BoardRoom Briefs July/August 2018

BRIEFS It’s Sperry & Hutchinson’s Fault

By Bonnie J. Knutson, PhD

Blame it on the Sperry & Hutchinson Company (S&H). From the 1930s through the 1980s, their S&H Green Stamps were distributed as part of a national rewards program. (Today, these stamps are collectibles offered on eBay!) Now there is Marriott. And Delta. And, of course, Starbucks and their Stars.

I’m talking about infamous Loyalty/Rewards Programs that seem to have taken over every business and every industry from supermarkets to credit cards. Is the club industry next?

Theoretically, a rewards program is designed to thank customers for being customers and let them know how much the business values their business, i.e. to make them feel special. But remember that old axiom that, if everyone is special, then no one is special. Didn’t we learn this truth with “rewarding” kids with ribbons or trophies for just participating? Where has that gotten us?

in the locker room, and my favorite is always a lagniappe for no special reason at all. A lagniappe is something unexpected that surprises and delights the member.

So, let’s keep the legacy of S&H green stamps out of our clubs and keep them as eBay collectibles. Your bottom line will thank you! BRB

In reality, loyalty programs are designed to make it harder for people to switch brands. But that isn’t what a club is all about.

A club is all about giving members the third place in their lives – i.e. home, work, and my third place. That is how we make members feel valued and special. Giving points for playing a round of golf, having dinner, or buying a logoed shirt isn’t.

So, don’t think about going down that Rewards Program road. Think instead about innovative ways to show members how special they are and how much the club values them. Hand written cards signed by the whole staff for the “anniversary” of when they joined the club (yes, we still like snail mail), making a big deal for a member’s success (hole-in-one) beyond a mere mention in the newsletter or a picture

Table of Contents CLUB CULTURE It’s Sperry & Hutchinson’s Fault - P1 Three Gs of Employee Retention - P15 GOVERNANCE/BOARD Trust in the Board - P3 Summer Bummers - P13 MARKETING Make it Fit! - P11 MILLENNIALS Promoting Fitness to Appeal to Millennials - P15 PRESIDENT’S DESK President Doug Green - P5 President Steve Irwin - P7 TECHNOLOGY Fit Technology - P3 Can Strategy Keep Up With Technology? - P5 WELLNESS/FITNESS New Age Health & Wellness - P7 Fitness Center that “FITs” your Membership! - P9 Can Golf Be the New Morning Workout? - P9 Fitness: Evolving in New Ways - P11 Wellness Trends - P13 Fitness and Wellness Member Experiences - P17

BRIEFS

JULY/AUGUST 2018 VOLUME 3 | ISSUE 4

BoardRoom Briefs is complimentary to BoardRoom magazine subscribers.

This newsletter offers content that goes beyond the buzz, by surfacing and summarizing important industry information. Each issue will offer practical insights from industry experts with a focus on fit for boards, board presidents and paid management.

John G. Fornaro / Publisher Dee Kaplan / Advertising

Heather Arias de Cordoba / Editor Dave White / Consulting

If you have a story idea, please contact heather@boardroommag.com or call (949) 365-6966.

For more information please visit www.BoardRoomMagazine.com.

CONTRIBUTING WRITERS AND INDUSTRY RESOURCES Rick Coyne / president, Club Mark Corporation / rcoyne@clubmark.com Michael Crandal, CNG / www.linkedin.com/in/michaelcrandal Bennett DeLozier / manager, Global Golf Advisors / bdelozier@globalgolfadvisors.com Henry DeLozier / golf management consultant / hdelozier@globalgolfadvisors.com Kelley Harris / Principal Interior Designer Harris Interiors / kelley@hintatlanta.com Bonnie J. Knutson Ph.D. / professor, The School of Hospitality Business, MSU / drbonnie@msu.edu Priya Kumar / dir. of marketing/strategy, Northstar Technologies / priya.kumar@globalnorthstar.com Frank Lucas, CPA / Tax Senior Manager, RSM US / Frank.Lucas@rsmus.com Whitney Reid Pennell / president of RCS Hospitality Group (RCS) / www.consultingrcs.com Rosie Slocum, MCMP / director of membership / BallenIsles Country Club / www.ballenisles.org Craig J. Smith / co-founding partner/co-creative director at C2 Limited / csmith@c2limited.com Rick Snellinger / president/CEO, Chambers / rsnellinger@chambersusa.com Gordon Welch / president, APCD / gordon@apcd.com Dave White / editor, BoardRoom magazine / whitepks@mac.com

Trust in the Board

By Henry DeLozier

Few club boards are overlooked and forgotten. In fact, the servant leaders who populate most private club boards are conscientious, dedicated, and very much engaged. Why, then, do many club members distrust their boards and feel ill-informed by their boards? Club members see everything and for what they do not see they make their own assumptions.

