The true legacy of a leader is often reflected in the
continued health and vitality of the organization after
that leader leaves. Resilient clubs and farsighted leaders
look beyond the present moment and think about what comes
next—and they prepare for it.
Boca West Country Club, located in Boca Raton, Fla., is in
that elite group of best private clubs in the world, maintaining
its distinction as a Platinum Club for two decades. No small part
of this reputation for distinction is attributed to the leadership of
Jay DiPietro, whose tenure as president and general manager
has extended over a 30-year period. His distinctive style and
impressive run at Boca West has left an indelible mark on the
industry and in the tight-knit world of club management.
In 2016 DiPietro announced that he would be transitioning
out of his operational position as GM and named Matthew
Linderman as his successor. Linderman was no stranger to
Boca West, having started at the club in 2005 in the food and
beverage department and then advancing to club manager and
on to assistant general manager.
DiPietro clearly recognized Linderman’s leadership
potential and started the process of mentoring him for more
management responsibility. At the time of Linderman’s
promotion DiPietro said, “I’ve been grooming Matthew since
he joined us more than 11 years ago.” His recommendation
that Linderman assume the general manager position was
unanimously approved by the board.
LEADERSHIP SUCCESSION
In a Club Trends interview, Linderman talked about the
responsibility and challenge of managing a large, complex
residential community. The Boca West community covers
1,400 acres and has
approximately 3,500
homes and about 6,000 residents; it has four golf courses, 29
tennis courts and eight pickleball courts, six restaurants and a
wide range of services that include spa, fitness and aquatics.
An operation of this scale and scope has substantial human
resource requirements. A human resources department of four
is required to maintain a staff of nearly 850 in peak season,
and they regularly recruit internationally to attract and retain
the talent they need to run this big club.
There is nothing impersonal or bureaucratic about Linderman’s
approach to managing Boca West Country Club.
Linderman explains that a large part of his own leadership
style reflects the family-like culture and atmosphere that
DiPietro expressly cultivated. “We share the vision and values
embedded into the service of the club.”
Linderman and his management team believe that this
service ethos that is central to club management begins with
supporting and developing staff. “We treat everyone like family,”
explains Linderman, “and that begins with employees.”
Clearly, Linderman enjoys his work. His demeanor is open
and warm and he communicates a sense of energetic enthusiasm
toward his work, employees, board of governors and club
members. His approach, which is also mirrored by his
department heads, is to be visible and fully engaged in the
rhythms of daily club life. “We are in the member-pleasing
business,” explains Linderman, and for him this requires a
personal presence—not only to engage his members but also
to model and encourage a positive attitude and an infectious
sense of fun and enthusiasm.
This concern for employee satisfaction, morale andsolidarity also comes with a strong focus on performance and
excellence. Boca West has a comprehensive training program
that includes onboarding of new employees as well as an
emphasis on continuous improvement and employee development.
The system relies on tapping the deep expertise of
experienced staff and uses techniques like shadowing and
performance scoring to teach, monitor and encourage.
“Knowledge is power,” says Linderman, and so the leadership
philosophy at Boca West is to empower employees with the
knowledge and tools they need to perform at the highest level.
Expectations are lofty, but employees are clear on where they
stand and how to progress.
THE NEXT BIG THING
Linderman has extensive experience in managing toward the
highest standard of excellence. Prior to coming to Boca West,
he had experience in hospitality and dining operations. It was
under his leadership that three different properties at Four
Seasons Hotels achieved a coveted 5-star rating. However,
according to Linderman, “Getting the 5-star designation is
challenging, but maintaining that status is extremely difficult.”
Over time there will inevitably be breakdowns and problems
that arise, and thus Linderman emphasizes the art of “service
recovery.” Because members have a relationship with their club,
the staff should have the insight and wherewithal to “turn it
around” and make sure that a member never leaves displeased
or unhappy. In this way, the leadership team at Boca West
elevates service into an attitude about excellence and distinction.
The staff responds in kind by taking personal pride in their
achievement while seeking to expand the boundaries of what is
possible through teamwork and creative innovation. “This team
enjoys winning and seeing the members’ smiles,” says Linderman.
“It’s human nature to want to be successful.”
What does a club that characteristically helps set the trends
for the club industry do to keep it fresh and innovative? Again,
the open and energetic attitude of Boca West—its management,
board members, members and its partners—provide it
with a spirit of curiosity and thoroughness.
For example, Linderman is sensitive to how success itself
can present new challenges. As the residential community
continues to grow and participation increasingly reaches
across multiple generations, more mundane issues like traffic
flow, congestion and parking access are problems that can
potentially erode the premium club experience. Plans are
therefore underway at Boca West to keep pace with analyzing
traffic and discussing potential solutions such as security
enhancements that are already taking place.
Boca West’s board of governors places a premium upon
innovation. Many clubs are currently finding that members
have an appetite for spa services. Boca West was there 10
years ago with health and spa facilities that include 24
treatment rooms. Member-guest events apply to this offering
just as they do to duplicate bridge, tennis and golf at this club.
Linderman explained how the club is able to get ahead of the
curve and spot new trends and service offerings that are important
drivers of club member satisfaction: Look, listen and ask.
Linderman is a keen observer and watches the hospitality
scene closely both near and far. An inspection of upper-end
dining establishments that included more than 50 restaurant
visits in three days convinced Linderman that multi-level dining
that featured dramatic window views was a strong offering that
appealed to diners and effectively expanded their experience.
This insight ultimately culminated in Boca West’s own
premier restaurant, Prime Cut-The Place for Steak, which
features two levels with 18-foot window seating. At night,
more than 300 yards of the golf course is lit. One travel writer
visiting this scene commented: “If Prime Cut at Boca West
Country Club was a stand-alone public steakhouse, it would
be among the top five in South Florida.”
The membership at Boca West is an important source of
new ideas. Generally speaking, private club members are
affluent, well-traveled and sophisticated. Because Linderman
and his staff are attuned to member opinions and are available
to listen and observe, a consistent stream of ideas and
possibilities flow into the planning process. This close connection
with member needs and expectations also allows the
decision-makers to wisely customize and adjust new initiatives
so they are distinctly suited to Boca West. Linderman and the
board will listen to experts—IT specialists, designers and
architects—but the solution the team lands on will ultimately
be tailored and built to fit this club. No off-the-shelf offerings
for Boca West. As Linderman says, “We don’t do makeshift.”
WHAT THE MEMBER SEES
At the conclusion of the interview, Linderman showed a side
that is especially essential to a successful club manager: To see
and feel the club as a member might. We were discussing the
sports bar, and while you might expect a detailed description
of the features, including a state-of-the-art sound system and a
180-inch video wall, Linderman chose to instead focus on the
member’s experience walking into that bar. He imagined a
member who might not be having one of his best days, maybe
a rare bad-weather day in otherwise sunny Florida, but in
Linderman’s re-telling, he enters the sports bar, sees the retro
street scene that floods his memories with the good ole days,
hears “The Rat Pack” on that sound system and sees his
buddies taking in whatever game may be on the video wall,
and as he makes his way across the room, he’s soon snapping
his fingers while a smile breaks across his face.