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.
Objectivity 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
This issue of Club Business addresses the human aspect of club leadership and the mindsets that lead to positive or negative outcomes in clubs. It’s about the people involved, how we think and how that thinking affects governance and outcomes in private clubs. In large
BOARD RETREATS are an essential part of any club’s governance and should be on the board calendar to occur annually. A retreat provides the board and management with time away from the club to have in-depth discussions monthly meetings do not allow. It also fosters
The club industry is not immune from career volatility for even the most accomplished managers, with the resumes of many top GMs including a series of hops, skips and jumps as they seek to find a place that provides professional security and satisfaction. But examples
Damon DiOrio, CCM, CCE has long been recognized as one of the top general managers in the private club industry, stemming from his 14 years leading the Charlotte Country Club and five years as CEO of the prestigious Desert Mountain Club in Scottsdale, Ariz. In