My youngest son and I watched Rory McIlroy walk down the 18th fairway after hitting a wonderful approach to secure his first Players Championship. With admiration, Paul Azinger commented on how McIlroy was the picture of “resiliency.”
We often think of individuals who have, time over time, shown to be resilient. These individuals have overcome adversity, addressed their “demons” and have continued to progress despite the challenges they face. We look upon them with admiration and often in awe, given all they have accomplished.
But do we ever think of our organizations, or private clubs, as being “resilient?”
“Resiliency is the capacity to respond effectively to change, to adapt successfully to new and unforeseen conditions and circumstances and to seize opportunity. It’s an essential characteristic of organizations (and individuals) that are built for ongoing success.”
S.D. Bechtel Jr. Foundation
The S.D. Bechtel Jr. Foundation takes resiliency seriously and has recently published a guide to help organizations evaluate and address important characteristics that help ensure resiliency.
To help measure whether your club passes the “resiliency” test, the Foundation asks organizations to evaluate the following seven factors:
- Culture of Learning
- Does your board have a shared sense of values, mission and vision?
- Is your board optimistic in spite of challenges, and also realistic about what’s achievable?
- Does your board encourage experimentation with new and innovative ideas?
- Does your board measure what is accomplished and apply that knowledge to decision-making?
- Talent & Leadership
- Is your board and staff leadership well-aligned? Truly aligned?
- Is your board fully engaged, for the advancement of your club’s mission (and not individual agendas)?
- Does your board attract and retain talented staff?
- Does your club have distributed leadership (not over-dependent on a single individual)?
- Context (Outside-In Thinking)
- Is your club knowledgeable about key players and stakeholders in your field?
- Does your club have a clear understanding of its position among other clubs?
- Is your club strong in relation to other clubs?
- Has your club assessed external opportunities and threats that may affect your relevance?
- Planning & Execution
- Does your club and board have a clear strategy for the next two to three years?
- Does your club and board plan for contingencies and adapt strategy as circumstances require?
- Does your club and board possess the necessary capabilities and skills to execute?
- Does your club and board track its record of accomplishing what it sets out to do?
- Reputation & Communications
- Does your club have a clear and compelling story that is used to communicate mission and impact?
- Does your club maintain a strong reputation with key audiences and members?
- Does your club regularly re-examine core messages, audiences and tactics for communications?
- Partnerships & Alliances
- Does your club routinely and successfully collaborate, coordinate and communicate with others clubs?
- Does your club participate in network and/or coalition activities selectively and strategically?
- Financial Footing
- Does your club have reliable and recurring revenue that covers the cost of programs and operations?
- Does your club have adequate unrestricted funds and cash reserves in place?
- Does your club have a clear financial strategy that ensures long-term sustainability?
The simple takeaway from this guide is: Are you willing to ask tough questions of your club, yourself and your board? As McIlroy was celebrated at the conclusion of Championship Sunday, much of the conversation was about how he started his rounds on Saturday and Sunday quite poorly.
His reaction and responses were stunningly consistent with the factors represented above. He talked about how he and his team were aligned with what his goals were, how he continued to challenge himself to get better so that he could adapt to adversity. He faced his challenges and remained calm and confident when things didn’t go his way.
As the S.D. Bechtel Jr. Foundation so eloquently states, “Resiliency starts with dialogue.” I encourage you and your board to embrace the dialogue, especially around your club’s challenges and shortcomings, so to ensure that you will, in fact, be resilient!
Michael Bruni is a partner with Hub International Midwest Limited, and has led the Non-Profit and Public Affairs Consulting Group since its inception. He is a past-vice president at Olympia Fields Country Club and is an NCA director and serves on the Government Relations Committee. He can be reached at [email protected].