MORE OFTEN THAN NOT, a club’s Grievance Committee can be its biggest asset when dealing with a troublesome member. However, what happens when the exact opposite occurs and there is a grievance with your Grievance Committee? Dealing with a troublesome member can be a minefield of
EVERY CLUB should commit to proactive succession planning for the board to identify the next leaders of the club. How will they be selected? What should they know before taking their seats at the board table? From what sources will this information be transmitted? The future
Shortly after joining the staff of the National Club Association, I sent an email to every chief of staff and legislative director on Capitol Hill to let them know I was on staff and to feel free using me as a resource for any club-related
Editor’s note: This article is a based upon advice given to incoming president’s at Medinah Country Club, in Medinah, Ill., from General Manager/COO Robert Sereci, CCM. DEAR CLUB PRESIDENT, Congratulations on your appointment as president of our club. Because of my years of experience as
OCTOBER 8, 2019 has significant meaning for me for two reasons. First, and most importantly to me, it marks the 25th year I’ve had the good fortune to be married to my wife, Kelleen. She has been a great source of inspiration, pride and support over those
“THOSE WHO CANNOT REMEMBER the past are doomed to repeat it.” Those words from philosopher and poet George Santayana should be top-of-mind as boards across the country prepare their clubs to withstand future economic uncertainties. While the U.S. is currently on a record-breaking streak of economic
IN TODAY’S WORLD, the term relevancy is used quite a bit and has become a good catch phrase for any business whether you are selling Stanley Cup merchandise (Let’s Go Blues!) or a membership to a private club. What does the customer want and how do
One of the most valuable lessons I learned as a leader is one I wish I knew earlier in my career. This lesson, however, was not even hinted at in any of the leadership training I underwent. In fact, this lesson runs counter to virtually
WITH LABOR DAY BEHIND us and football season underway, I find myself reflecting on my third summer at Interlachen Country Club. The club recently completed a more than $10.5 million renovation of our facilities and our membership reached a waitlist that is now approaching three years—for
Bob’s Point of View: Nothing is more demonized in modern management than overtime, a phenomenon created by the 1938 Fair Labor Standards Act, “New Deal” legislation. The intent was to put more people to work. Today, with our low levels of unemployment, both employers and