IN A REGRESSION ANALYSIS of compensation for club general managers nationwide, total operating revenue and the GM’s tenure explained 87% of the variation in total compensation. Other variables including initiation fees, full time equivalent employee count and cost of living index can be added to explain
Editor’s note: This article is a based upon advice given to incoming president’s at Medinah Country Club, in Medinah, Ill., from General Manager/COO Robert Sereci, CCM. DEAR CLUB PRESIDENT, Congratulations on your appointment as president of our club. Because of my years of experience as
WITH LABOR DAY BEHIND us and football season underway, I find myself reflecting on my third summer at Interlachen Country Club. The club recently completed a more than $10.5 million renovation of our facilities and our membership reached a waitlist that is now approaching three years—for
WHEN A CLUB’S volunteer leadership is made up of individuals with extensive experience sitting on and leading corporate or nonprofit boards, general managers can be at a disadvantage in the boardroom. The relationship between manager and board is critical, but such disparate backgrounds can make it
Farmington Country Club in Charlottesville, Va., is renowned for its Southern hospitality, beautifully landscaped grounds and its historic architecture from Thomas Jefferson. Set in a vibrant college community and catering to 2,500 members, including 1,450 non-resident members, Farmington Country Club has an unmistakable energy that
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
The private club industry is a vibrant and ever changing community. Members, staff and general managers have often called multiple clubs “home” throughout their club lives, making private clubs one of the most supportive and inclusive segments of the hospitality industry. In particular, general managers
Q: We have an exceptional general manager who we’d like to keep. How do we determine whether he’s being compensated appropriately relative to what other clubs are paying? A: Retention of talented management is critical with the compensation package central to that effort. When it comes to
CLUB BOARDS ARE OFTEN CHARACTERIZED AS MICROMANAGERS. What might be viewed as the latest “distraction” can become something that derails a board’s performance for the year or the general manager’s employment— general managers can be fired for failing to follow through on seemingly innocent suggestions
The relationship between a club’s general manager and board members is one of the most critical partnerships to the club’s success. The general manager is charged with the day-to-day conduct of the club’s operations and supervises and directs all activities and affairs. The board is