After an illustrious career as both a chef and an executive in New York’s competitive hospitality scene, John Dorman, CCM, became general manager of The University Club in 1997. Founded in 1865, the club’s landmark 200,000 square-foot building was built in 1899 in the center
The true legacy of a leader is often reflected in the continued health and vitality of the organization after that leader leaves. Resilient clubs and farsighted leaders look beyond the present moment and think about what comes next—and they prepare for it. Boca West Country
At the first meeting between Abraham Lincoln and Ulysses S. Grant following the latter’s appointment as Lieutenant General over all U.S. Armies, Grant in his autobiography recalled Lincoln saying “he did not care to know what I was to do, only to know what I
The decision on the best management for a club rests squarely on the shoulders of the members and the board. A membership that is closely aligned with the club’s mission and is truly dedicated to it, will have many members willing to serve. They will
Stepping into a position of leadership requires one to balance multiple priorities and to connect with diverse audiences or stakeholders. It also requires a flexibility of both mindset and action to adjust to a complex environment that is itself subject to change and, in some
Just under 400 managers responded to the Pulse Survey asking a variety of questions about governance, management and policies. Below are some of the highlights from the results: BOARDS Average Board Size: 11 Sevety-five percent of respondents feel the size of their board is about
Board governance provides crucial leadership to private clubs, offering valuable perspectives on the direction the club should be heading. Who makes up the board, how they are trained and evaluated, and other key factors impact their performance and potential. This article dives into the latest
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,
As we look to the future of the private club industry, we see two interconnected issues having the most impact of club success: How clubs are governed? How clubs are managed? Without effective leadership in both areas, clubs will languish and slowly decline.
CLUB BOARDS ARE OFTEN CHARACTERIZED AS MICROMANAGERS. What might be viewed as the latest “distraction” can become something that derails a board’s performance for the year or the general manager’s employment— general managers can be fired for failing to follow through on seemingly innocent suggestions