The answer is in two parts: trustworthiness and communications process.

EXPECTING THE BOARD TO KNOW WHAT IS RIGHT First, the board – and its individual members must consistently demonstrate that they know – and will act on – what is right. That means: • No “off the record” comments or updates by board members to small member groups. Members respect confidentiality although they may tempt you to tell them confidential board discussions • No politicking with club members. The board speaks with one voice • No conflicts of interests. Members do not trust or respect board members who ignore their fiduciary duties • No micromanagement. Members understand that the manager and his or her staff must operate the club while the board tends to effective strategy, governance and finance and • No whining. The job of a servant leader IS a thankless one so doing what is right is its own reward.

Peter Drucker, the management guru, famously said, “Management is doing things right; leadership is doing the right things.” One of the most important accomplishments of a club board is doing the right things.

DOING THE RIGHT THINGS BUILDS TRUST Club leaders in many clubs are distrusted because a lack of understanding (all around), a lack of information (provided to members) and the lack of intentional and consistent communications (from the board to the members).

And, boards are distrusted in some clubs because they do not take steps to build and nurture trust.

BUILDING A TRUSTWORTHY PROCESS FOR BOARD COMMUNICATIONS Communicating effectively builds trust. Following are five easy-toremember process steps for club boards to use: 1. Develop a communications plan for the board and tell the members what information will – and will not – be published and when 2. Be consistent in meeting the communications schedule to ensure that club members see that the board will do as it promised to do 3. Use the club’s strategic plan as the communications guide. Provide timely updates concerning progress toward key goals and objectives within the plan 4. Treat board miscues with the same candor and timeliness as you communicate the club’s successes. When – not if – something goes awry, own it and state clearly how the misstep will be corrected 5. Use communications media preferred by each member. This requires that the club must maintain a communications profile for each member – more than one for each membership – to ensure that he or she receives timely communications using their own preferred media.

Effective club communications are seldom as simple as doing what you said you were going to do. It is, however, a powerful start! BRB PAGE 3 | BOARDROOM BRIEFS JULY/AUGUST

Fit Technology

By Priya Kumar

The world is more health conscious today than ever before and people are constantly searching and seeking for the optimal wellbeing plan.

Members of clubs are no exception to this and are in fact more health conscious than the average person. Wellness and fitness therefore are important value-added offerings that a club provides its members.

Technology has kept pace with the increased demand in wellness activities and a premium club software should offer myriad options to manage classes, activities and spa treatments at the club.

The top 10 must have features of a club software in this area are highlighted below: 1. Simplified process for members to make reservations for classes, activities, personal training and spa treatments via the club app and website 2. Instant communication and reminder options upon creating, updating and deleting reservations 3. Easy-to-use prepaid package management system 4. Options to manage member packages for walk-in classes 5. Convenient self-check in with the app or kiosks 6. Custom activity-based sports profile management for members 7. Flexible time slot management for fitness/ sporting activity/spa 8. Option to set up specials on specific services 9. Ability to store member health notes and special requests for future services 10. Capable of managing merchandise sales, employee commissions and trainer/ aesthetician schedule.

Every club is different and may have unique requirements and therefore the software solution should also have the flexibility to accommodate this.

True flexibility and customization is achieved when the various software modules are built on a singular platform and can communicate in real time such that if a club member selects a dessert at the dining room; they automatically get a push notification to sign up for a fitness class. BRB

Is Strategy Moving Fast Enough to Keep Up With Technology?

By Rick Coyne

Private clubs have been notorious for drawn out decision processes typically based on the perceptions of those in power. Fact is, there was a time when such a “strategy” was acceptable, offering each incoming board a chance to “leave their mark.”

