Private clubs prosper in markets characterized by high consumer confidence, growing household income, steady employment statistics and concentrations of high educational attainment. To optimize your market analysis, look for data that demonstrate the strength of these characteristics in your draw area. Most clubs have a
Committees can be a blessing or a curse in the scheme of private club governance and management. When they step over the boundary from advisors to managers, it is disruptive, frustrating and a waste of resources. On the other hand, the absence of this front-line
There seems to be a blind spot in the industry when it comes to financial focus. While a great deal of a typical club board’s time and attention goes into dissecting income statements and budgets, I see very few boards that recognize the importance of
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
Most club have a lot of member data: club departments know how many dining reservations each member has made, the number of golf rounds played, the special events and services that each member uses. But how many clubs make this information actionable in real time
The following is an excerpt from NCA’s publication Board Toolkit: Club Leadership Essentials. To purchase a copy of the Toolkit, please click the following link. Members must be logged in to receive discounted pricing. One of the crucial functions of any board, is to monitor and evaluate a club’s
I GREW UP in the city of Riviere-du-Loup on the South Shore of the St. Lawrence River in the Province of Québec, Canada. I was in Washington, D.C., visiting two friends from Québec when I became quite ill and was admitted to the hospital with
“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
Beyond the duties of care, loyalty and obedience, there is a, I suggest, a fourth board duty: the duty of imagination. Alice Korngold, 2006 Board support for innovation is vital to the performance of the board itself and to the performance of the executive and
AT A RECENT board meeting I asked the trustees to reflect on what their lives would be like if we did not properly take care of Beacon Hill Club (BHC) and it became unsustainable. When I am feeling the stress of being president of BHC,