Congratulations—your nominating committee provided a great slate of candidates for the club board and now you have a new group of directors to bring up to speed. Hopefully, the candidates were provided sufficient information about the time commitment and expertise required to be a successful board member.
Once new board members are elected, an orientation should be scheduled as soon as possible in order to quickly and seamlessly integrate new board members and make them feel as though they’re part of the team. Board leaders planning an orientation program may consider implementing the following top 10 tips:
1. It is often more effective and meaningful to have one or two “mandatory” sessions, as opposed to scheduling piecemeal individual meetings with the club president and general manager.
2. In advance of the orientation, packets containing the following items should be distributed:
- Club bylaws and policies
- Current financial information and budgets
- If available, the club’s strategic or long-range plan
- Committee descriptions and guidelines
- Organizational chart
- Board minutes for the past two years
- Other relevant documents
- An orientation agenda
Encourage the new board members to ask questions during the orientation with respect to these documents, as opposed to taking the time to go through a lengthy group review of each document (with the exception of club financials).
3. This may be the first time new board members have stepped into the role of serving as a director at a private club. However, there’s a good chance that they have served on corporate or nonprofit organization boards in the past. It follows then, that some time should be spent during orientation to education new directors about the similarities and differences between businesses and club boards.
4. The first component of the orientation should be a tour of the facilities that includes “back of the house” areas of the clubhouse and the golf maintenance facility. For many, this will be the first time visiting these areas, and it will provide insight into the scope of club operations. It may also prompt questions about club operations. In certain areas such as the golf maintenance facility or kitchen, it is suggested that the respective department heads assist with the tour and answer questions.
5. The club’s treasurer, controller or CFO should present the club’s financial information during orientation. A brief overview of the club’s financial philosophy is helpful. A description of how and why certain areas of the club’s operations are responsible for underwriting those areas that are subsidized will give new board members a better understanding of the big picture, and will address any assumptions or misinformation.
6. Include department head presentations as another component of a successful board orientation. These individuals include the golf director/professional, golf course superintendent, tennis director, clubhouse manager, controller/CFO, executive chef, chief of maintenance, membership director, etc. A brief overview of their respective departmental operations and current issues will suffice.
7. Committee chairperson presentations give new board members a feel for committee-specific issues or projects, as well as insight on committee dynamics at the club.
8. The general manager or the membership director should review the club’s membership policy, membership categories and new member application process. Board members are often the first contact for prospective members, and should therefore understand how best to promote the club and encourage fellow members to sponsor new prospects.
9. The orientation should conclude with words of thanks from the president, and the invitation for new board members to ask additional questions in the coming days and weeks.
10. Consider arranging a social activity immediately after the orientation session in order to facilitate relationship building and camaraderie among the newly formed board.
In summary, a well planned and executed orientation saves valuable time, by getting new board members up to speed early in their terms—and ensures board continuity and productivity into the future.
Charlie Hoare, CCM, is a principal at GSI Executive Search, Inc. He can be reached at 850-997-6979 or [email protected].