Today’s competitive market for relevant lifestyle activities, among other reasons, now compel a more “reality based” strategic discovery and direction.

Today’s very successful strategies are preceded by pinpoint realization of where your club is today relative to member’s usage, the relevance of facilities, programs, technology, and satisfaction with member services. In other words, successful strategy is defining how well the club is providing for both what existing members want and need, as well as retaining attractiveness to the next generation of member. If you’re not figuring it out, be assured that your competitor clubs may be.

What’s most interesting in today’s club environment is the array of techno-tools to uncover the information you need to make good strategic decisions, as well as remarkable processes that keep your sustainable strategy on track over successive iterations of new boards and committees. It starts, however, with an interest in objective, fact-based processes to develop a strategy that serves an entire membership, not only those making decisions at the time.

Some of the key strategic data points must include a complete understanding of your marketplace. With whom and how do you compete and how deep is your market capable of both affording membership but also with an interest in what you

offer? How can you expand your market? How do your existing members feel about the services, amenities and programs that you offer? Does it differ by age, gender or family make-up?

(You bet it does). Who are your new members and what was most important in their decision to join? There are hundreds of objective questions to ask as you embark on a strategic plan.

Where to get the answers are equally as important.

Demographically segregated member surveys allow pinpoint accuracy in determining what members want by age, gender and family make-up. Market analysis looks at population that can afford what you are selling, historical usage analysis provides a hard look at what is being used by whom. In developing your vision for the future of your club, having these and other facts as part of the process are crucial.

Technology in surveys, in real time feedback from members, in name recognition and the personalization, and in communication is an incredibly accurate process to keep your fingers on the pulse of member usage and attractiveness of the services you offer. It provides real time feedback to all decision makers, providing accurate and consistent decisions regarding strategy, operations and development. In short, done properly, it is the magic elixir, the panacea and the silver bullet all rolled into one space, a space you need to occupy. BRB

President Doug Green is Passionate and Driven Doug Green, President of Polo Club of Boca Raton, a BoardRoom Distinguished Club in Boca Raton, FL He sets expectations high and holds management responsible for the outcomes, and in his words, “The best boards in the world are those that do not manage the organization, but rather ensure that the organization is well managed by hiring the best, supporting the best, retaining the best, holding them accountable...and then getting the hell out of their way.”

One of Green’s most important accomplishments was changing the governance model.

The board’s primary strategic focus during Green’s tenure (nine years as a board member, and four years as president) has been on attracting the next generation of golf and tennis members to the club – a sustainability initiative that will keep the club relevant to Baby Boomers, Millennials, and Gen-Xers for years to come. A key component of PAGE 5 | BOARDROOM BRIEFS JULY/AUGUST

this strategy has been the elimination of a lifetime commitment to golf or tennis dues. Another initiative championed by Green was the purchase and renovation of two properties now being used as part of the club’s “Stay and Play” program, whereby prospective buyers can stay on property and experience the club at its best.

With annual total revenue of $50 million, the past five years have seen close to $40 million in capital improvements at the club. A complete renovation of the clubhouse and spa, six dining venues, two valet stations, and the renovation and re-grassing of the Equestrian Golf Course. One of the most important initiatives during Green’s tenure was the creation of the family resort complex, a resortstyle pool area complete with seating for hundreds and a casual poolside restaurant and bar, all set against a beautiful tropical backdrop of the golf

course. Upon its opening it immediately set a different tone and feel for the membership as the club transitioned from a gated community to a residential resort, a true destination for members, their families and friends. BRB

New Age Health & Wellness:

ENSURING YOUR FACILITY WINS THE RACE AGAINST ITS COMPETITION

By Rick Snellinger

As fitness and wellness trends continue to evolve across the globe, conversations around these amenities in private clubs do as well.

We continue to see programs like Reaxing, ELDOA stretching, Wall Yoga, and Youth Fitness gain traction in the industry (click here to learn more). At the same time, equipment and technology continues to evolve to make users’ health and wellness experiences more interactive and personalized than ever. Click here to read the full article in the latest issue of Club Road.

CHANGES IN THE INDUSTRY In recent years we’ve seen the need to offer multi-generational experiences and year-round utilization that better reflect today’s lifestyles and provides greater value for the whole family. Maintaining a healthy lifestyle can be—and should be—an important goal for all ages. Whether considering active youth programs to involve children at the club, or offering physical therapy for more senior members, private clubs can enrich members’ lives by offering facilities and programs that help them achieve these goals.

