“We choose to go to the moon…and do the other things, not because they are easy, but because they are hard; because that goal will serve to organize and measure the best of our energies and skills . . .” —John F. Kennedy WHEN PRESIDENT Kennedy
PHILIP NEWMAN of RSM, the tax, audit and consulting firm known in clubs for perspicacity, expresses concern that many clubs are unprepared concerning data security. “Overall I don’t think most clubs do enough in this area—particularly in the area of employee training. Something we do as
STAKEHOLDER GROUPS need specific information relative to their role in the organization. In a world drowning in data, businesses use dashboards to organize relevant sets of key performance indicators (KPIs), but all dashboards are not created equal. Think about a plant manager in the automotive industry.
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
Change is constant in the private club industry. It impacts members, managers and staff. Change is also advantageous. As Albert Einstein said, “In the middle of difficulty lies opportunity.” Managers and employees who are optimistic about new ways of doing things are sure to benefit
A BOARD POLICY MANUAL (BPM) is a living document used by club boards and committees to effectively govern their clubs. It communicates to board members how to meet their fiduciary responsibilities, be compliant to governing documents and provides all policies necessary for consistency and efficiency
EFFECTIVE COMMITTEES are made of compendious charters. Chartering board committees requires clarity of thought and mission. Clarity arises from specificity within the committee charter. When chartering committees there are two touchstones to reference. First, the club bylaws dictate certain mandatory committees that support effective governance. Second,
A FEW YEARS AGO, a leader in the private club industry said to me—in neither a good nor bad way, but in a matter of fact way—that he saw me as a dealmaker. Being a “dealmaker” may not have the positive connotation that it once did.
Whenever a new United States president comes into of behalf of the board; they also serve as a proving ground office, we tend to judge them during the first 100 days. It’s no different for club presidents—though your term actually begins at least 60 days
“An ounce of prevention is worth a pound of cure.” —Benjamin Franklin BEN FRANKLIN coined this phrase shortly after he was forced to jump out of a window of his home, having unintentionally set the house ablaze. Afterwards he cautioned fellow homeowners to be careful carrying