It takes a certain kind of club—and membership—to host major championship events. Championships confer a special prestige on a club and its membership. They announce to the world, “This is a first-class organization, worthy of hosting a world-class event.” And, during some national and international
How many times have we found ourselves in a situation where we were “out of the loop” and unaware of a significant social, political or personal event? We all remember such incidents. Usually, they’re simple, humorous lapses, but sometimes, these moments become significant and embarrassing
Not surprisingly, the Internal Revenue Service (IRS) expects a tax-exempt club to remain in compliance with the requirements of Section 501(c)(7) of the Internal Revenue Code (IRC). But, surprisingly, certain clubs that secure tax-exempt status still operate in a manner inconsistent with the IRS’ requirements.
Hamilton Farm Golf Club in Gladstone, N.J., has spent the last six years recruiting a management team of private club industry veterans who could execute a focused strategic plan: to provide the highest-quality and most personalized service, food, amenities and golf to their members. Hamilton
Four years ago, Onion Creek Golf Club in Austin, Texas, took a chance on an idea: Convert the snack bar adjacent to the golf shop into a fitness area. “Members in their late 50s wanted an athletic area,” David Woods, the club’s general manager, said
Most people are familiar with the “golden parachute” concept—the clause(s) in a senior executive’s contract calling for a range of benefits and payouts should an organization, for whatever reason, want that executive to leave. But what happens in the reverse situation? What happens when the
In every private club, members play an active and influential role in how the club is governed. The by-laws and departmental rules in place establish parameters for acceptable club behavior, and traditions are then established. Members have joined the club with immense pride and may
The very best club managers are typically exceptional personal communicators—which comes in handy, considering effectively communicating a club’s total package of culture, services and values to both current and potential members is an essential component of a manager’s job. But, properly conveying a club’s total
Floods, wildfires, tornadoes and hurricanes dominate the headlines these days, and although no area is immune, you do have some control over your club’s survival in the “after-life” of disaster. I think most of us do pretty well when it comes to preparing for disaster.
Famed American businessman Harold Geneen once said, “Leadership cannot really be taught. It can only be learned.” If this popular quote is true, how can today’s club managers and directors learn how to be stronger leaders? How can managers collaborate with the club’s board