EVOLVING EQUIPMENT A typical fitness facility should have your standard free weights, strength training equipment, and a variety of cardio equipment that is inviting to all types of users—but many cardio machines now boast what Alvezi refers to as “networked fitness” with the ability to track workouts and be immersed in a Virtual Active program.

Whether users wish to virtually bike up the Alps or run along a lake in Arizona, they can select any destination they choose to truly personalize their experience. Other virtual experiences like ondemand classes and coaching are also available.

INVENTIVE PROGRAMMING Just as clubs must offer modern equipment, they must also keep abreast of the latest trends in programming—some of the most popular being multi-generational programming and small-group training because of the way these activities promote camaraderie among members. And once clubs plan to incorporate these programs, it is equally important to plan space requirements accordingly. Having at least two group exercise rooms is critical in order to have flexibility for program schedules. Be sure to include dedicated open space as well to provide areas for personal training, stretching, floor exercises, etc.

KEEPING IT PERSONAL Those new cardio machines with HD screens are also wirelessly equipped to provide members the ability to sign into their personal accounts like Netflix and Spotify. And technology offers branding opportunities with machine screens that are completely customizable. This means clubs can add their very own logo and club colors; or clubs can use these screens to display information about certain upcoming club events or special announcements to keep members informed.

All in all, it’s not a question of if private clubs should incorporate fitness and wellness, it’s a question of how. From new equipment and technology, to inventive programming for all age groups, private clubs have an exciting opportunity to offer their members a modern fitness experience in the comfort of a club they already hold near and dear! BRB

President Steve Irwin’s Improvement Strategies Steve Irwin, President of St. Andrews Country Club, a BoardRoom Distinguished Club in Boca Raton, FL “I strongly believe that effective leadership demands a constant look into the future of country club life and the creation and implementation of plans which will exceed the expectations of membership,” stated Steve Irwin, president of St. Andrews Country Club.

The fiscal responsibility of enhancing the member experience through added amenities and events has been achieved by the president working closely with the club’s CFO and Craig D. Martin, the club’s COO/GM to find a way to bring things to the club while keeping the club’s dues increases to a minimum.

A nearly complete $25 million club improvement plan, with town hall meetings, committees and sub-committees Irwin and Martin agree that collaborative governance highlight the tenure of president Irwin. By doing so, the keeps the club on track. The board sets the policy and member experience has improved most significantly. the professional staff, led by the COO/GM implements and enforces.

Some of the improvement strategies include the renovation of a golf course, which improved As club president, Irwin charges the COO/GM and his the playability for members at all levels; soaring professional team to manage the operations of the membership sales and a consistently lower incoming club, and Irwin is committed, along with the COO/GM to new member average age; and the increase in the continually enhance and expand the strategic plan to number of events held in all areas. ensure St. Andrews moves forward. BRB PAGE 7 | BOARDROOM BRIEFS JULY/AUGUST

Club Fitness Center that “FITs” your Membership!

By Craig J. Smith

As a club designer and stylist, I always enjoy discovering new approaches and trends that can aid our country club partners. A local country club recently hired our firm, C2 Limited Design Associates, to create a new fitness center facility as part of an overall clubhouse master plan.

The assignment was to repurpose underutilized space into an amazing, historically-inspired fitness center that would contextually blend with the club’s architecture and historic campus.

Working closely with the club’s GM and fitness director, we identified the essential drivers for the facility design. The initial drivers were how the design relates to the programming as well as the club’s intended operational philosophy. We took into account the club’s diverse membership demographic, the desired hours of operation, and off-hour access to the members. Lastly, we coordinated and complied with local and national building codes, all while adhering to the club’s program and budget requirements.

After a long, cold winter of construction, I am happy to report that the facility is open and thriving beyond all expectations.

SO WHY SUCH A SUCCESS? The club equates the overwhelming success to our initial four-key planning and design touchpoints for creating successful fitness and wellness facilities.

1. Maximizing spatial utilization, efficiency and adjacencies 2. Durability of finishes selected 3. Proper ventilation and dehumidification 4. Interior acoustical design and prevention of sound transmission.

