THAT QUESTION HAS BEEN ON MY MIND A LOT LATELY. AND ONE, I’M SURE, THE MEMBERS OF THE LAROCCA FAMILY WHO ARE IN THE CLUB INDUSTRY ASK OFTEN. IN THIS ISSUE’S COVER STORY, THE LAROCCA FAMILY OFFERS SOMETHING RARE—AN ANSWER THAT ISN’T SPECULATIVE BUT LIVED.
Their story is about legacy, yes—but more than that, it’s about staying curious enough to keep learning, leading and inviting others to follow.
What began in 1962 as one brother caddying at Youngstown Country Club became a multi-generational journey through almost every facet of the private club industry. From the kitchen to the executive office, from summer jobs to presidential roles, the LaRoccas didn’t just enter the private club world—they immersed themselves in it. They passed along more than knowledge; they passed down a spirit of engagement, hospitality and purpose. And that’s what legacy is—not just what you build, but why and how you inspire.
And their inspiration began at home. The heart of their story is a family shaped by hospitality long before they knew it would become their careers. Richard LaRocca, GM/COO of St. Clair Country Club and CMAA’s current president credits his parents’ work ethic and generosity as the foundation for it all. The LaRoccas grew up learning how to serve and why it matters.
In 2010, that spirit led the family to establish the LaRocca Family Executive Scholarship through The Club Foundation. Since then, 56 managers have benefited from this financial, professional and personal gift. The scholarship isn’t just about funding education; it’s about unlocking access, fueling ambition and giving others a reason to believe they can lead.
In a recent conversation with Gregg Patterson, he and I discussed our responsibilities to mentor the next generation of club leaders. Not just telling them how the industry works but giving them the space to be curious, to ask why, and, most importantly, how they can shape what comes next. That means creating meaningful ways for young professionals to engage with tenured leaders. It means offering fundamental tools for education and growth. It means fostering environments where curiosity isn’t just welcomed—it’s encouraged. Because curiosity is what drives transformation.
The LaRoccas didn’t build a family legacy by accident. They asked questions. They showed up. They gave back. And they stayed curious enough to believe this industry had more to offer—not just for themselves, but for everyone they could lift along the way.
So, how do we inspire curiosity?
We lead. We share. We give. And when we do that, we stay open to what’s possible. Share your thoughts…
In this issue, we proudly recognize Nancy Levenburg, recipient of the 2024 Dave White Editorial Award. For 16 years, Nancy has brought insight, candor and academic rigor to BoardRoom. Her dual role as business consultant and club member has shaped thoughtful commentary on what clubs get right—and what they need to improve. From calling for better member research to questioning outdated event practices, Nancy consistently centers the member experience and operational integrity. Her voice is sharp, witty and data-driven—and our pages are stronger because of it.
We also honor Lori LeBard, as our 2024 Gary Player Educator of the Year Lori is more than a leader—she’s a team architect. Across multiple clubs, she’s built cultures grounded in purpose, empathy and accountability. Her leadership combines active listening with high standards, earning deep buy-in from her teams. Lori reminds us that leadership isn’t about control—it’s about connection. And people are always the best investment.
Finally, Chef Hannah Flora, runner-up on Hell’s Kitchen, proves private club kitchens can rival top restaurants. At Addison Reserve, a BoardRoom magazine Distinguished Club with ELITE status, she blends creativity and discipline, bringing fresh energy, leadership and innovation to the club dining experience.
Here’s to the individuals who don’t just work in the club space—they transform it! BR
Heather Arias de Cordoba Editor | heather@boardroommag.com
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A process—not a project—capital budgeting requires long-range planning, ongoing analysis and collaborative execution across management and board leadership. From reserve studies to aspirational improvements, this story explores why sustainable capital planning is mission-critical for clubs striving to preserve relevance, financial health and member trust. Is your club treating capital planning as a strategic cycle?
A proposed federal income tax exemption on tips and overtime pay could reshape club staffing, wages and retention strategies. With potential policy changes gaining momentum, boards must weigh whether to adopt tipping models, adjust wages or increase overtime. How can club leaders stay ahead of a tax reform that may help hospitality workers—but hurt private clubs?
Great hospitality begins with empathy, observation and proactive service. By training your team to anticipate needs, personalize experiences and respond with genuine care, you elevate every touchpoint of the member journey. When leaders model this mindset, it becomes contagious. After all, if your members could describe your club’s hospitality in one word, what would they say?
Employee surveys reveal what truly drives engagement, loyalty and performance—and can help boards foster a culture of empathy, trust and shared purpose. With insights from GGA Partners’ latest research, this story explores how listening to staff can strengthen your leadership and elevate the member experience. When was the last time you asked your employees what they really think?
Outside training does more than sharpen skills—it energizes teams, aligns culture and reinforces consistency across service touchpoints. With real-world insights, humor and hands-on learning, it builds habits that last long after the session ends. Could a fresh voice be the missing link between your club’s training efforts and truly exceptional hospitality?
When Grandma Betty became a surprise social media star during dinner at her granddaughter’s club, she reminded us of an old mantra: the eye buys what the eye sees. From stunning plating to Instagram buzz, visual presentation has real influence. Could the secret to better dining satisfaction and higher member usage be found on the plate?
After decades of reviewing member satisfaction studies, one industry veteran revisits the recurring mistakes clubs and consultants make—like over-relying on averages or misleading “top two” stats. Why benchmark against clubs you don’t compete with, when you could be learning what your own members really think—and how to improve? Are your surveys measuring insight or just reinforcing comfort?
Sustainability isn’t just for the golf course anymore—it’s reshaping clubhouses, guest rooms and entire communities. From pollinator gardens to reclaimed water systems, today’s clubs are leading by example with eco-conscious innovation inside and out. Could sustainability be the key to attracting both members and mission-driven employees?
Today’s club employees expect more than direction—they want alignment, growth and purpose. Servant Leaders must both guide and serve, responding to evolving values with empathy and strategy. From feedback to benefits, are you equipped to meet your team where they are and lead them where they want to go?
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John G. Fornaro is the publisher/CEO of BoardRoom, co-founder/CEO of DistinguishedClubs and Distinguished Golf Destinations, CEO of APCD and president of BoardRoom Institute. He can be reached at (949) 376-8889 or via email: johnf@apcd.com.
Do non-profit private clubs need to plan for their capital budgets? Likely, some do while other clubs don’t have a structured plan whereby they formally have a plan for their capital budgets.
But, given the assumption that private clubs should plan for capital budget management, how does a private club plan for and calculate the capital resources a club requires?
“It should be what Club Benchmarking terms a perpetual and systematic process - not a project,” said Ray Cronin, founder and Chief innovator of the private club consulting firm.
“The problem is that in most clubs, it is currently a project that occurs when making a new investment, or when the treasurer or board changes, or some other event. Many critical decisions in clubs are currently event-driven rather than a perpetual process.”
opted, capital planning becomes part of the board’s rhythm - an annual, iterative cycle that supports foresight, not just oversight,” he added.
Henry DeLozier, partner at GGA Partners, said planning for a capital budget is an endless process that relies upon several baseline tools.
• Capital Asset Analysis: On a continuing basis, the club should maintain a roster of capital assets that require timely repair and replacement. The capital reserve analysis (or study) is the baseline for managing capital planning. It states what assets the club possesses. This roster of assets must identify the useful life of each asset and a routinely updated estimation of replacement costs.
“Capital planning is about legacy. It is about safeguarding the club not only for the current members, but for the generations who will follow. This calls for a mindset shiftfrom reactive problem-solving to strategic, generational governance. Capital planning is not just a financial exercise. It is a leadership responsibility, a strategic discipline and a cultural cornerstone. Clubs that thrive in the decades ahead will be those whose boards think boldly, plan carefully and govern with purpose.” Roger Chao
“Capital budgeting must be understood not as a one-off project but as a dynamic, continuous process essential to the long-term sustainability and stewardship of the club,” said Roger Chao, a seasoned CEO and board consultant based in Victoria, Australia, with extensive experience across the private, public, and non-profit sectors.
“A project has a beginning and an end. A process, by contrast, implies permanence, adaptability and accountability - qualities that are vital in a governance context.
“The board’s role is not simply to approve capital expenditures when they arise but to embed capital planning into the club’s overall governance framework.
“Boards must consider capital budgeting as a long-range, strategic exercise integrated into the club’s vision, values and member value proposition. When this mindset is ad-
• Sources and Uses of Funds Analysis: The capital reserve study accounts for the “uses” of funds. Each club board must reckon with how it will source the funds required to replace all of the club’s assets in a timely manner. Most clubs lack such a study and, therefore, fall behind in capital reserve planning and replacement.
• Cash Flow Analysis (based on the capital reserve study) : Working from the bases of asset and funding analyses, the club board can forecast the cash flow requirements of the club for asset replacement and renewal.
“Using a process-based approach to capital planning enables private clubs to be prepared for the club’s future
When was the last time your staff members’ voices were heard in your boardroom? When did you last ask your management team for good counsel? One of the keys to servant leadership is the capability for listening.
“Working with club leaders is about fostering a collaborative environment where every voice, both members and employees, contributes to the club’s success,” said Eric Hutchison, a director at GGA Partners. The international consulting firm guides club leaders to current best practice standards.
“Doing this consistently contributes to a culture of shared understanding and mutual respect,” noted Hutchison, who holds a doctorate in industrial/organizational psychology.
Employee surveys are essential to establishing genuine understanding and collaboration.
“While member surveys are more common, don’t miss an opportunity to discuss the importance of employee surveys,” Hutchison explained.
Three important things club leaders can learn from employees are:
• Club employees provide invaluable insights into dayto-day operations, highlighting areas for improvement and efficiency
• They identify areas where leadership can better support staff development and growth
• Employees who are engaged and have a sense of belonging are key to ensuring the same for members.
How does a private club gather insights from its diverse staff?
Hutchison recommends an attitudinal survey that delves into the core of employees’ relationship with the club. Such a survey moves beyond surface-level feedback, revealing the fundamental needs and motivations that drive staff engagement and satisfaction.
“The GGA Club Employees’ Perspectives report, which represents a strong response rate and draws upon global participation, provides valuable benchmarking when analyzing individual club surveys,” Hutchison observed.
Key takeaways from the 2024 Club Employees’ Perspectives survey are:
• More than eight in 10 (81 percent) of club employees surveyed are satisfied with their jobs.
HENRY DELOZIER
Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com
• Satisfaction with being an employee of the club (on a 10-point scale where “10” is “extremely satisfied”) scores at 7.9 out of 10.
• Employee satisfaction with their compensation at the club scored 6.9 out of 10.
• Employees’ willingness to favorably recommend the club as an employer was +22 on Bain & Company’s net promoter score ranking. This NPS ranking should be considered to be “good.”
• One-third (33 percent) of males and 42 percent of female employees are watching for opportunities but not actively looking for a new position.
In a nutshell, club employees want three important things: feedback/recognition, competitive compensation and effective leadership.
Guiding principles for private club boards, when it comes to employee surveys, are:
• Empower your staff to articulate their viewpoints, concerns and aspirations for the club.
• Authorize adequate funding to maintain a responsible cadence of employee surveys every one or two years.
• Make your club manager guide this process. Board members should support the concept of employee surveys and understand their findings while keeping the primary supervisory role with the club’s manager.
• Learn from your staff. They care greatly about the club.
Your club’s employee survey is a treasure trove of insights. You learn how the club seems to its staff members, what factors make their work meaningful and how their employment relationship could be better and more meaningful.
By effectively listening to staff feedback, leaders gain a deeper understanding of employee perspectives and challenges. This fosters psychological safety and can strengthen the bond between management and team members.
In the “Star Wars” stories, it was Yoda, the Jedi Master, who taught the ways of the Force. While you may not learn the mysteries of the universe from an employee survey, you will take away tremendous insight, empathy and understanding of those who serve your club’s members. BR
Elevate your club’s potential by engaging PGA of America Golf Professionals dedicated to continuous growth in essential career paths.
“Numbers never lie, after all: they simply tell different stories depending on the math of the tellers.”
– Luis Alberto
Urrea, The Devil’s Highway
“O, what a tangled web we weave, When first we practice to deceive!”
— Walter Scott, Marmion
The first article I published in BoardRoom was “Hiring a Consulting Firm? Tips for Choosing Wisely.” I wrote this article in 2009—16 years ago—after I reviewed a pricey member satisfaction study conducted by a nationally known marketing research and consulting firm. I likely would have assigned a grade of C-minus to this study … at best. Since then, I’ve seen scads of buyer/member satisfaction studies, and conducted them myself.
And so, after recently reviewing one such study that was shared with me, I’m prompted to return to the topic. Apparently, this club’s leadership—or the consulting firm it hired— didn’t read my first article because they’re both still making the same mistakes.
