PRIVATE CLUBS in the United States have provided a venue to commune since the late 19th century. At that time, captains of industry, and those who sought similar status, would join elite clubs. A Rockefeller, Roosevelt, Astor or Vanderbilt might be seen sharing a conversation at The Knickerbocker Club, while others might eavesdrop for some insight into their greatness. Clubs evolved throughout the 20th century and were organized by members to reflect the places they had “earned” and included the people they felt were their peers. It would be difficult to describe clubs as more than an aspirational purchase for members. Membership in a club was a nice enhancement to the life of a member, but was it considered necessary?
When we changed the calendar into a new millennium, we also began an ever-increasing reliance on personal technology. Many of us of a certain age (ahem) can still remember the purpose of a slide rule, with apologies to Paul Simon, and reading a book that was printed on paper. Personal technology has completely invaded the professional and personal lives of everyone. We cannot imagine life without Google, Excel or Word. Since March, our use of Amazon has bordered on an addiction. Managing our clubs has changed, also. I can remember a former employee who had such a prolific memory that she recognized the signature of every member of our club, all 1,000 of them, to confirm that a signed charge was authorized. This quaint imagery has given way to enterprise software, high-definition security cameras, online reservation apps, lightning detection systems and electric vehicle charging stations. Who among us can remember waggling a driver to see if we wanted to buy it? Today, would we buy a club without custom fitting on a launch monitor?
The more nostalgic we become, the more technology changes the world. Some would argue it is better; some would say it is worse. No matter the opinion, clubs must invest in technology simply to keep current with the rest of the world. Data mining and analysis and data-based decisions are common practices in club management. Better information has allowed clubs to customize their amenities and activities to better serve their current or potential members.
Humans are social animals. For hundreds of thousands of years we have craved social interaction. At first, our desire to be with other humans determined our survival. Hunter-gatherers learned that they could be more successful and safer when they foraged or hunted in groups rather than on their own. Later, traders settled in towns that were centered around places of worship, which were places where people could gather, much like a club. The advent of the industrial revolution led to the growth of cities which, in turn, led to the creation of coffee houses and taverns. People need to be with people. Today, China has more than 100 cities with more than 1 million people and billions of people live within a short flight of each other. However, world-wide population density has not resulted in greater social interaction. Despite being physically closer to each other, we now rely on texts, email and other electronic forms of communication as a proxy for social interaction. Today, our social capital is depleting as we utilize technology instead of being with one another. Yet, the need to be with other humans is part of our DNA. If the worst punishment is solitary confinement, then what must be the best reward?
We are entering a Golden Age for clubs. The march of technology will not abate and the need to be physically present with others won’t change. Our industry is quickly moving from being a nice thing to being a necessary thing. Successful clubs will plan for social interactions and physical spaces that go well beyond special dinners, member-guest tournaments and fitness facilities. Many articles have been written about the need to accommodate younger members and their reliance on technology. Perhaps we also need to consider the entire membership and their psychological need to be physically present with each other. Clubs are ideally suited to make the leap from nice to necessary.
Ken Donovan is the president and a trustee of Fiddler’s Elbow Country Club in Bedminster, N.J. He can be reached at [email protected].