Obviously, there are myriad small details beyond the aforementioned that go into planning and constructing a new fitness center.

Details that include drilling down on room layouts, how they function, and how they flow, from both a member and staff perspective.

Details that include the complex, behind-thewall infrastructure requirements that ensure system efficiencies. All while ensuring that the feel of the facility’s interiors are comfortable, the contextual aesthetic is inviting, and that all will stand the tests of time. BRB

Can Golf Be the New Morning Workout?

By Frank Lucas

Golf is evolving and branching out from the traditional 18-hole round. I’m sure by now almost everyone has heard of Topgolf, which uses microchipped golf balls and enormous holes for scoring… but have you heard of Konnect?

Forbes ran an article earlier this year about a new private golf club in the middle of New York City. You might ask, how is this possible?

into the office.” This article also adds that these individuals will return at night for some simulated play and beers.

The answer is Konnect uses all virtual fairways and greens. They also uses the private club concept with an annual membership fee. However, the dues are significantly lower, and rightfully so with a lot less to maintain than your usual private club, coming in at $500 a year per person.

The indoor virtual golf concept allows for much longer use of the facilities, which accommodates for working individuals who can’t get away during the day. It also allows the person to play many different golf courses from the same location. For example, Konnect has over 200 courses available.

What is interesting about having an indoor private golf club in the middle of New York is it affords them a few more opportunities that a traditional golf club might have. According to the Forbes article written by Erik Matuszewski earlier this year, “the club hosted a group of young professionals in the 28 to 38 age range who plan to use Konnect like a gym – showing up by 6 a.m. to practice and polish their swings before heading

Traditional golf courses aren’t going anywhere anytime soon.

However as private clubs continue to evolve, is virtual golf something that could be added as part of the club’s amenities in the future? Could adding something like this be used as a fun alternative to the morning gym workout? It will be interesting to see if the recent trend in virtual golf courses start to make their way into traditional private clubs. BRB

PAGE 9 | BOARDROOM BRIEFS JULY/AUGUST

Make it Fit!

By Rosie Slocum

Prospective members join a club based on why you exist and what makes you stand out from everyone else, not because of comparable features.

“Get closer than ever to your customers. So close that you tell them what they need well before they realize it themselves.” - Steve Jobs It is our responsibility to pinpoint not only the interests of the male but pay attention to females and children. Being a good listener when asking pointed questions will give you an advantage when ascertaining particular wants and needs.

Statistics tell us that fitness and wellness is one of the leading reasons why members join and stay at their clubs. An attribute that is attractive to everyone in the family.

It is important to constantly search for the most popular offerings to keep up with the latest in facilities and ultramodern activities to attract your target market.

The fitness movement incorporating golf and tennis is one technique to provide an exceptional experience while increasing physical ability to improve performance. Sport specific training is designed for athletic enhancement that can be done at any age.

This advanced combination will improve strength, speed, power, endurance, flexibility, mobility, agility, mental preparedness and reduce injury risk.

With high-tech “TPI” and “RacquetFit” certified professionals at your club in fitness, golf and tennis working together in a screening process will identify a player’s physical limitations. Club professionals can pinpoint improper body mechanics with the goal of shaping a player’s swing or serve. The screening process includes performing a series of tests for flexibility, balance and strength. A summary and a fitness program are provided that will enhance a player’s golf or tennis performance resulting in an aligned well-balanced body.

Concentrating on industry trends and offering cutting-edge features will give prospects additional perspective when considering joining your club. Make it fit with eye-catching programs that will separate you from the competition. BRB

Fitness: Here to Stay and Evolving in New Ways

By Frank Vain

The last major tax reform before the Tax Cuts and Jobs Act of 2017 was in 1986. A lot has changed in 30 years. In 1986, Ronald Reagan was president, the average household income was roughly $25,000 a year, and the World Wide Web was about five years away from being invented… so it was certainly time for a major update.

With a most private country clubs now offering some type of exercise facility, fitness has evolved from a “nice to have” amenity to a core activity. In recent member surveys, it consistently ranks behind only golf and dining in importance to members. The importance rating is often much higher among younger members and recent joiners, suggesting an even greater emphasis in the future.

To meet rising expectations, it is important for club leaders to stay on top of the trends in exercise. Providing fitness at one time meant giving members access to a room full of equipment.

