preserving our League and blazing new trails. We are poised and ready to work harder, be better and achieve more as we grow the League of the future.
“Our most significant transformation has been a strategic shift towards creating diverse, immersive experiences, with a substantial reinvestment in our food and beverage program at the core. The cornerstone of this transformation was the opening of our signature restaurant “1862 by Martin Hamann,” offering the traditional “Founders Room,” the versatile “Café Meredith,” and our newest addition, “Trumbauers” - a state-ofthe-art rooftop dining room with a relaxed dress code.
“Through these initiatives, we’ve elevated our food and beverage offerings into a cornerstone of our member experience, providing diverse, high-quality options that cater to various preferences and occasions.
“Members of The Union League today are not just part of a private club; they are part of a lifestyle. The League has seamlessly integrated itself into the daily lives of our members, offering experiences that range from high-end dining to family-oriented experiences. This evolution has cultivated a culture of anticipation among members, who frequently ask, ‘What’s next?’ They are eager to invest in the club’s future, driven by a fear of missing out on the next great experience,” McFadden commented.
And there are also some different viewpoints.
“Members have changed their mindset about clubs,” said Charles Dorn, principal with The Dorn Group of Rye, NY.
“Many of the newer members who joined clubs post the 2008 recession did not grow up knowing about clubs and had no exposure to them. Their wants and desires are different. They behave differently and often offend long-term members. They do not hold the club in the same light as long-term members. This causes friction. Rules are broken or ignored, much to the chagrin of other members.
“The pandemic blurred everyone’s thinking about work and home. Work now takes place wherever members are. This has caused disruption as well,” Dorn added.
“Private club leaders continue to be very resistant to change,” said Steve Graves, president of Creative Golf Marketing.
"Kurt has led our annual Board self-evaluation and Governance Best Practices presentation for many years. Each year, he consistently delivers relevant knowledge and an invaluable perspective that truly resonates with our Board members. Kurt’s presentation style is engaging and highly articulate, capturing the attention of our Board and generating meaningful discussion. His thorough analysis of our year-over-year results goes beyond sharing information; he identifies trends, highlights areas for improvement, and offers practical, actionable advice tailored to our unique needs.
I know I am speaking on behalf of our entire Board when I say that Kurt’s expertise has become an integral part of our governance process and something we look forward to each year.”
“They seem quite satisfied in staying stuck in a bit of a time warp. As a vendor, I know I must come totally prepared with case studies, testimonials and other ‘comfort food’ types of club comparisons, or they will be reluctant to change or being ‘first to market.’
“For some very odd reason, whatever is mainstream outside the private club industry is fought tooth and nail inside our industry. Here is a perfect example. What business do you know that won’t happily accept your payment through ACH?” he queried.
“Expanding upon that question, what private club do you know that has changed completely to only accepting payments through ACH? None that I am aware of.
“Heck, private clubs are still posting names of delinquent members in the locker room to embarrass them into paying. Private clubs’ bylaws continue to reflect the procedures to be enacted when members of the club are past due with their payments rather than changing their policies to specifically demand that payment be made on time and electronically to the club.
“There are dozens more examples to show how little the private club industry has changed to adapt to a constantly changing society outside of the club space,” Graves asserted.
“As a vendor, I’m constantly challenged with the frustration of club leaders who do not believe that their private club is as sophisticated of a business as the one for which they are involved. They hire experts all of the time to deal with the challenges of their businesses.
“However, when it comes to club issues, they still believe they can ‘do most things themselves.’ As a vendor, I am constantly dealing with general managers who seldom are allowed to truly make decisions as a chief executive officer. Very few general managers can hire for their needs without being granted permission first.
“What CEO of a successful business do you know that is given such a short leash? Private clubs do not use outside vendors as a common business practice but rather only when a crisis has been identified,” he suggested.
“Sometimes ‘doing nothing’ is actually a strategy. And many private clubs have become very comfortable with not wanting to make changes because of the inevitable pushback. General Managers are petrified to ‘die on the hill’ when it comes to implementing change, so status quo becomes their way of life,” Graves added.
“The business has changed from an offering of prestige and desirability to attempting to be something for everyone. As they say, ‘A club with a high initiation fee and high dues is simply ‘expensive’ not ‘exclusive,’” he added.
