No manager or board member wants to admit that they’re not fully “on board” with their club’s communications strategy, or, for that matter, admit there is no such strategy in place. Better yet, no manager or board member wants to admit that they’re delivering communications
The president of the United States is measured after his first 100 days. I had 90. This past winter, I accepted a new job as membership director at an exclusive private equity club. Now the hard part: I only had three months before the
This is the fifth article in a special six-part series commemorating the 50th anniversary of the National Club Association. This article from the June 1996 issue of Club Director addresses the complexities of the club environment, both from management and governance perspectives. Some of the questions asked in
Being a club member and being a member of a club’s board of directors are two entirely different things. When bringing a new member onto the board, a club can benefit from strong introductory and orientation programs to make the adjustment easier and to aid
Clubs strive to be the best that they can be in providing services to their members. In this pursuit of perfection, club leadership is generally interested in not only what other well-run clubs do, but also in what would be described as “best practices.” Best
With the continuing challenges posed by the nation’s struggling economy and the vast array of changes occurring in the world surrounding clubs, it is critical to recognize that strategic planning is an ongoing process that helps to ensure the continued health of a private
Fi•du•ci•ar•y (noun): a trustee or a manager entrusted to control property or to act on behalf of and for the benefit of another. Surprise and concern are two emotions we often encounter when club managers and directors learn from us they may be considered fiduciaries
During these difficult times for clubs, it might seem odd to talk about governance issues when clubs are focusing on serious concerns such as revenue growth, lack of new members, cost containment, type of club structure, i.e., nonprofit to for profit, and in some instances,
The following is an excerpt from one of the chapters of NCA’s new publication, The Legal Reference Guide for Private Clubs. This handbook is designed to assist clubs in avoiding and addressing a wide array of legal challenges, ranging from operational matters and human resource issues to
Economic pressures, job losses and cutback hours have all added to the financial pressure our club employees are facing. And when this pressure is combined with opportunity and rationalization, the “Magic Triangle of Fraud” is created. What can clubs do to prevent the Magic Triangle