Many of these were unsupervised spaces dependent on selfdirected use, much like an exercise room in a hotel.

Modern fitness is more about access to training and programs.

This is good news for clubs as much of what it takes to handle these new demands is open space and instructors. This means a lower capital outlay and a staff of independent contractors.

Additionally, since much of what is popular is done in groups, it ties directly to the club’s social mission.

PAGE 11 | BOARDROOM BRIEFS JULY/AUGUST

According to a recent survey of 4,000 fitness professionals conducted by the American College of Sports Medicine, the future of fitness is group activities. This includes things like bootcamps (workouts by five or more people led by an instructor), bodyweight exercises (push-up, squats, planks, etc.), functional fitness (strength training to improve balance and coordination), yoga and personal training. All of these provide motivation and health benefits for people of varied fitness levels. They prove to be a great way for people to enhance their routine and work harder because of the group dynamics.

As we’ve stressed for years, the reason a club should offer fitness isn’t because there is a lack of available options in your community. Rather, it is to take an activity that members are doing elsewhere and make it central element of their membership experience. This new research tells us people are increasingly interested in doing that in groups, which is right in the wheelhouse for membership clubs. BRB

Wellness Trends Summer Bummers

By Gordon Welch

Summer is not the time to slow down as a board. It is time to be prepared and act!

In the typical club, there is a vicious cycle that occurs during summer months.

Business is booming, the golf course is full, food establishments are at maximum use, and the pool is full-tilt with family activity as is the tennis and other facilities.

Employment numbers are up, usage is up and by the time this lands in your in-box, board member sightings are down.

Does this ring a bell? Do you see board members running through the locker room or to a table as to not get caught by other members? Board usage is good but they don’t want to get “caught” by members.

This should be expected at any club. Usage is up and so are complaints. They go hand-in-hand.

Directors, you need to understand the flow of the seasons and how complaints happen.

At a club, you may have a true complaint from Mrs. Smith and five others voicing the same complaint that happened to Mrs. Smith. You see, Mrs. Smith is going to tell 10 friends and those friends tell more people and before you know it, you’re trying to avoid anyone that knows Mrs. Smith! The same goes for ANY member experience at the club.

It could be golf, tennis, the pool, food and beverage (including the beverage cart) or just the way the sun is shining that day.

Sometimes the complaints stem from something else that has happened at the club or even outside the club. Bad golf game? That makes the service worse when you’re healing from a costly match.

Keep all of these things in mind when you are listening to your fellow club members.

Prepare yourself (and your family) that you may be approached while enjoying your time at the club so you can enjoy what’s left of your summer! BRB PAGE 13 | BOARDROOM BRIEFS JULY/AUGUST

FEATURED CLUB COUNTRY CLUB OF CHARLESTON

By Kelley Harris

The wellness trend is here to stay! Clubs continue to add or expand in order to remain competitive and cater to member expectations.

For many years, Country Club of Charleston offered fitness by way of a dedicated fitness room in the pool facility. With growing demand, adjacent rooms were converted into massage and stretching rooms, but were too close to the pool snack bar and could not offer enough privacy. The pool restrooms started serving double duty as fitness locker rooms. And soon, the need for a classroom was apparent, but there was no more room!

Deciding it was time to execute a new wellness facility, the staff at Country Club of Charleston engaged with Hint Interiors, the same company that previously worked on the clubhouse renovation.

In May, Country Club of Charleston opened a new complex to accommodate its family-centric membership. The complex encompasses a new resort-style pool, a dedicated pool restroom building, a pool snack bar and kitchen, adult oasis bar, fitness facility, fitness locker rooms and child minding. A new, attached new golf pro shop is the bookend to the sprawling complex.

The voluminous fitness center overlooks expansive views of the golf course as well as the new pool. A separate classroom can accommodate a variety of activities such as TRX, Pilates, Barre, and yoga. A massage room connects to dedicated fitness locker rooms and a private room for stretching.

A state-of-the-art pool features eight lanes to accommodate an active swim team, as well as a splash pad for young families, a zero-entry portion and a sun shelf for the adults. The pool deck offers ample lounge opportunities in the shade as well as additional soft seating groups. The pool bathhouse and separate family restroom are conveniently located near the zero-entry and shade sail.

