MILLENNIALS ARE INDIVIDUALS born between 1981 and 1996; there are approximately 83.5 million people in this group, according to the U.S. Census. Much attention has been given to this emerging market for today’s private clubs. In fact, millennials are the future of most private clubs.
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,
Change has engulfed and will define us. Change usually arrives suddenly and without warning. Change often seems threatening until one develops an understanding that change is a certainty that can be made highly advantageous. Ginni Rometty, executive chair of IBM, told Fortune magazine editor Alan Murray, “There
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
CYBERSECURITY is a threat to your club. The club manager in a Nebraska club faced the unhappy task of calling his members to tell them that their personal information has been hacked from the club’s records. The members’ reactions were predictably along the lines of “How
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
Strategy is a process. Establishing sound strategy is one of the foremost duties of a club director. In most clubs, directors think of strategy as a careful capital investment plan, which is partially accurate. A proper strategic plan includes careful capital planning and so much
Servant leadership is the cornerstone of private club governance. Private clubs prosper or perish on the strength and durability of their servant leaders. And, often unknown to those they lead, it is a thankless job. Servant leadership was first mentioned in the 1970s by Robert
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
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,