THE NOTION OF “GOING ROGUE” conjures up ideas of defiance or independence. In many clubs, directors are dealing with rogue board members. Nowadays, rogue board members are people who either feel marginalized and unheard by fellow board members or who are unprincipled leaders who place their
As an avid student of organizational leadership, I’ve spent considerable time contemplating what makes some boards so successful while others flounder. Over the last three decades, I’ve reported to boards of directors as CEO of three different nonprofit golf associations and I’ve served as a
Q How does a club find the best board candidates? Are there best practices for board succession planning? A Most public companies and many large nonprofit organizations have an almost unlimited pool of potential candidates to fill open board positions. However, private clubs by their very nature
EFFECTIVE BOARDS set goals and work to achieve them. The best, top-performing boards execute an annual self-assessment of their performance. This is the time of year to evaluate how your board performed in 2018. To conduct a proper self-assessment each board should take the following five
Club governance is the engine to most clubs’ success. A well-functioning club board provides the guidance necessary for club leaders to prioritize and execute important goals. What are these groups supposed to look like? How should they function? Today’s trends are shaping the best practices
There are typically three priorities that command the attention of private club boards: (1) developing and using sound strategy; (2) ensuring the financial security of the club; and (3) governing the club responsibly. However, in these days of over-supplied markets and the ongoing regeneration of
RATHER THAN PROVIDING informed and disciplined leadership, many private club boards ebb and ow with the moods of the membership. The result is often reactive and inconsistent leadership that disappoints club members. The solution is to develop board leadership in a deliberate manner that uses
Private club boards have a legal responsibility to protect the interests and assets of the club they serve, but most clubs and boards live one year at a time and never get around to addressing the club’s long-term capital needs. On average, property, plant and
NCA’s Board Toolkit: Club Leadership Essentials provides resources for club governance. This excerpt provides a sample job description for club directors to ensure they are familiar with their roles and expectations in order to best serve their clubs. You can also review sample job descriptions for board officers
Truly effective boards focus on three key areas: strategy, finance and governance. Boardroom excellence is defined by focus and allocation of resources, such as time, energy and talent. Club members who choose to be servant leaders for their clubs are paid nothing, devote considerable time