Under a canopy of live oak trees, members can enjoy a new adults-only bar while taking in views of their breathtaking golf course. The adjacent deck is available to rent for private events, whether it be a sports night or a family gathering. The flexibility is endless!

The club also has child minding for the first time with a staffed room in the new fitness building - they also have a separate area on the pool deck for teens. The golf shop boasts soaring ceilings and houses the turn snack bar and restrooms. A charming porch wraps the building, complete with rocking chairs perfect for catching the breeze off the Charleston Harbor! BRB

Promoting Fitness to Appeal to Millennials

By Bennett DeLozier Attracting the next generation of members is top of mind for all clubs. Questions such as “Will Millennials join private clubs?”, “Do Millennials care about amenities?”, or “How do we appeal to Millennials?” are commonplace for anyone charged with the duty to fill their club’s membership pipeline with new blood.

Those answering should consider the following: MILLENNIAL GOLFERS WILL CONSIDER JOINING A CLUB IN THE FUTURE GGA research revealed that three-quarters (75 percent) of Millennials will consider joining a private club in the future, 12 percent are already a member, and only 13 percent do not plan to join at all. Millennials who will consider joining and those who have already done so accounted for a combined 87 percent of survey participants.

GOLF ALONE IS NOT ENOUGH: AMENITIES MATTER TO MILLENNIALS Generally speaking, the game of golf is difficult, time-consuming, and expensive – all strikes against it with Millennials. Research indicates that golf alone will not recruit the next generation of club members, Millennials seek an experience that is, or can be, more than golf. As a result, non-golf amenities matter and are influential in their decision to join a club, particularly those relating to fitness (71 percent), access for the entire family (65 percent), swimming (62 percent), social events (57 percent), and tennis (28 percent).

FITNESS AND RECREATION ARE IMPORTANT NGF data shows that Millennial golfers list an average of 10 recreational hobbies that keep them consistently busy. Apart from

golf, they regularly spend time walking or running outside for exercise (48 percent), working out at the gym (45 percent), traveling (37 percent), or participating in sports leagues (33 percent). As well, 43 percent reported regular tracking of their steps with a wearable fitness device with some type of pedometer.

It’s not surprising that more than seven out of 10 GGA Millennial survey participants identified fitness as the most important of non-golf club amenities. The proclivity for a fit, active lifestyle even underlies Millennials’ reasons for playing golf: to hang out with friends (88 percent), to get out doors (85 percent), for athletic competition (84 percent), and for exercise and wellness (69 percent).

More and more clubs are adding amenities such as fitness centers, spa and wellness services, group exercise classes, and studio spaces for yoga, Pilates, or dance exercise. Some courses are trialing golf boards or golf bikes while others are receiving inquiries about pull/push carts or requests to permit walking the course as an alternative to power carts. Clubs have increased their capability to provide children’s programs and childcare services which afford parents time windows to make use of fitness amenities and wellness services.

Fitness, wellness, and health services are tactics clubs are using to convey and promote relevance to young, active lifestyles.

Millennials will continue to respond to these services and to messaging that communicates the variety of positive attributes a club has to offer that appeal to their own value sets. BRB

Three Gs of Employee Retention

By Whitney Reid Pennell

As the labor market continues to tighten and workplace expectations evolve, it is critical to focus on our turnover rates as part of your club’s culture. It is culture that really provides the competitive edge – not just a newly renovated facility or keeping up with amenity and service offering trends in the industry.

Many ideas for reducing turnover fall into one of three categories: employee Growth, demonstrated Gratitude, and cultural Goodwill. To achieve these three Gs, a well-trained, dynamic, and engaged leadership team is imperative to keeping employee turnover low.

GROWTH If the work environment is conducive to growth, opportunities are offered and promoted to achieve not only personal goals but also career goals, helping employees to create more fulfilling experiences and connections. Managers who are taught how to increase their EQ will look for ways to help employees achieve their goals, providing job stimulation, security, compensation, and rewards, creating a strong connection to the club for the employee.