And I’m not necessarily faulting them. While I know that some country club board members are well-schooled business executives, others hold a variety of educational and professional credentials as physicians or dentists, architects, funeral home directors and so on.
Although they may be long-standing club members and knowledgeable about the club and its history, their training in statistics and data analysis techniques may have occurred decades ago … if ever. So once again, I want to recommend that they seek—and heed—the advice of competent research professionals.
Member satisfaction studies report the frequency distributions obtained along club dimensions queried: the clubhouse, the golf course, the golf pro shop, the pool and any fitness facilities, dining, etc. They also typically report the membership’s mean (average) scores along those dimensions. Mean scores are calculated by adding up all the numbers in a dataset and then dividing the sum by the total number of responses in the set.
We need to remember, however, that the mean is one measure of central tendency. But it shouldn’t be the only
NANCY M. LEVENBURG
Nancy M. Levenburg, PhD, professor emerita in management at Grand Valley State University’s Seidman College of Business in Grand Rapids, president of Edgewater Consulting, a university professor and a member of Spring Lake Country Club in Spring Lake, MI. She can be reached at (616) 821-5678 or levenbun@gvsu.edu
statistic reported because it doesn’t indicate the data’s dispersion (or spread). According to one source, “It’s like knowing the center point of a dataset but not how far the data points are from that center.”
For example, the mean of the numbers 4 and 6 is 5 since (4+6)/2 = 5. The mean of 1 and 9 is also 5 since (1+9)/2 = 5. But the two sets of numbers (4 and 6 versus 1 and 9) tell different stories. This is why the standard deviation should always be reported, in addition to the mean. (The standard deviation is the square root of the sum of squared differences from the mean divided by the dataset size.)
The “top two” statistic—another favorite of some consulting firms—simply sums together the responses in the two highest (most favorable) response options (for example, Excellent and Good). And if you divide this number by the total number of people who answered the question (i.e., didn’t skip it), you have the percentage of actual respondents in the two highest categories (“top two box”).
But the top two can also be misleading, particularly if the survey contains unbalanced scales. With unbalanced response scales, there is an unequal number of positive and negative response options. For example, if the response options were Extremely Satisfied, Very Satisfied, Satisfied, Dissatisfied and Extremely Dissatisfied, there would be three positive and two negative options.
Using a scale like this can skew responses toward the “heavier” end of the scale … in this case, the positive end. So, you end up with misleading results, since the data is portrayed through rosier-colored glasses. But then again, the club leaders’ goal may be more about marketing a desired/ positive image to members, not about learning how/where it can improve.
A talking point that some consultants pitch is the opportunity to compare your club to “comparable clubs” through access to their database, which includes the firm’s previous research clients. But who cares how you compare to hundreds of clubs across the US? Think about it.
If you owned a restaurant, would you care how your diners view your offerings compared to how thousands of other
EXECUTIVE COMMITTEE
Brad D. Steele, JD, founded Private Club Consultants to provide legal and operational expertise to America’s top private clubs. He can be reached at steele@privateclubconsultants.net, (703) 395-5463, or linkedin.com/in/BradSteelePCC.
The 2024 election results brought a pro-club, pro-growth president back to office and pro-club, pro-growth majorities in the House of Representatives and the Senate.
Under normal circumstances, this should make life easier for private clubs, especially in the tax arena. However, club boards should be aware of one aspect of the president’s tax policy: removing federal income tax on tips and overtime pay. Regrettably, significant issues could arise for clubs as they deal with this new policy.
The first question on everyone’s mind: Is this just a campaign promise or a real policy goal of the president?
To answer that, let’s look at the president’s first trip. Five days after his inauguration, he visited Nevada – a state that had not voted for a republican presidential candidate in 20 years. He did so to thank voters and to remind them of his plan to remove federal income tax from tips and overtime pay.
Since Nevada’s electorate has a significant number of hospitality industry workers, think restaurants, hotels and casinos, many voted for him because of this campaign promise. And since he made this stop a priority during his first week on the job, he wants to ensure this is not a hollow promise. So, clubs need to be prepared for what seems likely to happen.
The second question on everyone’s mind: How does such a tax bill get through Congress?
Though Republicans control the House of Representatives and the Senate, they have extremely thin majorities. Indeed, Republicans can only lose two Republican votes and still pass any Republican-sponsored bill (assuming no Democratic support). While this tax policy may seem like something Democrats would support, they will likely also demand higher income taxes on wealthy Americans, which the president and Republican House members will not support. So, House Democratic support is not likely to happen.
If a bill were to pass the House, the next issue would be in the Senate. In the upper chamber of Congress, a bill cannot be brought up for consideration until at least 60 Senators agree to debate it. Then, a final vote would only require a simple majority – something the Republicans have with 53 members. To reach the 60-vote threshold, though, Republicans would need to cajole seven Democrats to join them,
which isn’t likely to happen without those higher taxes on the rich.
As such, passing this isn’t going to be accomplished using the standard legislative process. Instead, congressional Republicans and the president will have to rely on the reconciliation process.
The reconciliation process permits a bill that either increases or decreases federal taxes or federal spending to pass the House and Senate with just a majority vote and removes the 60-vote threshold in the Senate. Knowing this, Republicans have proposed such a reconciliation bill. The bill is mostly good for clubs, like extending the federal income tax rates for another 10 years. However, removing federal income tax on tips and overtime pay is also included.
The third question on everyone’s mind is (or should be): How will this tax policy impact my club and employees?
The biggest issue for clubs could be the loss of staffers for “tax-free” jobs. Should this reconciliation bill pass, club leaders will need to educate staffers on the benefits of receiving a higher hourly wage without tips versus leaving the club for a lower hourly wage with tips. Since private clubs are predominantly non-tipping, this could be a significant problem for clubs. No club will want to lose seasoned, capable (and often much beloved) staffers because those staffers believe they can earn more net income by going where tipping is the norm.
One way to ensure this does not happen is for the club to change to a tipping model. Such a change, though, would certainly require modifications to the hourly rate many club employees receive. Thus, club leaders would need to balance how far to reduce wages without causing employees to look elsewhere for work.
In addition to removing taxes on tips, the president also wants to remove the federal income tax on overtime pay. Naturally, club employees will all want more overtime. If those overtime hours don’t come, employees could think of leaving the club for a job that offers more tax-free work. As such, club leaders will need to ensure that their clubs offer some overtime hours to eligible employees to satisfy employees who want that tax benefit. At the same time, club leaders will need to ensure overtime limits are in place and
BOARDROOM BASICS AND BEYOND
ANNETTE WHITTLEY
Annette Whittley is a search and consulting executive with Kopplin Kuebler & Wallace. She can be reached via email: Annette@kkandw.com
People often ask me, “Why should we bring in an outside trainer for our club’s food and beverage team?”
It’s a fair question, since most clubs already do internal training. But here’s the thing …
Club training programs usually focus on reinforcing skills and day-to-day operations, whereas an outside trainer can help inspire investment in long-term excellence, alignment and continuous improvement.
Internal training is always valuable, but balancing it with fresh perspectives from experienced industry professionals can provide advantages that enhance your club’s operations. Outside experts bring something unique to the table: a fresh voice and a broad understanding of what’s happening across top clubs, hotels and restaurants around the world. They’re not focused on one environment; they’re out there seeing what’s working, spotting trends and helping teams adapt in real time.
It’s important to recognize that the steps of service are universal. The fundamentals remain the same whether in a club, hotel or restaurant. But a great trainer goes further. A great trainer takes time to understand your club’s culture and customize the approach used during training accordingly. Because consistency is one of the biggest challenges in food and beverage. And alignment, not just repetition, ensures every member has a great experience.
But here’s where it comes together … follow-through.
A strong training session doesn’t end with a round of applause. It ends with clarity, clear goals and meaningful actions the team can implement right away. And then you follow up. That’s how the investment becomes a habit, not just a feel-good moment.
And don’t forget to share the learning. A quick recap or summary ensures that even those who weren’t in the room benefit. Spread the message. Keep the momentum going.
At the end of the day, it’s not just about what gets taught. It’s about how people feel when they walk out of the room. Well-trained staff are more confident,
engaged and likely to stay, contributing to an overall positive environment. Fostering excellence, alignment and continuous growth allows you to cultivate a team that delivers extraordinary hospitality, strengthens member satisfaction and builds lasting success.
Training through a different lens adds value in key areas, like modern best practices, updated service techniques and operational efficiencies. Plenty of relatable, real-life stories reinforce learning. They connect the dots and make lessons memorable. Additionally, sometimes the message must come from someone new to stick. It’s like when a coach says the same thing a parent’s been saying for weeks and suddenly the light goes on. Sound familiar?
And let’s be clear. Effective training isn’t about PowerPoint presentations and policy manuals. It’s active. It’s hands-on. It’s built around real-world service moments: the good, the challenging and the unexpected. Humorous, poignant and powerful videos help strike a chord. Activities are intentionally designed to help the message sink in differently. The best sessions create the right mix of reflection, fun and forward motion, and leave people feeling energized, not drained.
Build something sustainable.
When done right, collaborating with an expert trainer isn’t just about improving service. It’s about energizing the team, supporting leadership and setting the tone for the kind of hospitality culture you want to build.
Because at the end of the day, it’s not just about what gets taught. It’s about how people feel when they walk out of the room. Well-trained staff are more confident, engaged and likely to stay, contributing to an overall positive environment. Fostering excellence, alignment and continuous growth allows you to cultivate a team that delivers extraordinary hospitality, strengthens member satisfaction and builds lasting success. BR
It’s almost been like a game of ‘follow the leader’ for the LaRocca family.
Indeed, it has become a family affair, as they have all gradually become involved in the private club industry, the Club Management Association of America, and, not surprisingly, the LaRocca Family Executive Scholarship through The Club Foundation.
It all started many years ago.
“I come from a family of four boys,” said Richard LaRocca, general manager and COO of St. Clair Country Club, a CMAA member for 39 years, who is serving as president of the CMAA this year after being elected at the recent CMAA World Conference.
“My brother Pat is the oldest. He started caddying at Youngstown Country Club in Youngstown, Ohio, in 1962. My brother Henry followed him, then Joe, and finally me as the youngest.
“Pat worked his way through college while at the club and developed a strong interest in the culinary arts. He graduated from Youngstown State University in 1972 with a degree in Home Economics. He was named executive chef and later in 1977 became general manager,” LaRocca related.
Henry worked at the club through college but left the industry after graduation to begin his career in another field.
“My brother Joe worked for Pat at the club through college, left the industry for a period but returned in the 1980s.
“I also worked for Pat during high school, learning numerous facets of club operations. When Pat left YCC to become the general manager at Oakmont Country Club in 1979, I took a job at another local club, Tippecanoe Country Club, and worked my way through college while at TCC. After graduating in 1984, Brian Schultz, the then-general manager, offered me the assistant manager’s position. I have been in club management since that time,” Richard added.
“We all grew up in an Italian household where everything my parents did centered around great hospitality, which made it an easy transition to the private club industry.
“My dad worked as a steelworker for US Steel for 40 years, while my mom stayed home and then began working as a teacher’s aide. Both of my parents also volunteered at our school and church. My dad ran the Friday night Bingo, and my mom led all the cooking or baking. Whether it was a bake sale, Easter bread, or a fish fry, she managed it. Consequently, hospitality was part of our DNA. We learned the nobility of hospitality and truly enjoyed living up to the standards our parents set for us,” Richard recalled.
So, what was the genesis of the scholarship offered through the Club Foundation?
The Club Foundation, an adjunct to CMAA, aims to raise funds to support the club management profession through education, research and outreach initiatives.
Since 1988, The Club Foundation has awarded more than $8.5 million in scholarships and grants, offering professional development opportunities for up-and-coming leaders, students and CMAA Chapters.
“It began at the 2009 World Conference. My brothers, Pat and Joe and I, along with my nephew Nicholas (Pat’s oldest son), were having a nightcap after one of the CMAA events. We began discussing how fortunate we have been to work in this industry. From humble beginnings to
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where we are in our personal lives and careers, we felt the need to pay it forward and contribute to an association that has truly changed our lives,” Richard stated.
“The education and networking opportunities at CMAA have undeniably been the largest contributor to our success, aside from the work ethic and spirit of generosity that our parents instilled in us.”
So, in 2010, the extended LaRocca family established the LaRocca Family Executive Scholarship through the Club Foundation.
“It was created to both honor their commitment to professional development and to recognize their continued support of The Club Foundation. The purpose of this scholarship is to provide financial
The LaRocca Family remains as strong as ever, with family members still involved in various aspects of the private club industry.
