IN “GOOD TO GREAT and the Social Sectors,” author James Collins defined a different view of the authority and accountability for volunteer organization board presidents than that of presidents (CEOs) of traditional businesses. According to Collins, presidents of volun- teer organizations lead with legislative (authority)
Board member surveys frequently reveal they would like shorter, more efficiently run meetings. Upon investigation, we learn that these clubs are not using basic practices that can reduce the duration of meetings without compromising their content or the interaction among board members. Club boards should
More than two decades ago there was a push for private clubs to adopt the chief operating officer model of governance, whereby club boards were encouraged to clearly delineate their role of governing at a strategic level and the general manager’s role as managing club
The past couple of decades have witnessed substantial improvements in club governance. More and more clubs are adopting governance models built on proven principles and best practices. Boards of directors are documenting policies that clarify how they will use the authority given them in the
Based on the broad exposure we have to clubs through North America, trust in the board and its leadership of the club are common concerns of private club members. The leading causes for these concerns fall into one of five themes: Perceived errors and/or decisions
Recent events have created an opportunity for private clubs to continue to push forward and invest in technology. This trend will gain further momentum as “next-gen” board and committee members expect technology to be leveraged to enhance their experience both as club members and as
The Governance Survey is conducted annually and is also used with individual clubs when we are preparing for board orientations, supplemented by the gathering of numerous supporting documents from the General Manager. Wherever possible, we also compare the survey responses with factual data to identify
The Country Club in Brookline, Mass., has a 12-person board, nine of whom chair major committees. The three-person executive committee consists of the president, treasurer and secretary, who all also serve on the board, and we have a significant number of other committees and subcommittees.
bjectivity is a key component of effective decision making no matter what business you are in. Great businesses and the people who run them rely on facts—they don’t guess. Would you visit a doctor who doesn’t use blood tests, MRIs, EKGs and the like to