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 clubs share certain common bonds. Each is a platform for socialization; people choose each medium to connect with those who share similar interests and activities. Social media is extremely relevant to Generation X and millennials because it is where they meet and interact with
“CULTURE EATS STRATEGY for breakfast,” said management guru Peter Drucker. For clubs, culture is governance, and private club strategy—no matter how good and well-conceived—will be a victim to poor governance. According to Fred Laughlin, nonprofit governance expert and an associate at Global Golf Advisors (GGA),
PRIVATE CLUB BOARDS have clear charges: 1) preserve and protect the club’s assets; 2) ensure effective strategic vision; 3) provide thorough financial resources; and 4) execute sound governance. Yet, many club boards struggle to achieve focused leadership, becoming distracted with tactical matters that should be
Warren was delighted when his fellow club members selected him to serve on the board of governors. He couldn’t wait to roll up his sleeves and jump straight into the big issues plaguing the club: stagnant membership growth, financial uncertainty and distrust of the board
“To improve is to change, so to be perfect is to have changed often.” With this advice, Sir Winston Churchill described the necessity of embracing change in governing and leading. While change in private clubs is constant, succession planning is often overlooked for more pleasant
Content Marketing was unknown in 1956 when wily Sam Phillips, the Memphis-based musical producer who launched Elvis Presley on his path to stardom two years earlier, realized he was hosting something worthy of attention … four Hall of Famers singing together. Many private clubs may be
Effective governance is a matter of aligning authority and accountability by clearly designating roles and responsibilities. It is folly to assign accountability when proper authority has not been directed to the person to be held accountable. Top-performing clubs exercise great diligence for ensuring that authority
Pew Research Center learned in a 2015 survey of Americans that trust in the federal government was among the lowest levels in the past 50 years. Only 19 percent of Americans say they can trust the federal government always or most of the time …
GOVERNANCE EXCELLENCE IN A PRIVATE CLUB requires a plan built on a foundation of systematic and established disciplines. The resulting framework enables reliable and trustworthy structures, processes and systems. This article, the second in a three-part series, brings focus to the current-day model for private