Pasquale J. LaRocca, Fellow, CCM, CCE (brother) Retired CMAA member 49 years
Joseph P. LaRocca (brother) director of membership relations, Youngstown Country Club CMAA member 31 years
Richard L. LaRocca, CCM, CCE
GM/COO, St. Clair Country Club
CMAA member 39 years
Christine A. LaRocca (Richard’s wife) developer and coordinator of culinary logistics St. Clair Country Club
Alexandria LaRocca-Assumma (daughter) director of member engagement, Beach Point Club CMAA member seven years
Nicholas J. LaRocca (Pat’s son/nephew)
GM/COO, Muirfield Golf Club
CMAA member 20 years
Jon Anthony LaRocca (Pat’s son/nephew)
GM/COO, The Bears Club
CMAA member 14 years
Jacqueline LaRocca (Pat’s daughter/niece)
food and beverage director, Scioto Country Club
CMAA member one year
support to club managers interested in both furthering their own professional development, as well as helping others achieve their career goals.”
“The Club Foundation has a committee that selects who receives the scholarships each year. We do not participate in decision-making or influence the award selection,” Richard added. To date, 56 beneficiaries have received the LaRocca Executive Scholarships through The Club Foundation.
The Club Foundation is also quite active in the industry beyond awarding scholarships. Recently, the Foundation donated to local CMAA chapters to assist local managers facing significant hardships because of the hurricanes and wildfires.
So, would Richard LaRocca recommend that other families dive into the private club industry for a career?
“I’d certainly recommend it if there are family members who would enjoy a career in hospitality and the private club industry. If you ask around, you will find that many families have deep roots in our association. During my time on the CMAA board, I’ve had the pleasure of working with three members with family connections,” he said.
“Casey Newman whose father is Bill Langley, is the general manager at the Club at Quail Ridge. Mark Bado’s (general manager of Mizner CC and past chair of CMAA) daughter, Lexi, is the food and beverage manager at Charlotte Country Club. Finally, Janine Budzius’, (vice chair of CMAA and general manager of Houston Country Club ) brother-in-law is Dan Budzius, who is very new to Barton Creek Country Club, is its general manager.
“These are just a few of the many multigenerational families within the CMAA network and I’m sure there are more.”
L. Patrick DeLozier and the DeLozier family have also recently initiated the DeLozier Family Scholarship at The Club Foundation. The DeLozier family has deep roots in the club industry and established the family scholarship to support and promote emerging leaders in the private club industry. This group includes Henry DeLozier, a principal with GGA Partners and a regular contributor to BoardRoom magazine
As with the LaRocca Family Scholarship, the DeLozier Scholarship focuses on fostering advancement and career development for club management professionals.
“Our Foundation has been executing the vision of my predecessors, who I know are very proud of their accomplishments and drive to pursue excellence for our CMAA community,” LaRocca concluded. BR
Richard LaRocca and his extended family have been supporting the Club Management Association of America for years through the LaRocca Family Executive Scholarship.
However, it’s a special year for Richard, who was elected chair of the association for 2025 at the recent CMAA World Conference.
“As we approach our centennial celebration in 2027, my goal as CMAA’s chair is to highlight the rewarding nature of our hospitality industry. There are countless uplifting stories that my colleagues have experienced or guided, and these deserve to be shared. My peers possess remarkable skills and manage highly successful club operations. They are innovators, leaders, and genuinely admirable individuals,” he explained.
“The COVID pandemic triggered an awakening not only within the club world but across all industries. The game of golf grew substantially faster than any of us could have imagined, coinciding with the employment crisis we all faced.
“Additionally, members increased their usage of clubs, as they provided a safe environment for
families to enjoy. We had more members using their clubs and fewer people available to service that demand,” he added.
“What I find remarkable about my club management peers – managers, golf professionals, golf course superintendents, club chefs, and others – is that we all reacted to fill these voids. Everyone recognized the challenges and reported them to the clubs’ volunteer leadership, beginning to plan ways to address these issues.
“The best club boards found the resources to empower their management to build and execute a plan. Today, we have all realized that our old club management model needed to change quickly. We needed to listen to those entering the field and understand their motivators.
“Once that was completed, we began to evolve this new employment model for our industry. Is it perfect today? No, but the work will continue to find harmony for all our staff,” he intoned.
“Globally, the COVID aftermath significantly shifted how club management professionals view work-life balance. Today’s workforce prioritizes opportunities that offer greater harmony between personal and professional life.
“At my club, we’ve responded by reevaluating our benefits package to better align with these evolving expectations. Likewise, at CMAA, we have expanded our outreach beyond traditional hospitality students to include individuals with business, accounting, sports and recreation, and communications backgrounds.
In addition to balance, today’s professionals are looking for clear career pathways, strong mentorship, and a workplace culture that supports work-life synergy. Meeting these needs is essential for longterm retention and growth in our industry.
So, what does LaRocca consider the biggest challenge facing the club industry?
“Short term: Recruiting within the industry presents challenges across all facets of club operations. Newcomers must envision their career paths, ensuring they can balance personal time for other interests, including family.
“Long term: It’s essential to have resources for attracting and retaining top talent and maintaining the club’s relevance for current and future members,” he said.
“A career in the club industry is about relationships. I’ve been so fortunate to have formed lifelong friendships during my tenure as a CMAA member. CMAA has provided the best-in-class educational opportunities to build the skill set I needed to be a leader and operator in the club business. It also has allowed me to network with some of the country’s brightest minds in hospitality management.” BR
“Marcie, I wanted to reach out to let you know how impressed I was with the level of professionalism you and KK&W provided throughout the entire search process. Being 3 weeks into my presidency, I was not prepared to dive into a full-blown GM search. Partnering with KK&W provided a level of visibility into the field of qualified candidates that we could never have attained on our own. Your willingness to take the time to learn about our culture, values and vision brought a high level of comfort to the relationship. From signing on with KK&W to signing a great new GM, everything was perfectly managed.”
James Murphy, President Woodland Golf Club, Newton, MA
The Industry Since 1996
LYNNE LAFOND DELUCA
Lynne LaFond DeLuca is executive director of ACCP and a private club industry consultant. She received BoardRoom’s GaryPlayerEducatoroftheYearAwardin 2016 and 2019 and the JohnFornaroImpactAwardin 2024. She can be reached at Lynne@TheACCP.com or by visiting www.TheACCP.com.
Five years ago, the world we knew came to a screeching halt. The global pandemic forced the cancellation of events overnight, shuttered clubhouses and left private club professionals grappling with an uncertain future.
What seemed like an industry built on in-person connection, member engagement and exclusive experiences was suddenly at a standstill. But from that period of darkness emerged a new era of innovation, resilience and reinvention that has forever changed how private clubs create and host events.
As lockdowns took hold, private clubs had to pivot—and fast. Virtual wine tastings, Zoom cooking classes and online member town halls became essential tools for keeping members engaged while clubhouses remained closed.
As restrictions eased, hybrid events took center stage, blending digital accessibility with in-person experiences and with small, highly designed events. Today, smaller, intimate events remain a staple in private clubs, offering broader reach and inclusivity while preserving the intimate and hightouch service members expect.
The need for dynamic and engaging virtual experiences accelerated the adoption of cutting-edge technology within private clubs. Reservation apps, contactless check-ins and AI-driven personalization tools became the norm.
Some clubs even integrated augmented reality for virtual clubhouse tours or live-streamed golf tournaments for members unable to attend in person. What started as a necessity has become an expectation—members demand more interactive, personalized and seamless experiences than ever before.
The private club industry, known for its commitment to tradition and exclusivity, was tested like never before. Clubs restructured event policies, implemented flexible cancellation terms and prioritized safety protocols to ensure that member gatherings could continue safely.
Those who once hesitated to embrace change found themselves leading the charge in an industry that had to evolve rapidly to meet the shifting expectations of its members.
Physical club spaces also transformed. Outdoor patios, golf courses and poolside lounges—once considered seasonal options—became year-round event spaces. We loved seeing this. Event design shifted toward adaptable layouts, touchless service experiences and sustainability-focused solutions. Many clubs invested in enhanced outdoor dining setups and high-tech meeting rooms.
To this day, clubs have focused their energy and budgets on creating beautiful outdoor spaces in previously underused areas, and members are here for it. They have embraced this concept with excited, open arms.
While challenges have shaped the past five years, they have also highlighted the power of community, adaptability and creativity within private clubs.
Club professionals have proven that no matter the obstacle, the desire to gather, celebrate and create memorable experiences for members will always prevail. The pandemic may have changed the private club events industry forever, but it paved the way for a more innovative, inclusive and resilient future.
As we reflect on this transformative journey, one thing is clear: The private club industry didn’t just survive—it thrived. We must keep recreating ourselves and continue striving for new, exciting, innovative concepts to keep our members engaged.
And as we move forward, we do so with a renewed sense of purpose, ready to shape the next generation of unforgettable member experiences. BR
MICHELLE COCITA
Michelle Cocita, director of client success & organizational strategy at Strategic Club Solutions. Michelle can be reached at michelle@strategicclubsolutions.com, (262) 661-CLUB (2582)
In club leadership, we often operate in a reactionary cycle, responding to what’s directly in front of us: a staff resignation, a last-minute member request, a vendor price hike or a board directive. We get so used to solving what’s urgent that we don’t always make space to imagine what’s possible.
Scenario planning offers a way to shift that. It’s a strategic tool, yes, but more importantly, it’s a mindset. It invites us to ask: What could happen next, and how might we prepare or respond with intention? Unlike forecasting or goal setting, scenario planning doesn’t assume a single outcome. It stretches our thinking into multiple paths, challenging assumptions and opening organizations to greater agility, innovation and resilience.
Let’s explore how you can apply scenario thinking in everyday club operations.
What if we planned for growth, not just gaps?
Succession planning is often triggered by a resignation, retirement or emergency. But the strongest clubs treat it as a long-term talent development strategy. What if...
• Our club adds 100 new members over the next two years, which roles would need to evolve?
• Our AGM leaves, do we have a “bench” ready?
• Our current supervisors aren’t interested in leadership, are we grooming the right people?
Succession isn’t about filling a vacancy. It’s about building capacity. Clubs should create development pathways that expose emerging talent to broader responsibility through department rotations, mentorship or stretch projects. For reflection...
• Who are the top three people we’re actively preparing for leadership?
• What should our leadership team look like in five years, and what are we doing today to build that?
• Are we identifying successors reactively, or thinking a few steps ahead?
What if internships were designed to future-proof the industry?
Internships are often underused and treated as seasonal support instead of strategic pipeline development. But what if your internship program was your most important leadership incubator?! What if...
• Interns rotated through all departments to build systems thinking?
• They completed capstone projects tied to real club challenges, like onboarding or training?
• We built mentorship programs that inspired them to stay in the industry?
One club redesigned its internship program to include cross-departmental exposure and leadership visibility. The biggest shift? Mid-level managers found new meaning in mentoring. They took pride in shaping future leaders, not just running smooth operations. For reflection...
• Are our internships producing future leaders or just seasonal labor?
• What would an intern program look like if leadership development were the primary goal?
• How could we structure internships to serve both operations and the talent pipeline?
What if we questioned our routines more often?
Club operations are often shaped by what’s familiar. But scenario thinking encourages proactive exploration. What if...
• Weekday lunch dining drops 40 percent as remote work continues, do we repurpose those spaces for coworking?
• A regional vendor shutters, do we have contingency partners?
You don’t need a formal retreat to scenario plan. Just start with one “what if” question in a weekly ops meeting; it might surface solutions before problems even arise. For reflection...
• What standard practices are we continuing out of habit?
• Do our teams feel empowered to explore better ways of doing things?
What if burnout wasn’t a badge of honor?
This might be our toughest question. For too long, we’ve operated under a grind culture: long hours, high emotional labor and little recovery. But the future of talent demands something different. What if...
• We piloted 4-day workweeks or seasonal flex schedules?
• We automated scheduling tools to reduce manager stress?
• We rotated closing responsibilities?
This isn’t about lowering standards; it’s about designing sustainable cultures. Scenario planning helps anticipate what your future workforce will value most. For reflection...
• What systemic practices in our club contribute to burnout?
• Are we designing a workplace people want to stay in, or just one that fills shifts?
Final thoughts: Scenario planning doesn’t require a crystal ball. It simply asks us to lead with imagination. To step out of the routine. To explore not just what’s next, but what else could be. Start with one question at your next leadership meeting: “What if we thought differently?”
You might be surprised by what opens up. BR
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ROBERT C. JAMES
Robert C. James, CCM, CCE, CHE, is vice president, Denehy Club Thinking Partners
Putting aside the controversy and backtracking that Elon Musk created by requiring most federal government employees to submit an email explaining what five things they had done that week, maybe a place for it exists in private clubs, the boardroom and operations.
A president’s roles and responsibilities often come in fits and spurts, or at least it seems. For the conscientious president, addressing their roles regularly can head off issues before they become critical or urgent, allow time to delegate and obtain diverse input, plan and execute their plans and goals, and reduce stress.
One of the best club presidents I ever worked for was a selfmade owner of a medium-sized local business.
