Leadership in private clubs is under tremendous pressure arising from the novel coronavirus pandemic, according to data collected by GGA Partners in its June 2020 global survey of club members. In A Member’s Perspective: The Shifting Private Club Landscape, GGA researchers collected responses from more than
Bob’s Point of View “Keep your friends close and enemies closer.” How many times have you heard a board director or committee chair tell a constant complainer that they should run for the board or join the committee? Sometimes it’s just a brush off or attempt
SINCE EARLY MARCH, Club Benchmarking has been monitoring and reporting on the impact of COVID-19 on the club industry based on data gathered through the CB Strategic Monthly Dashboard. Non-dues revenue serves as a proxy for member activity, so it is not surprising that the
GEORGE BERNARD SHAW once said, “Progress is impossible without change, and those who cannot change their minds cannot change anything.” In the club industry, the most relentless and dangerous issue in need of change is an obsession with the financial outcomes in F&B that we
PHASE ONE1997: North Golf Course, Grill Room and Fitness CenterTotal Capital Investment: $12 Million According to General Manager John Schultz, the seeds of transformation were really planted in 1997, six years prior to his arrival, when the club adopted a member-approved “Facilities Improvement Program” and embarked
EFFECTIVE COMMITTEES are made of compendious charters. Chartering board committees requires clarity of thought and mission. Clarity arises from specificity within the committee charter. When chartering committees there are two touchstones to reference. First, the club bylaws dictate certain mandatory committees that support effective governance. Second,
Change has engulfed and will define us. Change usually arrives suddenly and without warning. Change often seems threatening until one develops an understanding that change is a certainty that can be made highly advantageous. Ginni Rometty, executive chair of IBM, told Fortune magazine editor Alan Murray, “There
Large capital construction projects bring with them myriad risks, opportunities and potential disruptions to everyday life for both club management and the membership. As such, it is critically important that consideration is given to the individual roles and responsibilities of each member of the project
THE NOTION OF “GOING ROGUE” conjures up ideas of defiance or independence. In many clubs, directors are dealing with rogue board members. Nowadays, rogue board members are people who either feel marginalized and unheard by fellow board members or who are unprincipled leaders who place their
In the animal kingdom when people think of a servant leader often times the mighty lion comes to mind. In this regard many see this as analogous to Mufasa from “The Lion King” who provided stability, wisdom and guidance for his tribe. The reality is