GRATITUDE Employees who are genuinely appreciated for their contributions will have a stronger connection to the workplace. Expressing PAGE 15 | BOARDROOM BRIEFS JULY/AUGUST

gratitude gives the employee a clear sense of how they contribute to the overall success of the club, creating a natural kinship between the employee and the employer. Leaders focused on expressing gratitude naturally look for employees’ strengths and become a ‘coach-leader’ more than a manager focused on correcting. Coach-leaders create empowered employees, a unified team and continuous improvement together.

GOODWILL A strong culture of goodwill – including transparency of communication, treating people with dignity, respect, and inclusion – shows you care about the employee as a person.

Leaders who keep a close eye on employee engagement, potential burnout, and monitoring changes in leaves of absences will listen to employee feedback more earnestly. This feedback provides valuable information, allowing managers to take proactive measures to make the employee experience better, thus improving the membership experience overall. BRB

Creating Great Fitness and Wellness Member Experiences

By Michael Crandal

A highly qualified candidate for director of fitness and wellness offered five components of great membership experiences. While every club needs to address their own unique needs, this is a good blueprint to reflect upon.

THE GOAL A fitness and wellness center marked by growing engagement of the entire membership regardless of age or gender.

The Director • Establishes a close relationship with the golf, tennis, and aquatic professionals to implement fitness programs that encourage participation in these sports and enhances better play and injury prevention • Carefully evaluate the balance between outside contractors versus employees • Highly involved with ALL new member orientation / tours • Personally offer a few “complimentary” group classes each week to build participation. However – their primary focus must be directing the entire department towards success.

Staff • Consistently very professional, yet warmly personal • ALL identified with sharp, clean attire keeping with the look and vibe of the facility • The entire team: personal trainers, class instructors, front desk and housekeeping project positive energy at all times • Knowledge of the operation and available adjustments for each piece of exercise equipment.

Classes/Programming • Something for the entire family. Strength. Balance. Cardiac.

Flexibility. Nutrition. Weight. Etc. • Continued introduction of new class formats such as “On the Ball”, Hybrid Stretch, BARRE, combo classes, small group specialized six week classes, yoga for men, yoga for golf, balance specific classes, senior specific classes, disco dancing etc. etc.

• Provide wellness / fitness educational workshops and lectures • Offer off-campus wellness excursions such as kayak adventures, group hikes, and fun social based activities.

Facilities/Equipment • A long term capital reserve / replacement plan keeping all equipment in top condition • Flawless cleaning schedule and a proactive preventive maintenance plan • Carefully evaluate the balance between leasing vs. purchase.

Don’t Forget Promote, promote, promote via every media that the club has at its disposal. BRB

Pacific Links International Enjoys Fast Start to 2018 The number of Pacific Links Network Clubs situated across North America, Europe, Australia, Japan and South East Asia has increased by almost 100 properties year-to-date and now totals more than 300 clubs across 32 countries.

As a result, a total of approximately 120,000 golfers are now able to enjoy access at some of the world’s finest golfing venues. They will do so to an even greater extent in the future as Pacific Links plans to further expand its affiliate network to encompass 500 properties.

“We are delighted with our progress so far in 2018 and look back proudly upon a very fast start to the year,” said Rudy Anderson, president and CEO of Pacific Links North America.

“A number of international partnerships have allowed us to extend new opportunities to the members of Network Clubs to play golf in some of the most exciting destinations worldwide. Our recent growth is testament to the acceptance of our network model among ownership groups and golf club management, and current momentum shows potential for further growth as we continue to add value to their memberships.”

Contributing to this impressive expansion has been an agreement with US-based Arcis Golf, whereby members of Pacific Links Network Clubs will receive access to Arcis Golf properties which comprises 50-plus golf clubs, including: The Oaks at Valencia in California; LPGA International, Florida; Cowboys Golf Club, Texas; Raven Golf Club, Phoenix; and The Club at Snoqualmie Ridge, Washington (pictured right).

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Likewise, Arcis members will be welcome to play at clubs within the Pacific Links Golf Network. Additionally, as French golf gets set to celebrate its first ever staging of the Ryder Cup in September 2018, PLI has also added eight of Paris’ finest golfing venues to its portfolio through an agreement with UGolf, the number one golf facility operator in France, providing further opportunities for members of Network Clubs to experience golf in new and exciting destinations.

As the desire for international travel amongst its highnet-worth membership swells, PLI has increased the size of its 24-hour Travel Department accordingly. BRB