“Heraclitus, the Greek philosopher, recognized for his paradoxical philosophy, recognized the unity of apparent opposites within the concept of change,” offered GGA’s DeLozier.
“So, at a human level, club members have not changed. They want to be recognized, respected and included in the social influence of their clubs. In contrast, some club members have changed in the wake of the coronavirus pandemic when
some people became untethered from their social and behavioral values. Club leaders are just now returning civility, which is a cornerstone for private clubs, to the norm,” he added.
However, “the ‘Fear Of Missing Out’ (FOMO) has become quite powerful with the younger generation. Also, the divide between older and younger members has widened,” Graves feels.
“Younger members are demanding a casual environment and every possible type of technology. Older members remain dedicated to old-school dress codes and traditions that are clearly out of date. Because of this divide, it has become necessary to create code of conduct documentation and grievance committees to adjudicate gross differences of opinion. Clubs should change to a ‘set of standards’ rather than a ‘dress code policy.’ The members would change their habits through compliance of being part of a successful entity rather than simply complying with certain dress code requirements,” Graves explained.
“Clubs have become busier … a lot busier! Why have some of these changes happened? Mostly because of the COVID effect with the popularity of golf soaring,” said Michael Leemhuis, principal, Leemhuis Consult, LLC of North Palm Beach, FL.
“Membership seems to have got younger, more family orientated and more active. As the popularity to join clubs has increased, the younger crowd is demanding more for the higher initiation fees/dues that they are paying … therefore using the club (their investment) more.
“I believe the change has been good … is younger, more dynamic, more active, more diversified and more inclusive,” he added.
“This demographic shift has prompted clubs to innovate their amenities, introduce family-friendly programs and emphasize health and wellness offerings. The desire for meaningful connections and experiential luxury has replaced traditional notions of status, influencing membership recruitment and retention strategies,” Welch added.
“For clubs with golf, the post-pandemic demand for golf has been amazing and sustainable. Most clubs are full with a waiting list and many clubs have gotten much younger as a result,” suggested Frank Gore, chief analyst with BoardRoom’s Distinguished Clubs
“Initiation fees and dues have increased significantly and many clubs, as a result, have done major clubhouse renovations and golf courses. Outdoor dining demand has increased. Food and beverage has been difficult because of the shrinking number of available employees for this part of the club. Clubs are reinventing their operations to accommodate this issue.
“But younger families have joined. Club usage is at an alltime high. Expectations of higher quality has also increased as value in the eyes of the member has changed where they expect more when paying more,” Gore added.
The Union League of Philadelphia, in keeping with its principle that members are part of a lifestyle, “has adopted a service marketing model that treats members as family – offering personalized, attentive service that makes each member feel valued.
“The philosophy of ‘The Answer is YES! Now Tell Me the Question’ has become our mantra, ensuring that we meet and exceed member expectations,” stressed CEO McFadden.
“We are seeing members, especially in larger clubs, have higher expectations, with an increased focus on family engagement and participation. This is particularly evident among Millennial members, now in their late 30s and early 40s, who have transitioned to suburban living and have more disposable income,” said Ryan Doerr, president of Strategic Club Solutions
“Unlike their younger years, where the focus might have been on career growth over family, they now prioritize experiences, especially those that can be shared with their families.
“Additionally, the ongoing generational transfer of wealth, the largest we’ve ever witnessed, is further influencing the industry. Coupled with the societal shifts during the COVID-19 pandemic towards active lifestyles and the experience economy, private clubs find themselves uniquely positioned to thrive. However, we mustn’t become complacent in this changing landscape.
“In addition to Millennials, the older generations, including Baby Boomers and GenX’ers, are redefining retirement. They are more active and health-conscious, seeking clubs that offer a wide range of wellness activities and social opportunities that enhance their lifestyle,” Doerr added.
If clubs have changed, what does this mean for their employees and how they’re being managed?
“Just as we’ve seen generational shifts in membership, there has been a significant evolution in the workforce within the private club and hospitality industry,” Doerr explained.
“Finding individuals with a true passion for hospitality—those with a genuine ‘servant’s heart’—has become increasingly challenging. While these individuals still exist and can command better compensation, our industry faces the unique challenge of operating outside typical business hours. Members and guests often visit the club during evenings, weekends and holidays, requiring our teams to adapt and accommodate these non-traditional schedules.