I understood what was important to the president and what was expected of me continuously, not just every six months at my formal review. In addition, I managed up, informing him of what he may not have known, how members and staff with whom I was in close contact felt about important issues, best practices and what was happening in the industry, trends, regulations, risks and opportunities.
Five things make this kind of discipline a good idea:
1. Goal setting. Gail Matthews, a psychology professor at Dominican University in California, found that people who wrote down their goals, shared them with a friend and sent regular progress reports were, on average, 42 percent more likely to achieve them than those who didn’t.
2. Accountability. Writing helps clarify thoughts, solidify intentions and create a tangible commitment. It’s also a step toward developing an actionable plan. Meanwhile, those who don’t write down their goals often struggle with vagueness and lack of accountability, hindering progress.
3. To-do lists. Maintaining a to-do list has several advantages for productivity and mental clarity:
a) Organization: A to-do list helps you keep track of tasks, deadlines and priorities, ensuring you don’t forget important responsibilities.
b) Clarity and focus: Laying out what you need to do makes it easier to focus on specific tasks instead of feeling overwhelmed by everything at once.
c) Prioritization: You can sort your tasks by importance or urgency, helping you tackle what truly matters first. Increased productivity: A structured list reduces time spent deciding what to do next, helping you stay on track.
d) Sense of accomplishment: Crossing off completed tasks motivates you and builds momentum.
e) Stress reduction: Knowing you have everything written down can free up mental space, reducing the anxiety of trying to remember everything.
4. Progress tracking. Maintaining a running progress diary offers a clear view of what you’ve achieved and what’s still pending, making it easier to measure progress and recall for reports to the membership, management reports to the board and performance reviews.
5. Managing up. The board officers and management should have a trusting, collaborative relationship, effectively working with and influencing your manager to ensure a productive and mutually beneficial relationship. Managing up from a 360-degree perspective typically involves:
a) Understanding your manager/president: Learn their priorities, communication style and preferences. This can help you anticipate their needs and deliver results that resonate with them.
b) Clear communication: Keep your manager/club leader informed about your progress, challenges and accomplishments. Open and transparent communication builds trust and ensures you’re on the same page.
c) Taking initiative: Be open to and anticipate problems, propose solutions and seek opportunities to add value. Proactively addressing issues shows reliability and leadership potential.
d) Alignment with goals: Understand how your role contributes to larger team or organizational objectives and tailor your work to support those priorities.
e) Providing feedback: When appropriate, give constructive feedback to your manager and encourage them to provide constructive feedback that can help improve processes, relationships and outcomes.
Resist the temptation to view these suggestions as another “add” to your busy schedule. Compiling and discussing a list of accomplishments and “to-dos” at the end of the week sets you up for an effective and efficient start to the next week. As Dale Carnegie said, “An hour of planning can save you 10 hours of doing.”
PS. If your regular meeting gets postponed, start your new list nonetheless. BR
Stan Phelps is a keynote speaker, workshop facilitator and author specializing in employee engagement and customer experience through meaningful differentiation. He is the best-selling author of the acclaimed Goldfish series. With over two decades of experience, Stan helps leaders create standout organizations by focusing on small, impactful changes that drive loyalty and growth. Learn more at stanphelpsspeaks.com.
Running a private club is no picnic. Club leaders are responsible for creating a seamless blend of luxury, community and exceptional service that satisfies discerning members. Yet, the foundation of every great private club isn’t just its amenities or programs; it’s the people who bring the experience to life. To move from good to great, general managers must embrace a leadership philosophy prioritizing culture, engagement and empowerment—the essence of what I call “Green Goldfish” strategy.
The Green Goldfish philosophy emphasizes the importance of leaders’ small but meaningful actions to drive employee engagement, reinforce culture and foster an environment where staff can thrive. Let’s explore five actionable strategies tailored for private club leaders to elevate their clubs.
1. Setting the tone with recognition: Recognition is the cornerstone of a thriving workplace. In private clubs, where staff represent the member experience, a simple act of acknowledgment can significantly impact morale and service quality.
You might consider creating a monthly “above and beyond” award to celebrate team members who exceed expectations. Winners are acknowledged in front of the entire staff, and their stories are shared with members. This not only boosts the recipients’ confidence but also inspires their colleagues to strive for excellence.
Studies show that recognition does not need to be expensive to be effective. In the book “Green Goldfish 2.0,” Lauren McGhee and I share how 57 percent of employees value free, heartfelt acknowledgment more than monetary rewards. Whether it’s a handwritten note or a public shoutout, small gestures create a ripple effect, fostering a culture of gratitude and high performance.
Actionable tip: Dedicate time in weekly or monthly staff meetings to celebrate wins, both big and small. Encourage managers to look for opportunities to recognize their teams daily.
2. Transparency builds trust: Transparency is another vital leadership ingredient. Staff members who understand the club’s goals and vision are more engaged and aligned in their efforts. Leaders can foster this alignment through regular updates and open communication.
One successful approach is to host “state of the club” meetings. These sessions provide a platform to share financial updates, upcoming projects and member feedback. They also offer employees a chance to ask questions and contribute ideas, creating a sense of ownership and inclusion.
Transparency isn’t just about information sharing; it’s about fostering trust. In “Green Goldfish 2.0,” we highlight how the younger generations, particularly Millennials and Gen Z, expect openness and purpose in their workplaces. Meeting this expectation can help attract and retain top talent.
Actionable tip: Incorporate a transparent communication strategy that includes regular updates, Q&A sessions and visible progress on club initiatives.
3. Empowerment drives innovation: Empowered employees are engaged employees. Club leaders who trust their teams to make decisions and take initiative foster a culture of ownership and accountability. This is particularly important in private clubs, where staff often handle nuanced member requests.
For example, empowering dining staff to resolve minor complaints without managerial approval can enhance member satisfaction and demonstrate trust in employees’ judgment. Similarly, encouraging team members to suggest improvements, such as new events or operational efficiencies, can lead to innovative solutions that enhance the club’s offerings.
In “Green Goldfish 2.0,” we highlight that empowerment isn’t about abandoning oversight; it’s more about setting clear expectations and providing the context for success. Leaders who foster autonomy create motivated teams capable of exceeding expectations.
Actionable tip: Create a “bright ideas” program where employees can submit suggestions for improving member experiences or operations. Recognize and reward implemented ideas.
4. Training as a foundation for excellence: Private club members expect consistent, high-quality service. Training is essential for meeting—and exceeding—those expectations. Investing in employee development ensures that your team has the skills and confidence to deliver exceptional experiences.
An athletic club might do this by offering cross-departmental training. Front-desk staff shadow fitness instructors, gaining a deeper understanding of member needs and club operations. This improves teamwork and empowers staff to better assist members across different scenarios. Training also supports retention. Employees who feel valued and supported are less likely to seek opportunities elsewhere. In “Green Goldfish 2.0,” we highlight Wegmans’ approach—providing employees with three times the industry average training resulted in a turnover rate of just 7 percent, compared to the industry average of 19 percent.
During the past five-plus years, golf has enjoyed a surprising and welcome surge in popularity. According to the National Golf Foundation, rounds are up in the US, reaching a record 543 million in 2024. Private clubs reported surging membership, and it is widely believed that more than half the nation’s private clubs have waiting lists for membership.
The NGF says this has been achieved with 1,500 fewer courses and 2 million fewer golfers than the previous record era of 1999-2002, when there were four straight years of 500 million rounds per year. The most recent Golf Business Pulse Report, issued by Jon Last of Sports & Leisure Research Group for the National Golf Course Owners Asso-
LARRY HIRSH
Larry Hirsh, CRE, MAI, SGA, FRICS, is president of Golf Property Analysts, a leading golf and club property consulting firm in Philadelphia. He blogs on club and appraisal issues at blog.golfprop.com and authored TheCultureofGolf–Isn’tIt JustaGame?available at golfprop.com/the-culture-of-golf.
One might think that all this spells doom and gloom for the golf industry. However, despite the persistent inflation, mitigating factors could work to golf’s advantage. As expected, though many workers are headed back to the office, many are also embracing and pursuing working remotely, or at the very least, visiting the office less frequently. Eliminating the commute leaves more time for golf, or at least to visit the practice range.
Combined with historically low unemployment, though impacted by the higher prices from inflation, consumers are still more likely to participate in recreational activities like golf, even if less frequently, than if they were unemployed or their business required more hours. It won’t be long before
With all the mixed economic news, the lingering question is “Are we headed for recession?”
One answer is that “if we’re not in a recession now, we’re headed for one.” The NGF acknowledges that while golf caters to a relatively affluent customer base with 48 percent maintaining incomes of at least $100,000, 52 percent are less than $100,000 and more sensitive to a potential recession, possibly even before it gets here. That said…the game and industry of golf in particular have survived lots of “ups and downs.” Golf will survive any potential decline as well. The key is to anticipate and avoid or minimize that decline by broadening appeal and increasing accessibility.
ciation, indicates that 75 percent of those surveyed agree or strongly agree that participation will continue to surge, down from 85 percent in 2023.
Is the surge ending? Regardless of one’s political persuasion, our economy is experiencing dramatic change. How will this affect golf participation and spending? Will investors continue to seek golf properties instead of apartments, retail and office properties? While one often thinks about golf’s sustainability relative to water and other environmental factors, how much do we know about the economic sustainability of golf participation in the current environment?
Before COVID, clubs were begging for members, golf courses were closing at alarming rates and golf retailers were closing their stores. It’s been said that COVID did for golf what Tiger Woods couldn’t do. Now, golf is perceived as healthy.
we see the impact of the current trend of government budget cutting on golf participation.
Existing economic conditions are somewhat unique. Low unemployment, high corporate profits, relatively stable interest rates and still pesky but not excessive inflation send mixed signals. The stock market (DJIA) as of March 14 is still near record highs (41,488) despite a recent decline. For private clubs, the performance of the stock market is generally seen as an indicator of private club health. I always wonder about the motivations for continuing membership for even the wealthiest who don’t use the club much.
Golf’s fundamentals are unchanged. It is an activity that can be pursued late into life with friends and family. While some people perceive golf as expensive, it’s cheaper (in
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some segments) than many other leisure activities, but it is an inefficient use of land assets, allowing a limited number of participants at any one time on a large piece of ground. That said, it’s no secret that the price of golf and club membership has skyrocketed at many venues, as operating budgets increased in 2024 (according to SLRG) by 9 percent year over year.
How sustainable is the current good health of golf? Many I’ve heard speak at recent golf industry conferences think thriving golf participation is here to stay. As in many industries, diversity, equity and inclusion has become a popular buzzword in golf but needs to be successful for real growth, despite DEI experiencing headwinds of late. In Is Golf’s Culture Its Own Worst Enemy?, an article I wrote in 2017, I discuss some of the (self-imposed) obstacles to the growth of the game. I discuss them at further length in my book The Culture of Golf –Isn’t It Just a Game?
No doubt, any negative economic pressures will impact golf. Rising interest rates could reduce the number of potential homebuyers in golf communities and restrict clubs from making enhancements and improvements to facilities. If there are more “second thoughts” about establishing or continuing membership, entrance fees, dues or other member-
ship costs could decline to pre-COVID levels and make it more attractive in a more competitive (both with other clubs and other activities) environment. Daily fee and destination golf would also be impacted should there be an economic slowdown.
It stands to reason that if you’ve read this far, you’re wondering what I think will happen. While I can’t confidently predict our economic future, I’ll offer some comments:
• Golf can sustain at least some of its gains, especially if it broadens its appeal and reach more assertively than just talk.
• History tells us that the market values of golf properties (clubs/ courses) will not fluctuate significantly based on capitalization rates and revenue multipliers.
• I strongly believe that buyers will continue to seek acquisitions of golf properties as long as ROI is perceived as higher than other investments and golf doesn’t experience a dramatic decline in participation.
• It’s likely that a higher percentage of golf properties (especially lower revenue) will be sold with some type of seller financing, depending on the lending environment.
• If the economy is perceived to decline, club membership will be impacted. Any number of elements could fluctuate. Membership and rounds at daily-fee courses could decline. Entrance fees could be impacted. “Deals” on dues and green fees might be offered. If the government’s proposed tariffs lead to recession, as some predict, golf will likely be impacted.
Nobody saw the golf surge of 2020-2025 coming, and in fact, many expected COVID to hurt golf. Now that COVID is perceived as being in the rear view mirror, I think golf can capitalize on the surge by broadening the base and sustaining an environment of growth. Course closures have been down in recent years, and most are of the lower-end daily-fee and 9-hole variety, some of which have become at least marginally profitable during the COVID period. Time will tell if those remaining clubs that may have been “on the fence” will survive in the long term.
With all the mixed economic news, the lingering question is “Are we headed for recession?” One answer is that “if we’re not in a recession now, we’re headed for one.” The NGF acknowledges that while golf caters to a relatively affluent customer base with 48 percent maintaining incomes of at least $100,000, 52 percent are less than $100,000 and more sensitive to a potential recession, possibly even before it gets here.
