EVERY CLUB should commit to proactive succession planning for the board to identify the next leaders of the club. How will they be selected? What should they know before taking their seats at the board table? From what sources will this information be transmitted? The future
Q How does a club find the best board candidates? Are there best practices for board succession planning? A Most public companies and many large nonprofit organizations have an almost unlimited pool of potential candidates to fill open board positions. However, private clubs by their very nature
Because choosing your club’s next general manager can often be a long and difficult undertaking, properly evaluating the club’s needs is essential. Once firm skillsets and previous experience are identified, the Search Committee can begin the search. During the interview process, the committee will need
RATHER THAN PROVIDING informed and disciplined leadership, many private club boards ebb and ow with the moods of the membership. The result is often reactive and inconsistent leadership that disappoints club members. The solution is to develop board leadership in a deliberate manner that uses
The private club industry is a vibrant and ever changing community. Members, staff and general managers have often called multiple clubs “home” throughout their club lives, making private clubs one of the most supportive and inclusive segments of the hospitality industry. In particular, general managers
ACROSS CORPORATE America companies tend to announce, well in advance, a leader’s impending departure. These announcements are often followed by the naming of a successor. This best practice approach is designed to minimize the uncertainty among stakeholders as to how the company intends to move
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
“To improve is to change, so to be perfect is to have changed often.” With this advice, Sir Winston Churchill described the necessity of embracing change in governing and leading. While change in private clubs is constant, succession planning is often overlooked for more pleasant
In the private club industry, there are generally two distinct views on senior management succession planning: management’s view and the board’s view. They are frequently divergent in ways neither party is eager to talk about; though, also are direct, strategic, caring and in the spirit