“In response, it’s become more crucial than ever to instill a culture that addresses
these concerns head-on, creating a work environment that balances the demands of the job with the personal needs of employees. When we succeed in fostering such a culture, it can lead to a mutually beneficial situation—a win-win for both employees and employers,” he suggested.
“Wages in the market have increased significantly, in many cases 30-60 percent from pre-COVID levels just four years ago. This was born from a combination of state minimum wage increases and short labor supply. While there have been short-term accommodations to address this operationally, most clubs have not adequately increased dues or menu pricing to account for this change,” Doerr added.
“Employees question pretty much all decisions and conclusions, challenging years of accepted theory and practices. This isn’t necessarily a bad thing, but they have yet to learn the value of experiences,” said Phil Newman, partner with the consulting firm RMS US LLP
“Staff expectations have evolved towards greater work-life balance, professional development opportunities and a stronger sense of purpose in their roles. There’s also a growing emphasis on digital literacy and customer service excellence, driven by heightened member expectations for seamless, tech-enabled experiences,” commented GM Podley.
“Don’t hire employees that will do what you ask them to do, hire people that want what you want. Employees, like our members, want to find purpose in their lives and work. They seek meaningful work. They want to make a difference. You must connect their work to a larger purpose. Their individual purpose and values must connect with your organizational purpose. They want to be a part of something bigger than themselves,” expressed GM Cordeiro.
“Today’s workforce does not respond to a transactional relationship with their employer. Pay is not the primary incentive. Employers should be asking what we, the employer, can do for our employees, not what they will contribute. It is a paradigm shift, but it works. If you fulfill their wishes and dreams, loyalty and performance are reciprocated exponentially. ➤
“According to GGA Partners’ Club Leader’s Perspectives Report, July 2024, 72 percent of clubs surveyed noted staff attraction and retention among the things to emphasize at their clubs to ensure long-term success. Only Membership Experience and Engagement received a higher score with 81 percent. Clearly, labor will be both a challenge and an opportunity in the future,” he opined. And what of a club’s board of governors?
“The demand for greater adoption of traditional business practices and reporting has never been greater during my 35 years serving this industry,” expressed Newman.
“Why have some of these changes happened? The board members in our clubs have come of age in an era that has demanded greater business transparency because of some of the greatest financial scandals in history - and also because of the general public malaise surrounding most information sources…i.e., the first reaction now seems to be to assume its false, misleading or just incorrect.
“They are much more interested in the business aspect of their club, not just compaction on the golf course,” he posed.
“Boards, generally, are more informed and demanding. Board members are more sophisticated and smarter. Technology has changed the dynamic in the boardroom. Expectations related to information and data have increased. Information is readily available in most industries and in daily life generally, and the expectation has naturally entered the board room.
“As a result, managers must have the answers. You must know your ‘stuff.’ ‘I don’t know’ or ‘that data isn’t available’ is an unacceptable response. Board members want answers, and they want them now,” Cordeiro intoned.
And as with Cordeiro’s board, others have also adapted. Take The Union League, for example.
“The Union League’s Board of Directors has also adapted to the changing times. Previously, the process of serving on a committee was limited, but today, members must successfully propose a new member to serve on any committee. This change has increased the member proposal rate from three percent to 38 percent, fostering greater involvement and investment in the club’s governance.
“Within the board of directors, there’s an increased focus on the club’s financial health and growth potential. Members are curious about assessment and investment strategies, showing a deeper engagement with the club’s long-term sustainability,” explained The League’s CEO McFadden.
DIRECTORS COME AND GO
“Fortunately, private club leadership is finally embracing a more diverse and younger slate of board candidates. There are more female presidents of private clubs today than ever before. Unfortunately, regardless of how many board governance sessions that are administered, few clubs really allow for independent decisions being made by club staff in the implementation of the club business model,” Graves offered.
“Directors come and go, as they have for years,” declared Club Benchmarking’s Cronin.
“There are good and great directors and average and poor directors. The great ones can listen, are objective and under-
stand the purpose of the role. The poor ones demand, don’t listen, are know-it-alls and don’t understand their purpose other than to be the smartest person in the room.