SCAN TO PURCHASE THE CULTURE OF GOLFISN’T IT JUST A GAME?
Unfortunately, in today’s politically charged environment, economists often take diametrically opposed politicized positions, and we’re left to sort it out on our own. That said, our society in general and the game and industry of golf in particular have survived lots of “ups and downs.” Golf will survive any potential decline as well. The key is to anticipate and avoid or minimize that decline by broadening appeal and increasing accessibility. BR SCAN TO READ IS GOLF’S CULTURE ITS OWN WORST ENEMY?
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There are many things that I love about the club business. One that stands out for me is my passion: helping good people grow and prosper in this wonderful industry. Over the course of my decades of work, I have had the pleasure of mentoring dozens of managers who have gone on to fulfill their goals.
The CMAA is a significant part of my life. I am fortunate to have recently attained a Fellowship and recognize that my final goal is to achieve the Master Club Manager certification. One of the criteria for the MCM is publishing. My passion is mentoring, which can be complex. However, a fundamental requirement for a good mentor is to listen actively to your mentee.
Active listening is a foundational skill in effective communication, crucial in both personal and professional contexts. At its core, active listening goes beyond simply hearing words; it involves fully engaging with the speaker to understand their message, emotions, and intentions.
I’ve found this to be very important in mentoring. So here we explore the importance of active listening, its key components, benefits and practical tips for improving this essential skill.
Active listening is a cornerstone of meaningful communication. Effective communication is a fundamental requirement of mentoring. By actively listening, individuals demonstrate respect, empathy and a genuine interest in what others have to say.
ERNEST LAROCCA
Ernest LaRocca, CCM, CCE, FELLOW is the general manager of the Bay Waveland Yacht Club and can be reached at manager@bwyc.org
This not only fosters stronger interpersonal relationships but also enhances collaboration and problem-solving in professional settings. In personal relationships, it builds trust and deepens connections.
To be truly engaged, the listener must be very attentive. No cell phones, texting, or aimlessly looking around. Focus on the person speaking. Give them your full attention and let them know you are engaged through eye contact, nodding and other indicators that you are with them.
Beyond hearing words, active listeners seek to comprehend the speaker’s perspective, emotions, and underlying message. There is an acronym for this: OARS–Open questions, affirmation, reflection, and summarizing. Ask open questions; affirm what they are telling you – that doesn’t necessarily mean agreeing; reflect back to them what they said and summarize what they have said every so often.
By actively listening you will better understand their feelings, which will allow you to show empathy towards the person. This helps validate the speaker’s emotions and encourages open communication.
Creating the appropriate relationship is important to mentoring. Actively listening promotes mutual understanding and respect, leading to stronger personal and professional relationships.
As a professional benefit, leaders who practice active listening are perceived as more approachable and trustworthy, fostering a positive organizational culture and higher employee morale. BR
RUSSELL MILLER
Russell Miller, MBA, is general manager of the Balboa Yacht Club, Corona del Mar, CA. He can be reached via email: russell@balboayachtclub.com
Without a doubt, my biggest challenge (and I believe this to be true for many of us) as a leader is balancing drive and diplomacy in workforce management; it’s a delicate art that none of us are perfect at.
As leaders, we want to push employees to be their best while recognizing their need for rest, support and understanding. The challenge is finding a way to inspire continuous improvement without overwhelming them to burnout. Striking this balance requires a nuanced approach where ambition and empathy coexist, ensuring both high performance and long-term sustainability.
Our clubs demand excellence at every level. Members expect a standard of service and professionalism that requires a highly motivated and disciplined team. Leaders must foster an environment where employees continuously strive to improve, adapt and deliver exceptional results.
However, people are not machines, and growth does not happen in a straight line. A successful approach requires that employees know in their bones that you have their best interest at heart and your prodding, pushing and challenging serve the club, not your ego.
Danny Meyer called his management style constant gentle pressure, and I long ago adopted the style. You need all three for the approach to be effective. You have to be constant or people will think you don’t care, you have to be gentle or people will burn out, and you have to apply pressure to bring out the best in everyone.
Another important concept that illustrates this challenge involves operating behind the power curve. When an airplane is behind the power curve, adding more power does not produce the expected lift or speed. Instead, it creates inefficiency, requiring even more power to maintain altitude. In management, a similar phenomenon occurs when employees are overloaded.
Applying additional pressure does not lead to higher productivity. Instead, it results in stress, decreased focus and eventual burnout. Just as an aircraft needs to be managed carefully to stay ahead of the power curve, employees must be given the right balance of challenge and support to perform effectively.
As leaders, we must recognize when employees are reaching their limits. I recommend daily engagement. On a typical day, I enter the building, drop my items in my office and then find each of my direct reports to check in. Even if the
ensuing conversation is not centered on workflow, if you know what to look for, you can proactively root out dysfunction or fatigue, offering remedies where detected.
Not every task carries the same weight, and not every deadline is equally urgent. Leaders who help employees focus on what truly matters prevent them from feeling overwhelmed. When priorities are unclear, employees try to give equal energy to everything, which leads to inefficiency and frustration. Clarity allows them to allocate their time and effort effectively, producing better results with less stress.
A high-performing organization is built on a culture of growth rather than fear. Employees who feel safe to take calculated risks, ask for help and learn from mistakes will evolve far more effectively than those constantly under pressure to be perfect. When people fear failure, they operate in survival mode rather than innovation mode. A culture of continuous improvement should be rooted in encouragement, constructive feedback and recognition of progress.
Leadership itself sets the tone for the team. Employees observe how their leaders handle stress, work-life balance and decision-making. If you are constantly reactive, overworked and overwhelmed, employees will assume this is what is expected. A strong leader models strategic thinking, effective time management and a composed approach to challenges.
Understanding when to apply pressure and when to ease off is an essential skill in workforce management. Some employees thrive under a competitive, high-intensity environment; others perform better with steady encouragement and guidance. One of my mantras is to treat everyone equally, but not all the same. A rigid, one-size-fits-all leadership style does not work. Adaptability is key, and the most successful leaders adjust their approach based on the individual and the circumstances.
Ultimately, the goal is to keep the team ahead of the power curve, where effort translates into progress rather than diminishing returns. This requires balancing ambition with empathy, ensuring employees are challenged without being pushed into unproductive stress. A team that operates at peak efficiency does not work the hardest, but the smartest. Leaders who can maintain this balance will see stronger engagement, better results and a team that not only meets expectations but consistently surpasses them. BR
Download the 2025 Leadership Report: Private Club Strategies to Navigate Shifting Landscapes
In an industry where expectations are rising and resources are often stretched thin, private clubs face a new level of operational complexity. The 2025 Leadership Report: Private Club Strategies to Navigate Shifting Landscapes from Clubessential offers a timely roadmap for navigating this moment—and preparing for what’s next.
Drawing from survey data, customer conversations, and firsthand observations, Clubessential’s 2025 Leadership Report distills the trends shaping the future of private clubs. The findings emphasize that operational excellence today requires more than tradition—it requires intentional, connected strategy.
Here are three critical takeaways from the report:
1. Connected Technology Is the New Foundation
Fragmented systems can no longer meet the dynamic expectations of today’s members. From reservations to communication to point-of-sale, every interaction must be seamless.
The report highlights that top-performing clubs are prioritizing integrated digital platforms—mobile apps, websites and on-site tools that work in concert to deliver a consistent and cohesive experience. This shift not only supports member convenience but equips staff with the tools needed to perform efficiently across departments.
2. Staff Efficiency Begins with Smarter Systems
With labor challenges and rising costs, clubs are moving beyond staffing up—instead, they’re focusing on system improvements that simplify work, reduce manual effort and accelerate performance.
The report underscores how features such as role-specific dashboards, centralized reporting and user-friendly software are helping clubs streamline workflows. These tools support onboarding, improve day-to-day operations and ensure that teams have what they need to succeed— without adding more headcount.
3. Data Is Now a Strategic Asset Operational data is no longer just for reporting—it’s now a critical driver of strategic decision-making. Clubs investing in centralized, real-time analytics are better positioned to identify trends, optimize performance and respond proactively. Solutions like Club Intelligence are giving club leaders the ability to surface key KPIs, track performance across departments and use AI-driven forecasting to make informed business decisions.
The 2025 Leadership Report is designed to help private club executives align technology, staff tools, and data strategies for long-term success. It provides actionable insights for building more resilient operations and delivering better member experiences— at every touchpoint. BR
STEPHANIE CASTRO
Stephanie Castro is chief operating officer at Cobalt Software, the first club management software provider to offer artificial intelligence solutions for the private club industry. Stephanie can be reached at stephanie@ mycobaltsoftware.com.
Switching software systems at a club is no small task. It requires careful planning and execution to address frustrations with existing systems and ensure a smooth transition for staff and members.
Start With Why: A successful changeover begins with understanding why the change is necessary. Clubs may decide to overhaul their software to simplify operations with a single system, achieve cost savings, adopt modern technology, or eliminate manual data entry errors. Frustrations with current vendor support and unmet departmental needs also often prompt a switch. Identifying and aligning with the core reasons for the change ensures clarity and focus throughout the project. Clearly defining key objectives helps leadership communicate the value of the transition to stakeholders, making it easier to gain widespread support.
Assure Full-Team Support: Organizational support is critical during the planning stage. Sharing the “why” with department heads and staff helps generate buy-in and ensures that each team understands how the new system addresses their specific needs while aligning with the club’s overall goals. Engaging employees early in the process allows them to voice concerns and contribute insights that may help shape a smoother transition. A culture of open communication fosters enthusiasm and reduces resistance to change, making adoption more seamless.
Plan Properly: Timing is another essential factor to consider. The duration of the project—from vendor selection to go-live—should account for seasonal factors, staff availability, and major events. Project management tools can help keep the process on track and ensure deadlines are met. Additionally, appointing a strong project leader with the right mix of skills, authority, and political savvy can significantly contribute to the success of the project. Regular status updates and progress check-ins keep the transition moving forward while addressing potential roadblocks before they escalate.
Gather Data: Once the project moves into the execution stage, clubs must decide which historical data to retain and which to release. Cleaning up historical data, while tedious, can provide a fresh start and reduce clutter. It’s essential to back up all data for future reference. The process of data gathering also needs careful planning to ensure all necessary information is extracted from the current system within an established timeline. Conducting a data audit before migration can help identify inconsistencies, ensuring that only accurate and relevant information is transferred into the new system.
Train the Team: Training is another critical component during this stage. Defining who will be trained, scheduling sessions after data is loaded, and incorporating both real-world and remote scenarios help ensure staff are prepared. A well-trained team reduces the risk of errors and ensures a more seamless transition.
Communicate to Members: Effective communication with members is equally important. Keeping members informed about website and app changes, new features, login details, and any adjustments to charges, such as credit card surcharges, can help minimize confusion. Utilizing multiple communication channels—email, newsletters, club meetings, and social media—ensures that all members receive timely and clear updates. Encouraging feedback and providing FAQs or help desk support can further ease the transition.
Launch With Support: The go-live phase represents the culmination of these efforts. It involves ensuring the new system is ready for transactions like point-of-sale operations, invoicing, and payment processing. Working closely with vendors during this phase, including leveraging onsite and remote support, is essential to a smooth transition. Scheduling extra staff coverage and having key team members available for troubleshooting during the first few days can help mitigate initial hiccups and ensure operations continue without disruption.
Stabilize and Adjust: The post-go-live stabilization phase is a time of adjustment. The first 30 days may be confusing as staff adapt to the new system. By the 60-day mark, many of the initial questions are addressed, and confidence in the system begins to build. By 90 days, the team should reach a level of comfort, though it’s important to manage any resistance to change. Revisiting the original “why” can help keep everyone focused on the long-term benefits of the change.
Assess Results: Finally, measuring success over the long term is crucial. Clubs should evaluate whether they achieved their initial goals and consider additional benefits such as improved support, increased efficiency, enhanced mobility, and cost savings. Conducting periodic assessments—such as staff surveys, performance reports, and system audits—ensures that the software continues to meet the club’s evolving needs. Proactively addressing any lingering issues and staying up to date with system updates can maximize the return on experience and reinforce the club’s commitment to operational excellence. BR
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CHRISTINE KANE
Christine Kane joined Audubon International as Executive Director in 2016 and became CEO in 2018. She oversees the nonprofit’s operations, including certifications, member services, and human and financial resources. With over 25 years in senior nonprofit management, she is skilled in program development, strategic planning, fundraising and communications. Learn more at www.auduboninternational.org.
The verdict is in: The golf industry is now a proven leader in environmental stewardship. Members, guests, management, developers and investors understand that sustainable best practices are essential to a club’s long- and shortterm success. They’re investing in the technologies and techniques involved in making lasting change and embracing the broader culture driving that change.
