Of all the club committees, none is more important that the nominating commit- tee and none is less important than the executive committee. You may think it a radical thought, but before you dismiss it, consider the following rationale. One of the five principles of
Regardless of how a club chooses to align committees within its governance model, there remains the challenge of how best to establish them (forming) and realize their full potential (performing). Here, we describe the principles and best practices that apply to the constructive formation and
More and more, private clubs are looking to corporations for policies and best practices in governance. For example, private clubs have realized the benefits of modeling the relationship between their boards of directors and general managers after the relationship between corporate boards and their CEOs.
Peter Drucker first popularized the concept of management by objectives in, “The Practice of Management.” Management by objectives is the process of defining specific objectives within an organization on the premise that management will achieve each objective. Most club leaders are well-schooled on the idea
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)
During my interview for the general manager position at Florida Yacht Club (FYC) in May 2014, I had a brief meeting with Clubhouse Manager Billy Mayo. Knowing he had been with the club since 2004, I asked what he saw as FYC’s biggest challenge. His
The Florida Yacht Club (FYC) in Jacksonville, Fla., was founded in 1876 by New York business- man William B. Astor Jr., with the purpose of promoting yachting and social enjoyment. Jacksonville—accessible by rail and water, site of grand hotels and known for its pleasant weather—was
CLUB BENCHMARKING has conducted a Club Governance Survey annually since 2017. In every survey, succession planning for board members and officers has ranked high on the “room for improvement” list. The trend continued with the 2021 survey, in which less than 50% of board members
EVERYONE SEEMS to be searching for the holy grail of best practices for a particular club issue or process, but how many times is there just one best practice? Most of these issues are situational—driven by that club’s culture, membership, economics, demographics, leadership skills, crises,
Picture yourself standing on the bank of a river you must cross and have never crossed before. What are you feeling? Maybe anxiety because you don’t know how deep the river is, the strength of the current, or if there are snakes or other unknown