“Until the industry can establish consistent, grounded, nominating processes that result in objective, thoughtful people who apply broad experience correctly, this won’t change,” he opined.
“Boards are often comprised of members who come from the boardroom at their companies and are used to data-driven decisions,” said Dorn. They often do not understand or choose to understand members represent a bell curve and everyone has an equal position within the curve.
“While many decisions are made properly, unfortunately, personal preferences still interfere with smart decisions. In well-run clubs, there is a clear understanding of the relationship between the board and management. Both sides respect their roles. These clubs are a pleasure to work with!” he added.
“Boards are increasingly diverse in terms of expertise and background, reflecting a broader understanding of the club’s strategic needs beyond traditional governance. There’s a greater focus on financial sustainability, community engagement and strategic planning to navigate industry changes effectively.
“There’s also a notable shift towards focusing on the balance sheet, rather than operations and an understanding that food and beverage is actually an amenity and not a profit center,” commented GM Podley.
“Historically, when a board lacks confidence in the manager, there’s a tendency for increased micromanagement,” suggested Doerr. “If you find yourself at a club where the board is overly involved in day-to-day operations, it’s essential as a general manager to ask: What can I do to build trust and confidence so that the board feels comfortable stepping back?
“The key lies in clear communication and trust-building. This can be achieved through goal setting, consistent and transparent communication and strategic planning. When the board trusts the manager to lead effectively, they are more likely to focus on governance rather than operations, resulting in a healthier, more productive club environment,” he said.
“As was stated at the beginning, change is the constant. Successful, healthy, vibrant, relevant clubs are constantly changing and evolving. They EMBRACE change. Red bucket, stagnant, failing clubs are in the red bucket because they RESIST change,” Cronin opined.
“That is true for every industry and every human.
“As Darwin stated in his theory: It is not the most intellectual of the species that survives; it is not the strongest that survives; but the species that survives is the one that is able best to adapt and adjust to the changing environment in which it finds itself. How is that for a message clubs can embrace regarding change being the constant?” Cronin concluded.
PUBLISHER’S FINAL THOUGHTS
So, to reiterate, has change been good for the private club industry? Generally, yes.
The private club industry has evolved significantly over the past decade or so, driven by the need for enhanced amenities, a younger demographic and technological advancements. These changes will continue to be pivotal for the industry’s success and sustainability.
Enhanced amenities, such as modern fitness centers, gourmet dining options and innovative recreational facilities, cater to evolving member expectations and family lifestyles. By offering diverse and high-quality services, clubs will continue to attract and retain members, ensuring a vibrant and engaged community.
The influx of a younger demographic, particularly Millennials, brings fresh perspectives and new expectations, driving clubs to stay relevant and dynamic. This generation values experiences and connectivity, pushing clubs to innovate and adopt trends that resonate with their contemporary preferences.
Advancing technology, particularly artificial intelligence and sophisticated data collection that includes instant member feedback allows clubs to tailor their offerings more precisely to meet the needs and wants of their memberships.
How Have You Changed?
AI can analyze member preferences and behavior, enabling personalized experiences and targeted communications. Data-driven insights are increasingly incorporated into the decision-making process, helping board directors make informed, strategic decisions and enhancing operational efficiency and member satisfaction.
Together, these changes ensure that private clubs, while still able to differentiate, remain appealing and competitive. By adapting to modern demands and leveraging technology, clubs can continuously evolve, fostering long-term success and sustained member engagement.
At least, that’s the way I see it. BR
John G. Fornaro, publisher
Change… it’s the topic for our Publisher’s Perspective this issue. But how have you changed? That’s the question we put to our contributors.
My role has completely changed. Early in my career, I was managing things and processes. Now, leading and informing people mostly occupy my time. To summarize, my role is facilitating success—the success of the employees, the committees and the board.
Facilitating success requires a proactive, forward-facing, and forward-thinking leadership style. Governance protocols with clearly understood and defined roles are a success imperative. Providing the information and training for the people in leadership roles, both paid and volunteer, is the manager’s (CEO/ COO/GM) responsibility. Orientations, access to experts, ongoing reports and education are all examples of proactively preparing your club’s stakeholders for success. At every step, as the leader, you must own every aspect of leadership and governance in your club.