When Audubon International began its Audubon Cooperative Sanctuary Program for Golf Certification (ACSP) more than three decades ago, existing golf courses were the primary focus. We then added the Signature Sanctuary Certification for new and renovating properties before expanding into Green Lodging/ Green Hospitality, Sustainable Communities and other certifications and conservation initiatives developed to protect the areas where we all live, work and play.
Through the years and especially over the past decade, we’ve seen a concerted effort among our partners to bring sustainability best practices indoors, too, often from the ground up. Blueprints are drawn up, construction materials are researched and ordered, and employee handbooks are now written with sustainability in mind, heart and budget, both to attract dedicated workers and meet the modern customer’s demand for sustainable operations.
How are today’s clubs rising to the conservation stewardship challenge? I reached out to representatives of two golf/lodging/residential developments in the Southeast to get some insights on what best practices they’ve instituted beyond the golf course—in clubhouses and maintenance facilities, guest rooms and public spaces, and as part of certain guest services, residential partnerships and outward-facing activities.
Located just south of Savannah, GA, along the Ogeechee River, this private residential community—originally a retreat for Henry Ford and his wife, Clara—is
all about enjoying abundant Lowcountry sunshine with a constant and consistent eye toward being as light on the land, water and sky as possible, including its built environments. Its Pete Dye golf course achieved Audubon Cooperative Sanctuary for Golf Certification in 2000, and its rich natural mix of wetlands, tidal creeks, ponds, lakes and woodlands has been preserved with care.
All of those elements figure into every certification program offered at Audubon International. Our specialists focus on a club’s environmental planning, wildlife and habitat management, water conservation, education and more. The Ford Field & River Club walks the walk on the outreach front, too: Member families are invited to join the on-site staff naturalist for bird counts, demonstrations, animal rehabilitations and special activities.
The club’s Naturalist Center—set within its “Oyster House”—is a home base for a range of educational activities for members of all ages, from bird counts to gator-tagging, kayaking tours, beach excursions, shelling trips and more. Members are partners in a popular and effective yard-based bee box program, which includes the display of unique reflection stickers alerting the club to the presence of protected bee boxes so pesticides aren’t sprayed in their vicinity.
These efforts make the club a regional leader in sustainability, said Richard Stafford, the director of golf and grounds.
“We do our best to include every member in our deep-seated community culture of environmental stewardship. Our Lowcountry setting demands such dedication, both for current and future stakeholders. We’re all in this together.”
The club’s list of sustainability practices gets even longer and more impressive. They offer a bike sharing program, electric car
chargers and electric golf carts. They’ve achieved almost 90 percent conversion to LED lighting in both indoor and outdoor settings with motion sensor and smart switch technology. Any club can put these economically sound practices into motion with ease, and members will notice both in terms of quality of life and financial benefit. To deepen its commitment, the club has also applied to begin the certification process for Audubon International’s growing Sustainable Communities program.
Camp Creek Inn is the newest addition to this Florida Panhandle destination near Panama City Beach, with 75 rooms situated in a handsome three-story French Creole structure overlooking the Tom Fazio-de-
signed golf course. That’s where our exploration of Watersound Club’s impressive sustainable portfolio begins.
Mark Diedrich of Kuo Diedrich Chi was the lead architect on the Camp Creek Inn project, and he’s quick to point out how he and his team did their best to keep its environmental footprint light in every possible way.
“By virtue of being along the coast and having significant wetlands on and around the property, the club owner was very conscious about the need to reduce their environmental footprint and maximize energy efficiency,” Diedrich said.
“An architectural decision that helped achieve a sense of place as well as promote environmental-friendliness was stacking the lodging on top of a traditional clubhouse function. By thoughtfully combining the pro shop and guest lodging check-in area, the overall building had a smaller construction footprint, which, in turn, minimized impervious surface area and helped improve stormwater drainage and runoff.”
Some other design touches include many wraparound porches throughout the inn/clubhouse. These deep covered porches, prominently found outside all guest rooms and the adjacent 12,000-square-foot Wellness Center, provide comfort and cooling functionality, which also helps reduce energy consumption.
“Additionally, the clubhouse building has expansive windows that let in abundant natural light, reducing the need for daytime lighting throughout the space,” Diedrich said. “With our long and humid summers, we couldn’t eliminate the need for air conditioning, however, we installed a variable refrigerant flow system. These large-scale ductless HVAC systems use refrigerant to heat and cool the building with much greater efficiency than traditional HVAC systems.”
Like The Ford Field & River Club, the residential resort-style community is bike and pedestrian friendly with trails and paths leading to the clubhouse and bike racks outside the building’s unique dual-purpose pro shop.
“We don’t design bike racks too often outside golf clubhouses,” Diedrich noted.
Some other eco-conscious design and operational practices implemented by the developer/resort operator include the use of treated wastewater from the local utility agency for clubhouse and golf course irrigation and environmentally sustainable products at various food and beverage venues, which use bamboo plates, biodegradable straws and paper to-go boxes.
Jean Capps, Camp Creek’s general manager, brings a wealth of sustainability-focused management experience to parent St. Joe’s Company, including instituting best practices at several Starwood Hotels throughout Florida. She is “very pleased and impressed with the team’s embrace of sustainability” at Camp Creek.
“Our turf care team maintains pollinator gardens or the pollinator beds throughout the golf course, and they’ve created a deer habitat,” Capps said. “They continue ongoing repairs to the birdhouses that provide cover for bluebirds and other birds. They use reclaimed water to irrigate the course.”
Plenty of energy-saving practices and equipment are in place, including electric golf carts, an extensive bike path network connecting the Inn and the course with the resort’s shops and restaurants and nearby beaches, Capps noted.
Indoors, she added, crews have installed low-flow toilets, shower heads and faucets in guest rooms.
“We have just recently rolled out all new bulk bath amenities—shower gel, shampoo and conditioner, which reduces single-use plastic,” Capps said. “We are working with a vendor called Lather—their packaging consists of 100 percent post-consumer recycled Ocean Bound Plastic.”
Other energy and water-saving measures include adding an air plant to every guest room; offering water bottle filling stations in the Inn and on both floors of its wellness center; providing employees with Yeti-type branded, refillable cups
LISA CARRUTH
Lisa Carruth is the director of membership and events, BraeBurn Country Club and can be reached at (713) 778-3810 or via email at LCarruth@braeburncc.com
A country club thrives when its leadership embraces a membership-first mentality that prioritizes the member experience. A board that learns to operate with this mindset fosters a culture of engagement and retention and, in the process, creates more financial stability. Instilling a strong membership mentality within a country club’s board involves seven keys to success.
1. Shift the focus from governance to experience. Encourage your board to view governance in a new way by focusing on improving the member experience and balancing operational efficiencies with enhancing social, recreational and dining experiences. Governance and oversight matter, but the goal is to create exceptional member experiences. That drives retention and builds pride that members share outside the club, attracting new ones. A club board must foster a member-focused, service-oriented culture among staff and leadership. Happy members generate new member referrals.
2. Engage with members regularly. A board disconnected from its members risks making decisions that do not align with the club’s or its members’ needs. The board of directors should actively engage with members to understand their expectations and experiences firsthand. Encourage your board to attend club events, casual gatherings and committee meetings. Their visibility helps members feel more connected. Use surveys and feedback sessions to learn what’s working and what needs to improve. Create a feedback mechanism within your website or app to allow members to share their experiences. Offer monthly or quarterly coffee chats with the board, where members can talk oneon-one to share their insights and experiences.
3. Lead by example. The board must be actively engaged in every area of the club. If directors rarely use the club’s facilities or services, they may struggle to make informed decisions about where the best use of club resources should go. The board should regularly dine, golf and socialize at the club. This shows the board’s enthusiasm for the club’s culture and traditions. Board members should promote events through personal invites—email or text works.
4. Align decision-making with member value. Every board decision should be measured against its impact on member satisfaction, retention and recruitment. The board
should prioritize investments in amenities, programming and service improvements over cost-cutting, which can diminish the member experience. Be transparent about financial decisions and use satisfaction data to guide strategy.
5. Strengthen communication and transparency. Keep members informed and engaged in club decisions. Issue regular board updates via newsletter articles, town hall meetings or a monthly board meeting summary that gets distributed to the members after each meeting. This builds transparency and strengthens trust among members. Ensure significant decisions, like renovations, policy changes or dues adjustments, are clearly explained. Establishing twoway communication between the board and membership fosters a culture of trust.
6. Adopt a long-term vision for membership growth. A thriving club must not only retain members but also attract new ones. The board should be aware of and engaged in the club’s membership goals, through investments in marketing or referral programs to attract new members. The board should ensure the onboarding experience for new members is welcoming, through personal touches like welcome emails from the entire board. The board should also regularly review the club’s value proposition, which helps the club stay competitive in the market.
7. Encourage board training and best practices. Not all board members have experience in club management. Providing education on club governance, member engagement and leadership best practices helps develop a stronger membership mentality. An annual board retreat and orientation for new board members is the perfect way to accomplish this task. By offering workshops or hiring external training on club governance, the retreat can also provide opportunities to share insights from successful clubs that prioritize the membership experience.
By embracing a membership-first mentality, the board ensures long-term success. By focusing on engagement, satisfaction and community through active participation, prioritizing experiences and maintaining transparency, the board can create a club culture that thrives for generations. BR
RACHEL LEATHERWOOD
Rachel Leatherwood, MCMP, is the member services director at River Crest Country Club. She can be reached at (817) 546-4215 or via email rleatherwood@rivercrest-cc.org
The pressure to match or outdo the competition can often lead to fee strategies that fall into a predictable pattern: watch the competition, match their moves and hope for the best. However, this reactiveness overlooks a critical truth –every club is unique, with its distinct character, member base and long-term vision. The key to a truly effective fee strategy lies not in following the crowd but in setting a pace uniquely tailored to your club.
By challenging the conventional wisdom of trend-based fee adjustments and implementing a more nuanced, timing-centric approach, your club can align its fee strategy with its circumstances, member needs and strategic goals. This approach transforms what is often seen as a necessary evil into a powerful tool for enhancing perceived value, improving member satisfaction, driving club improvements and ensuring long-term sustainability.
Significant events present prime opportunities to justify and implement fee increases. The grand opening of a new facility, a milestone anniversary celebration or the launch of exclusive new services naturally draw attention and excitement. By aligning fee adjustments with such events, you can frame increases as part of your club’s ongoing investment in member experience and value. This strategic timing not only eases the acceptance of higher fees but also reinforces your club’s commitment to continuous improvement, making members feel they are part of something exceptional and ever-evolving.
UNDERSTANDING MEMBER SENTIMENT TO UNDERSTAND PROSPECTIVE MEMBER DESIRES
A deep understanding of member sentiment is crucial when considering fee increases. By actively seeking and analyzing member feedback through surveys, focus groups and informal conversations, club leadership can gauge the perceived value of club membership and identify any areas of concern.
This insight allows for a more empathetic and informed approach to fee adjustments, ensuring that changes align
with members’ expectations and desires. When members feel heard and understood, they are more likely to support fee increases, viewing them as necessary in the quality and exclusivity of their club experience. This alignment fosters loyalty, which brings referrals, and it enhances the club’s reputation as a member-centric establishment, attracting prospective members who fit within the club’s culture.
Aligning initiation fees with your club’s unique value proposition is essential for crafting a compelling and justifiable fee strategy. Each private club offers distinct experiences, amenities and a sense of community that set it apart from competitors. You can better justify fee increases by clearly articulating and emphasizing your club’s unique benefits. By highlighting what makes your club special, whether it’s unparalleled golfing facilities, exclusive events, top-tier dining experiences or simply your club’s comradery, you ensure that your prospective members understand the true value of their investment.
This approach supports fee adjustments and reinforces your club’s brand, fostering a sense of pride and satisfaction among members. By connecting fees directly to the exceptional offerings and experiences provided, club leadership can maintain member loyalty and attract new members eager to be part of something extraordinary.
Continuous enhancement of member experiences is not just about upgrading facilities; it’s about creating memorable moments and delivering exceptional value consistently. High-quality amenities and services that align with your members’ interests and preferences, whether refurbished clubhouses, new recreational activities or exclusive events, create a solid foundation and a compelling justification for higher fees.
Personalized experiences, such as tailored events or specialized programs, can also add significant value. By making continual enhancements, you create a compelling case for fee increases as prospective members will see a direct cor-
relation between the cost and the value they will receive. Furthermore, when prospective members perceive that their experiences will constantly evolve and improve, they are more likely to view higher fees as a natural and positive aspect of their membership, rather than a burden.
A forward-looking approach to fee strategy emphasizes planning for long-term sustainability. By aligning fee adjustments with your club’s broader strategic goals and anticipated future developments, you ensure that increases are not just reactive but part of a well-considered growth plan.
This approach helps balance immediate financial needs with your club’s future aspirations, promoting long-term member satisfaction and club viability. Begin by assessing your club’s financial health and future goals, such as expansion plans, facility upgrades or new program introductions.
Develop a fee strategy that aligns with these goals, ensuring adjustments are incremental and justifiable. By taking a holistic view of your club’s future, you ensure that fee increases support ongoing improvements and strategic investments, contributing to your club’s sustained success and member satisfaction over time. This proactive planning helps avoid sudden or dramatic fee hikes and fosters a stable and positive environment for current and prospective
In an era where differentiation is key, transforming your fee strategy demands a shift from trend-following to strategic timing and individuality. By focusing on your club’s unique strengths rather than mirroring competitors, you maintain a distinct identity that fosters genuine member loyalty and attracts compatible new members. A holistic, timing-centric strategy ensures that fee adjustments are not merely reactive measures, but strategic alignments with your club’s evolving needs and values.
It creates a compelling value proposition that resonates deeply with current and prospective members, positioning your club as a forward-thinking leader in the industry and attracting new members eager to be part of a distinctive and evolving community.
Ultimately, this tailored approach builds a resilient, member-focused environment where changes are viewed as natural progressions, leading to enhanced satisfaction and long-term success. Remember, the key to a truly effective fee strategy lies not in following the crowd but in setting a pace that’s uniquely right for your club, differentiating yourself in a crowded market and creating something truly special. BR
COLIN COWIE
Colin Cowie is an internationally recognized lifestyle leader known for exceptional event planning. His clientele includes Oprah Winfrey, Jerry Seinfeld, Ryan Seacrest and numerous global dignitaries. Author of 11 books and contributor to the TodayShow, Cowie continually sets the standard for luxury experiences worldwide. Visit www.colincowie.com.
In the world of Distinguished Clubs, a powerful shift is taking place—one that transcends traditional notions of luxury, exclusivity and service. The new currency, the asset that holds value today, isn’t found in the amenities or heritage of the club; it lies in the curated experiences you deliver to your members.
In an age where personalization, attention to detail and emotional resonance define success, member experiences will keep your club relevant, respected and desired. Experiences don’t need to be expensive, but they must be curated and inventive, ensuring each interaction feels meaningful and authentic to your members.
In the past, a club’s prestige may have been tied to its history or the grandeur of its surroundings. While these factors still matter, they no longer guarantee loyalty or sustained success. Modern members have higher expectations than ever before. They seek more than just a membership;
they seek a sense of belonging—a curated, chic and elegant environment where every interaction feels personalized, meaningful and unique.
As the demand for exclusivity grows, so does the expectation for a hyper-personalized experience. No longer is it enough for members to simply enjoy a meal or a round of golf—they want an experience tailored to their tastes, needs and preferences. Understanding your members—what they like, what they value and what makes them feel special—has become the new gold standard. For clubs to thrive, they must cultivate a deep understanding of their members. This means using technology to gather insights as well as relying on the human touch. It’s about anticipating their needs before they have to ask. When a club gets this right, it creates a lasting emotional connection with its members.
IMMERSIVE EXPERIENCES BEYOND THE NORM
To elevate the member experience, you need to offer something beyond the ordinary. Think of your club as a canvas and the members as your art. Every interaction is an opportunity to leave a lasting impression. Whether it’s a bespoke 100-point wine tasting, an exclusive five senses wellness retreat or an intimate concert with a private meet and greet with the artist, create extraordinary experiences—even when the offering might seem familiar.
Take, for example, a golf outing. Instead of simply offering a round of golf, create an entire experience around it—private lessons with a renowned instructor, personalized golf balls and towels, a curated
lunch prepared by a Michelin-starred chef and a sunset multisensory reception overlooking the 18th hole, joined by family and friends. Follow that with a prize-giving that includes one-of-a-kind, unforgettable experiences. These moments become more than just activities—they become memories, seamlessly blending exclusivity, service and personal touch.
One of the most valuable aspects of any Distinguished Club is its ability to foster a sense of community. But cultivating this goes beyond simply hosting fabulous, chic and elegant events. It’s about curating experiences that bring members together in meaningful ways—experiences they talk about for days and share with friends.
Creating opportunities for members to interact and build connections is paramount. When the club exudes great design and offers fabulous cuisine with generous portions, style and elegance, members are proud to share it. Whether through one-of-a-kind intimate dining experiences, private cultural tours or art exhibits that spark conversation, opportunities for genuine engagement set truly exceptional clubs apart.
The bottom line is simple: Member experience drives retention. When a club goes above and beyond to create a
chic and elegant environment where members feel valued, appreciated and understood, its members will remain loyal. The long-term success of any Distinguished Club depends on its facilities and how well the club offers members an experience that leaves them wanting for nothing.
Today’s members are not interested in static, transactional relationships with their clubs. They want to be part of something dynamic and contemporary—something that evolves with them, anticipates their needs and offers them a journey, not just a destination. The clubs that understand this will not only survive but will continue to set the standard for the future of Distinguished Clubs. BR
TREVOR COUGHLAN
Trevor Coughlan is ClubHouse Online general manager, Jonas Club Software. He can be reached via email at trevor.coughlan@jonasclub.com
Once upon a time, clubs competed on square footage, course design and cuisine. Today? They’re competing on experience, and the most valuable square footage might just be a smartphone screen.
Let’s be clear: We’re not chasing shiny tech for the sake of it. We’re chasing relevance. Because the modern member isn’t comparing your dining room to another club’s. They’re comparing it to OpenTable, Uber Eats and the boutique hotel they booked last week with three taps and zero friction. That’s your new benchmark.
When members disengage, they don’t slam the door—they fade away. No complaints, no confrontations—just a slow retreat. Less usage. Fewer RSVPs. Then one day, a resignation letter lands on your desk. And it’s not because the club failed. It’s because the experience didn’t evolve with the member.
In other words, the most dangerous churn isn’t loud—it’s silent. And the antidote? Personalization.
Great personalization isn’t born from intuition. It’s engineered with infrastructure. Spotify doesn’t “feel” what you want—it knows because it’s paying attention. Clubs must do the same.
Using tools like push notifications, integrated mobile apps, personalized communications and behavioral tracking, clubs can finally create the kind of intuitive, human experience members are already used to everywhere else.
Picture this: A member arrives on site for their tee time and approaches the pro shop, already seeing their bag prepared and ready to go. Magic? No, that’s personalization made possible through geolocation and staff alerts. That’s the new standard.
High-end retailers and hotels don’t guess. They know who you are, what you like and how to anticipate your next move. They’ve been iterating for years on personalization, segmentation and customer journeys.
Meanwhile, too many private clubs are still stuck wrestling with third-party integrations, clunky legacy systems and data silos. It’s time we stop pretending that patchwork solutions can deliver Ritz-Carlton results.
At Jonas Club Software, we’ve rebuilt the playbook. ClubHouse Online and MembersFirst are no longer just platforms—they’re infrastructure. And more than that, they’re the connective tissue between club staff and members.
From streamlined mobile booking to birthday-triggered campaigns and location-based nudges (“Welcome back to the club—your locker has been freshly prepared”), we’re turning personalization into a repeatable system, not a lucky accident.
And yes, this all runs on cloud-based systems built with SOC2 compliance and hosting flexibility—because personalization without privacy is just a liability waiting to happen.
PERSONALIZATION
Let’s address the elephant in the boardroom: data privacy. Here’s the truth: Members will share their preferences if they know how it will be used and that it will be safeguarded.
We help clubs explain the “what,” “why” and “how” of member data—turning discomfort into confidence, and confidence into engagement.
Clubs can either lean into personalization and take control of their member experience or continue losing ground to more agile players who know how to listen to their members. (Hint: It’s not just other clubs anymore.)
This isn’t about adopting technology. It’s about adopting a mindset—one that sees digital not as a department, but as an enabler of unforgettable, personal, frictionless service. Because in today’s club world, tee time may still be sacred, but the experience is what keeps them coming back. BR
By Chryssoula Filippakopoulos
Now in its 17th year, BoardRoom magazine recognizes the world’s top private club presidents, captains and chairs as Private Club Presidents of the Year for their exceptional work, deep industry understanding and clear grasp of board responsibilities. In this continuing series, BoardRoom introduces seven of its top 20 presidents for 2024. The Distinguished Club President of the Year was featured in the January/February 2025 issue.
Private club board presidents play a vital role in their clubs’ professional operations. They volunteer their time, working diligently with boards of directors and general managers to ensure decisions are well-informed and fact-driven rather than emotional. This recognition by BoardRoom magazine continues to attract nominations from clubs worldwide.
These outstanding presidents exemplify strong leadership, accountability and effective board management, demonstrating respect for their clubs’ overall governance. They understand the importance of efficiently collaborating with volunteer board members and appreciate the dedication required by everyone involved. Key elements of successful boards include commitment, competence, diversity, collective decision-making, transparency, effective communication with management and membership, fiscal responsibility and strategic planning aligned with the club’s mission, vision and policy direction.
Successful board presidents leverage board expertise, institutional knowledge and responsible resource stewardship. They also provide new board members and future presidents the information and guidance needed to perform effectively.
Congratulations to these outstanding private club board presidents.
Nominations are now open for the 2025 awards. All nominations must be based solely on the president’s actions, leadership and contributions made during the 2025 calendar year.
Finalists will be selected by a panel of industry experts and sponsors who understand the unique structure, responsibilities and governance of private club boards.
All results will be audited by a third-party accounting firm to ensure integrity and transparency.
A special section in BoardRoom will be dedicated to announcing the 2025 Top Private Club Presidents of the Year
Submit your nomination today and help us recognize those leading with purpose, passion, and vision.
For more information, contact John Fornaro at (949) 376-8889 ext. 1 or johnf@apcd.com.
Scan the QR code to apply.
Private Club Presidents of the Year Major Sponsors
CHRISTINE DEVITA PRESIDENTT
Christine DeVita frequently begins her remarks at member meetings by saying, “It takes a village.”
DeVita, who is in her third year as president of Governors Club and her sixth and final year on the board, strongly believes in collaboration and understands the importance of advisory committees, the board and managers working together to accomplish shared goals.
She worked with the board, club members and senior management to create the current strategic plan and oversee its implementation.
Governors Club members have a great deal of insight and input into the future of their club. The strategic plan and the improvements it calls for are member-driven and future-focused.
In 2024, the club made significant advances in work aligned with the plan. This included the evolution of the club’s financial model to ensure member operating and capital dues are sufficient to ensure the sustainability of the club’s assets. It also included a significant capital investment in the club’s facilities, renovating the outdoor terrace, expanding the kitchen and upgrading the Wellness Center locker rooms.
DeVita has benefited from the club’s long tradition of creating and executing strategic plans.
“It’s important to plan the work and work the plan,” DeVita said. “Organizations need to have both a strategic plan that charts the paths it wishes to take as well as the discipline to have that plan drive the priorities of the organization.”
Governors Club’s board of directors works closely with the general manager. The board decides the strategic direction and sets policy; the general manager implements that policy and manages the club’s daily operations.
The club also has advisory committees representing all aspects of club operations, and the board takes seriously its responsibility to develop a future leadership pipeline for the club. It invests considerable time in orienting committee members and assessing their performance.
DeVita has been a member of Governors Club since 2011, when she moved to North Carolina from New York. She is a retired lawyer with significant experience in corporate and not-for-profit law. She spent the last part of her career as the founding president of The Wallace Foundation, a private foundation based in New York. BR
SHARI
R. FORMAN PRESIDENT CHAD DRAKE GM
Shari R. Forman believes that a successful club is not just about today.
“It’s about securing a future that thrives well beyond any president or board,” said Forman, president of White Eagle Golf Club.
“By fostering transparency, strategic planning and financial awareness, and bringing in the right leadership, we are building a cohesive foundation that will benefit the club for generations to come.”
Under Forman’s leadership, and with the support of the executive committee and the board, White
Eagle Golf Club has made significant strides in strategic planning, operational transparency and leadership transformation.
Forman’s vision for her two-year term includes transforming the board’s approach to long-term strategic planning. She has emphasized financial acumen, helping members and leadership better understand the necessary investments to sustain and grow the club. This focus has positioned the club for lasting stability and success.
Recognizing the need for improved communication, Forman has prioritized open dialogue with members, ensuring they are informed and engaged in key club initiatives. She has introduced new channels for feedback and regular updates, strengthening trust and alignment between leadership and membership.
Adding Chad Drake, a new and experienced general manager with a strong background in food and beverage, to the management team has elevated the club’s dining experience, refined service standards and enhanced overall member satisfaction. His passion for hospitality has resonated throughout the club, fostering a renewed culture of excellence in service and operations.
“She leads to a vision, and all final decisions are made only for the betterment of the club,” said Drake about Forman.