Frank Cordeiro, CM/COO, The Colonial Club, Fort Worth, TX
I feel like I have learned, by dealing with thousands of board members, to try to be more objective, more data-driven, more learning-oriented and more open because going through life as a naysayer or a ‘know-it-all’ is a problem.
Ray Cronin, Co-founder and CEO, Club Benchmarking
I have become more knowledgeable about the business of club management and been able to transfer knowledge from hotel and resort management to understand members’ hopes and aspirations. I have learned from the housing industry the critical influences of market placement, competitive advantage and brand management. I have not changed in my admiration for those who are servant leaders.
Henry DeLozier, Principal, GGA Partners
For one thing, I’ve learned to be a better listener. Trying not to be judgmental is another ‘newer’ habit. Finally, as cliché as it sounds, I’ve learned not to sweat the small stuff. With experience and tenure come wisdom and perspective. To succeed in the private club industry, it’s essential to be a problem solver, a strategic thinker and a mentor who guides solutions. Complacency is the root of career stagnation and can lead to the decline of a club. I’ve learned that staying proactive, adaptable, and forward-thinking is key to thriving in this ever-evolving environment.
Ryan Doerr, President, Strategic Club Solutions
As a vendor, I am attempting to effectuate change with my private club clients. Steve Graves, President, Creative Golf Marketing
I read more and use more technology to keep and stay relevant to the ever-changing private club audience.
Frank Gore, Chief Analyst, BoardRoom’s Distinguished Clubs
For the first time, I am starting to pluck gray hairs.
Michael McCarthy, CEO, Addison Reserve Country Club, Delray Beach, FL
I’ve learned to be much more direct than I would have advised to have been early in my career. The staff shortages in my profession also mean we have to deliver a quality talent experience for our staff. For clubs, this translates into treating our staff respectfully in terms of how they are interacted with and how respectful they are of our time. The absence of those two elements will guarantee we have no intention of continuing the relationship with the club, regardless of the fee being charged.
Phil Newman, Partner, RMS US
The biggest change for me is embracing the work-life balance that the next generation of associates expects and often demands. This shift is a big departure from my past, where club life was all-consuming and our social circle was confined mainly to those within the industry because of years of unavailability, canceled plans and missed holidays/birthday. Perhaps they were smarter than us all along... undoubtedly smarter than me. Providing additional resources and flexibility into their day has reaped dividends, especially in the years immediately following COVID-19, when a lack of staff helped force change for the better.
Robert Podley, GM, The Colonial Club Fort Myers, FL
As a general manager or vendor, my role has evolved into a multifaceted leadership position requiring agility, innovation, and collaboration. Embracing change has meant continuously learning new skills, navigating industry disruptions, and fostering a culture of continuous improvement. Professional development now encompasses digital literacy, crisis management, and sustainability leadership, aligning personal growth with organizational success.
Gordon Welch, President, The Association of Private Club Directors (APCD)
THIS MUCH I KNOW FOR SURE
DICK KOPPLIN
Richard (Dick) M. Kopplin, CMAA Fellow, is a partner with Kopplin, Kuebler and Wallace, a private club industry executive search and consulting firm. You can reach Dick via email: dickopplin@aol.com
Mentorize Your Club Board Tap Into Each Board Member’s Expertise for a Better-Managed Club
I have observed that truly successful private club general managers/chief operating officers have developed the skill of tapping into the rich resource they have sitting at their board tables: each board member’s expertise
Too often club general managers overlook this resource, yet their board members are some of the most successful businesspeople in their community and maybe even the country. Why not tap into this rich reservoir of business expertise and talent?
Private club board members have volunteered their time and most of them would be honored if asked to contribute their knowledge-based experience for a better-governed club. Here are three strategies you can use at your club to benefit from this incredible resource.
First, your preparation for the new board member orientation is the perfect time to gather the information you will need regarding the talent each new board member possesses. I suggest a biographical data sheet similar to what was probably presented to the club shareholders when they elected the board members. You will want to expand this format, however, to include specific information outlining the accomplishments and expertise of each new board member.
Ask them to share some of their career highlights and most noted achievements. Make sure you have received approval of the draft version from your respective board members before publishing any of their biographical data. Explain to them that you will probably be calling on them to share some of their business knowledge as you manage the club, and it would help you to know as much about their careers as they are willing to discuss.
I am always pleasantly surprised at the eagerness of successful people to open up and share their stories. This information can be instructive for the general manager/chief operating officer, and many fundamental business success stories can be replicated and adapted to the private club environment. Some of the “best practices” I have seen model club general managers engage in often result from tapping into the business experiences of their board members.
The second strategy is to use the annual board retreat to develop the “experience model.” Have the retreat facilitator go around the table and ask each board member
how many years of experience they have in their respective careers. With a typical nine-person board, this number can range from 250 to 350 years and higher. The facilitator will write that number on the flip chart and discuss the significance of the cumulative total.
Frequently, board members are surprised at the years of experience and the “collective wisdom” that sits around the board table every month. Once this resource is acknowledged, club issues and problems often don’t loom as large or seem daunting. There is a sense of confidence that no matter what issues might arise in a typical club environment, this governing body has hundreds of years of experience resolving problems.
The third strategy is “the office visit.” During my early years as a club manager, I was having difficulty with a particular board member. No matter what I did he responded negatively or, even worse, indifferently. And then I called him and made an appointment to visit him at his office. The ruse I used was that I wanted to discuss a couple of issues regarding the committee he was chairing, but I preferred to meet with him away from the club.
I found him cordial, and we covered the club committee issues within minutes. However, sitting in his office, I noticed a Notre Dame diploma on his wall. My brother-in-law graduated from Notre Dame and this provided the perfect “icebreaker” as we chatted about their storied football program.
He then gave me a tour of his manufacturing facility, introducing me to every employee we encountered, and then suggested we have lunch at a nearby restaurant. From that day on our relationship changed. The dynamic shifted in a very positive manner; I don’t know why, it just did.
The office visit can be one of the most powerful strategies for a general manager to develop trust with board members. The management/governance dynamic will change positively and the club will benefit.
Mentorize your board members by engaging the above three strategies and your role as general manager will take a dramatic turn for the better. By tapping into the best business practices of your current board members, you will be viewed as a wise and resourceful general manager/chief operating officer who successfully adopts the expertise readily available at the board table. BR
2. Curate a Thriving Culture Clubs fail because they fail to execute strategy. This concept is relatively new. Previously, it was widely believed that success was primarily achieved through cost control. This revelation means your primary goal should shift from operational execution to strategy execution. And culture is all about strategic execution.
Strong cultures enhance organizational performance in two ways. First, they energize employees - appealing to their higher ideals and values and rallying them around a set of meaningful, united goals. Secondly, strong cultures boost performance by shaping and coordinating employees’ behaviors. Stated values and norms (norms shape employee behaviors more than powerfully than either compensation or work environment) focus employees’ attention on organizational priorities that guide behavior and decision-making.
What makes culture strong? High levels of agreement among the staff about what is valued and high levels of intensity about them. If both exist, a strong culture exists. You don’t want to be strong in one and weak in another; both are needed. To build and enhance our culture at BYC, we created a guiding principles framework, subservient to our strategic plan, that consists of a motto, values and brand adjectives displayed in a word cloud.
Every year, we have a “leadership retreat.” Basically, the department heads spend a day sequestered discussing important, relevant club topics. A few years back, I asked them to bring five values that they felt were non-negotiables on how we conducted our business. We then spent the day discussing, debating and deliberating over them until we had five that we felt best represented our culture. From there, we created our motto, which embodied all of them.
We then took those to our annual all-employee meeting and let the entire staff in on what we were doing. We asked them for brand adjectives they felt represented our culture. They were so excited to contribute they gave us 30 adjectives, laughing and cheering the entire time.
The guiding principles framework now lives in the employee spaces and they can reward each other for demonstrating one of our shared values. We are incentivizing the behaviors we want to see and when we introduce new ideas or policies, we tie them to our values. Our employees feel connected and proud to contribute. Everyone is united in purpose.
Actively managing culture means you will be more likely to deliver on strategic objectives.
3. Master your Metrics
The nature of our business means we spend most of our time on the most important assets of the club, and none of them are on the financial statements, our people, good management, work culture, member relations, etc. However,
developing competency about the private club financial language ensures that you can confidently deploy resources to effectively administer the business and articulate your club’s financial health and performance.
This will boost your personal confidence and the confidence that your board of directors has in your leadership. A good way to do this is to familiarize yourself with the financial statements, learn the components of each one and practice regularly.
A comprehensive grasp of metrics extends beyond financial statements. The services industry encompasses diverse metrics that offer profound insights into every facet of operations, spanning ratios, service dimensions, revenue strategies, pricing methodologies, and more.
Proficiency in leveraging these metrics for their distinct roles empowers a nuanced understanding of business dynamics crucial to achieving success.
We are in the service business, and there are four dimensions of services: Intangibility, perishability, heterogeneity and inseparability.
How do you overcome each of those at your club? There are four ways to increase revenue: Increase the number of members, increase the average transaction size, increase the frequency of transactions, or raise prices. If you are trying to increase operating revenue next year, which are you pursuing?
There are four pricing methods: Value comparison, price comparison, discounted cash flow/net present value and replacement cost. How are you pricing your goods and services? Who do you define as your competitive set, and when was the last time you conducted a competitive market analysis to determine market position? There are three pillars of psychographics: Activities, interests and opinions. Do you know what is driving your members’ behavior?
What you don’t know is always more important than what you do know. Our role demands a continual pursuit of identifying unknowns and transforming them into knowledge, leveraging this information to evolve the cub into a better version of itself.
Mastery of the metrics defining the service industry and private clubs is pivotal to this process. By acquainting yourself with and embracing these metrics, you pave the way for substantial rewards through dedicated effort and enthusiasm.
Remember, costs increase as the experience moves away from what the members want.
Part II will be published in our November/December BoardRoom and will cover the final four strategies. BR
Steve Berlin
CLUBS AND PEOPLE MENTIONED
Ralph Baylor, Library director, The University Club, New York
Todd Beals, GM, Midland Country Club, Midland, MI
Jim Cardamone, GM, Glen Oak Country Club, Glen Ellyn, IL
Frank Cordeiro, COO, Colonial Country Club, Fort Worth, TX.
Ashley Cuoco, Assistant Food and Beverage Director, Farmington Country Club, Farmington, PA
John Dorman, GM, The University Club, New York
Timothy Freund, GM, Shoal Creek Golf Club, Birmingham, AL
Susan Green, GM/COO, MPOA at Waterlefe, Bradenton, FL
Bob Gusella, Interim GM, Coosa Country Club, Rome, GA
Maggie Hardy, owner, Nemacolin, Farmington, PA
David Kent, GM, The Golf Club at Crown Colony, Fort Myers, FL
Bonnie J. Knutson, PhD, member of the Country Club of Lansing and the Michigan Athletic Club
Alexandria LaRocca, Director of Member Engagement, Beach Point Club, Mamaroneck, NY
Mitchell Laskowitz, GM/COO, Belfair, Bluffton, SC
Rachel Leatherwood, member services director, River Crest Country Club, Fort Worth, TX
Nancy Levenburg, PhD, member of Spring Lake Country Club in Spring Lake, MI
Ben Lorenzen, creative director at Champions Run, Omaha, NE
Audra Lucas, GM, Shelter Harbor Golf Club, Charlestown, RI
David Mackesey, Diablo Country Club president (2013-2015)
Michael McCarthy, CEO, Addison Reserve Country Club, Delray Beach, FL
Russell Miller, GM, Balboa Yacht Club, Corona del Mar, CA
Christopher Metz, Clubhouse Manager, The Country Club, Brookline, MA
Robert Podley, GM, The Colonial Club, Fort Myers, FL
Pamela B. Radcliff, director of human resources, Hideaway Beach Club on Marco Island, FL
Kainoa Rosa, director of racquets, Orchid Island Golf & Beach Club, Orchid, FL.
Julia Rush, Director of Catering, The Cosmos Club, Washington, DC
Kevin Schroeder, accountant, Midland Country Club, Midland, MI
David Sheppard, COO/GM, Atlanta Athletic Club, Atlanta, GA
Randy St. John, GM/COO, The Tuxedo Club, NY
Qian Yang, Assistant GM, Beach Point Club, Mamaroneck, NY