Away from the club, Forman, a certified public accountant, is the national leader for the private company tax practice at PwC. The University of Oregon graduate began her career at smaller firms before joining PwC in 1999. Over the years, Forman has worked in the St. Louis and Chicago offices. She was promoted to partner in 2010.
Forman took up golf after attending an LPGA clinic for female executives looking to leverage the game to build relationships and networks. Her dedication to the sport has allowed her to enjoy the game and forge strong connections. BR
GM/COO
Collaborative, collegial and inclusive. That is how Frank Cordeiro, general manager and chief operating officer at Colonial Country Club, describes Trey Penny’s leadership style.
“He is quiet but effective as he guides with a soft hand while ensuring that the talent around him thrives,” Cordeiro noted about the club’s former president, who brings out the best in others.
“What was accomplished during his tenure is undeniably noteworthy and meaningful. Mr. Leonard (club founder Marvin Leonard) would be proud.”
Penny presided over a bold and ambitious transformation of Colonial Country Club’s business
model, governance and property, intended to renew and redefine excellence at an iconic, traditional and championship golf and country club. Henry Delozier of GGA Partners developed the comprehensive and transformative strategic plan with the club.
The new business model adopted a membership-first approach. The club’s mission, vision and programming are informed and guided by a strategic planning process that collects data and input directly from the membership. The club’s new governance model includes a robust and active committee structure that contributes continuous input and helps leadership stay informed on member priorities and sentiment. This affords a broad and diverse perspective and avoids the temptation to adopt individual agendas and narrow strategies.
The club is committed to excellence and completed a $25 million Gil Hanse renovation of its iconic course in 2024. The capital projects approved by the membership include over $100 million in capital improvements over four years. The capital improvements are more than 50 percent complete.
In addition, the club has amended and restated its bylaws. The board was reduced from 15 to nine governors, the club abandoned the contested election in favor of a nominating process, and committees are led and chaired by members at large so that governors and the board can focus on strategy and vision. The board and GM/COO develop strategy, committees advise and advocate, and professionals execute.
In his professional life, Penny is general counsel for the American National Bank of Texas. At home, Penny is the husband of Lindsey and the father of Gill (13) and Carter (10). In addition to Colonial Country Club, Penny has served on the boards of Tarrant County Challenge Inc. (2006-present) and Junior Achievement Trail (2006-2010). BR
MARILYN SUEY DIAMOND PRESIDENT WILL PICKERING COO
Marilyn Suey Diamond has a passion for service. She brings that passion to Blackhawk Country Club, where, as president, she collaborates with the board, leadership, committees, staff and members to make the club the best it can be.
“Marilyn manages the right balance of high expectations, strong empathy and unwavering support,” said Will Pickering, chief operating officer at Blackhawk Country Club.
“She outlines her ‘big hairy audacious goals’ at the start of the year for everyone to hear and then surrounds herself with the right people to bring them to life. Along the journey, she pushes us to deliver
exceptional results, stands in the arena with us when needed and always follows up to build respect and trust across the board, committees, members and staff.”
In 2024, Suey Diamond led two major achievements.
With the finance chairs and committee, she helped adopt capital planning guidelines to address the undercharging of capital dues and establish a strategy for project spending, borrowing and priorities.
In addition, she ensured the management team had the tools to deliver a $1.7 million operating surplus, allowing Blackhawk Country Club to pay off liabilities and contribute to 2025 capital funding.
In 2023, Blackhawk Country Club conducted a member survey to help identify key initiatives for 2024. The survey results brought improved communication with a new website, enhanced newsletters, better email cadence and media boards. The club elevated its programming with several new member events and refreshed the main clubhouse. It also upheld financial stability, implementing only a minimal dues increase for 2025.
Blackhawk Country Club’s past presidents and leaders established detailed bylaws and governing guidelines defining roles and responsibilities. Suey Diamond’s role and responsibilities involve leading the board in setting policy, identifying priorities and equipping management with tools for success. This ensures Pickering is not micromanaged or burdened with conflicting direction.
When not dealing with club matters, Suey Diamond carries out the role and responsibilities of chief executive officer of The Diamond Group Wealth Advisors, which she founded. Suey Diamond and her husband, Stephen, raised their family at Blackhawk Country Club, enjoying golf, bocce and lasting social connections. BR
Ask Robert Warren how he got buy-in from the Mission Viejo Country Club board, committees and membership to get two significant, long overdue projects to the finish line, and he will say, “It’s about working within a framework of mutual trust and respect.”
Warren, who served as club president in 2019-2020 and 2023-2024, clearly values and seeks out different viewpoints.
“He does not try to sway others based on his own bias or personal agenda,” said Steve Vlahos, general
Of the presidents Bruce V. Zahn Jr. has worked with, Dennis T. Whalen is among the standouts.
“I have had the pleasure of working with 15 presidents in my career, and while our time together has been brief, I can honestly say that Dennis Whalen is clearly one of the best,” Zahn Jr., general manager and chief operating officer at Royal Oaks Country Club, said about the club’s president.
“I can attest to his leadership in and out of the boardroom. He intentionally ensures that all board members are fully engaged, has a clear vision for the club, keeps members informed through effective communications and thoroughly
manager at Mission Viejo Country Club. “Rob is very thoughtful in his approach and very patient in his decision making. He always puts the interests of the club first and far ahead of anyone’s personal agendas. Once he has listened to everyone’s opinions, he then works to reach a common goal with all board members.
“That was evident in the remodeling of the pool and the main dining room and bar in his second term, collectively building upon the work of prior presidents and board members and working with the house and finance committees and the membership to see the completion of these projects.”
The club’s reserve funds paid for the remodeling projects, which cost over $1 million and have enhanced the overall club experience.
Warren explained that at Mission Viejo Country Club, the board and management team communicate clearly and effectively. The club integrates the strengths of the board and the management team within and upon that prized framework of mutual trust and respect.
The board trusts the management team to implement strategies and work toward the board’s goals; management leverages the insights and leadership experiences of individual board members and member subcommittees, which, in turn, facilitates more strategic dialogue and more effective management practices.
Warren, who wrestled with and managed through pandemic-related issues in his first term as club president, has a master’s degree in business administration. He is part owner and principal operator of Investors’ Property Services, a national property management firm based in Southern California. BR
understands the big picture, choosing to lead from a strategic position rather than in the day-to-day operations. And he was a major influence on my hiring, for which I am forever grateful.”
Whalen is a nationally recognized thought leader in governance strategy, fostering best practices that support growth, manage risk, and exceed investor and stakeholder expectations. He has nearly 40 years of experience with construction, energy and manufacturing companies. He relied on his expertise while leading Royal Oaks during the “reset year” of 2024.
“We needed to reestablish our North Star,” Whalen explained. “2024 was a busy year, requiring all hands on deck to keep our priorities moving forward. I’m glad it’s over, but it was a rewarding experience and lays the foundation for our reset and the club’s next 25 years.”
First, Royal Oaks refreshed its strategic plan and priorities: recruit new members to fill 50 open equity golf positions, invest in the golf course and create a campus master plan. Next, the club completed and approved a comprehensive bylaw update, hired Zahn Jr. to replace its outgoing long-tenured employee and voted in favour of the completion of an $18 million renovation of the golf course.
The member experience at Royal Oaks improved greatly last year, partly because of three key elements. The club opened its casual dining/sports bar/golf performance teaching center with an indoor simulator in the spring. It launched a plan to enhance communications with members, and members helped define and approve the final scope of the golf course renovation.
Next, the club intends to seek feedback from members to develop action plans to enhance their experience further. In addition, the club will begin to establish master and long-range capital plans. BR
Dave White is editor emeritus. He can be reached at dave@boardroommag.com.
“The decision to purchase Bellavista underscores the leadership and foresight of the Grey Oaks board of directors, management and membership, who recognized the importance of providing well-constructed and stable housing for the club’s employees in an uncertain housing market.”
And that’s why the Grey Oaks Country Club in Naples, Florida, recently purchased Bellavista, a new 48-unit apartment complex to meet the housing needs of the club’s seasonal and year-round employees, stated Jennifer Faron, a Grey Oaks board member and chair of the club’s ad hoc housing committee.
Grey Oaks Country Club, a BoardRoom Distinguished Club with ELITE status, serves the Grey Oaks and Estuary communities, members from Moorings Park at Grey Oaks and non-resident club members. The club’s amenities include three championship golf courses, a 30,000-square-foot state-of-the-art wellness center, two clubhouses, tennis, pickleball, bocce and a resort-style pool.
“As a large employer in Collier County, we also felt it was important to enhance our commitment to our community by investing in this building. We are proud to foster a supportive work environment with the added security of consistent housing availability,” Faron added.
The Southwest Florida region has been experiencing rising real estate and housing costs, coupled with the scarcity of appropriate solutions.
“The competition for workforce housing extends beyond other clubs and resorts in the area. We also compete with the local healthcare systems, school districts, resorts and other large employers. Collier County has a deficit of over 10,000 affordable housing units. The need for workers is most acute in the housing market for workers,” Faron explained.
Grey Oaks also concluded that the club needed a housing solution to withstand the potential negative impacts of more frequent weather-related events. Weather events have also removed much of the housing stock historically
used to house employees. So, Grey Oaks recognized this as an opportunity to secure long-term financial benefits by investing in a physical, hurricane-compliant complex rather than continuing to rent older units at multiple locations in an increasingly competitive market.
“We are excited to embark on this new chapter to ensure we can continue providing exceptional experiences for our members and guests while prioritizing the well-being and satisfaction of our dedicated staff,” said Don Emery, general manager and COO of Grey Oaks Country Club. “As a prestigious club, we are committed to delivering an unparalleled member experience, which is largely shaped by our employees. We believe in investing in our team members and providing them with the resources they need to thrive.”
In 2022, the club created an ad hoc committee to determine if the club should try to solve the housing issue or rely on the market to self-correct over time. “The do-nothing option was not realistic for us,” Faron said. After being elected to the board in 2023, Faron was asked to chair a second ad hoc committee to solve the issue.
“It became clear that purchasing Bellavista was the right choice for us because of its size, location, construction quality and purchase price. The ad-hoc committee did extensive financial analyses (including several stress-test scenarios) before recommending to the club’s finance committee and board to pursue the acquisition. The board accepted that recommendation and directed the ad-hoc committee to make it happen. After a very successful (and required) member vote, we closed on the acquisition in December 2024,” Faron added.
With this purchase, Bellavista addresses the club’s most acute housing challenge… providing living accommodations for the club’s visa employees. Other Grey Oaks employees may qualify to live at Bellavista. The club has started offering available units based on job category and tenure. The club’s management makes decisions for these allocations as needed, with guidance from the club’s board. Before the club bought it, most of the 48 units in the Bellavista complex had never been lived in.
PHIL HARVEY JR.
Phil Harvey Jr. is executive vice president for Venture Programs’ PREFERRED CLUB Insurance Program (www.preferredclub.com). He can be reached at pharveyjr@ventureprograms.com.
A tragic incident at a private club highlights a significant risk facing many clubs nationwide – members swimming in pools without lifeguard supervision, even with clear “swim at your own risk” signage. In this recent case, a member suffered cardiac arrest during an early morning swim, resulting in a multimillion-dollar claim. This event, coupled with similar incidents like the drowning at a private athletic club in Nevada, underscores the limitations of relying solely on signage to manage risks.
While private clubs typically close one day per week for maintenance, allowing limited member access to certain facilities, such as pools for early morning lap swimmers or gyms for early morning workouts, has been a common practice. However, this creates unique liability exposures. Unlike condominiums or apartment complexes, where pool access is considered an amenity and clearly defined as recreational, private clubs inherently imply a higher standard of care, given membership fees, exclusivity and an expectation of safer environments.
The private athletic club drowning case, wherein the court ultimately ruled the club exempt from public pool regulations due to its private status, might give clubs false reassurance. The club legally prevailed but faced significant operational disruptions, negative publicity and costly litigation expenses. Moreover, clubs often carry heightened reputational stakes. Settlements, even in cases with posted warnings, can profoundly damage a club’s standing among current and prospective members.
Any time a private club invites members and guests onto its property, it owes a duty of care to maintain safe conditions and proactively manage hazards. This includes regularly inspecting pool areas for dangers such as slippery surfaces and broken equipment, and either promptly correcting these conditions or clearly notifying members of their existence. Clubs must especially protect vulnerable individuals like children, who are naturally drawn to water and face an increased risk of injury and drowning. Adequate fencing, clear and secure gates, and strict policies around unsupervised access are essential.
The fundamental issue remains clear: Swim at your own risk signage does not eliminate liability, especially in the eyes of juries or grieving family members. Courts can, and often do, view
private clubs through the lens of enhanced expectations around safety, care and member protections. Thus, risk mitigation must move beyond signage toward more robust solutions.
Here’s what clubs can and should do to address these risks:
1. Clearly defined access policies: Clubs should adopt explicit policies outlining when pools are accessible, specifying approved activities and setting clear member expectations. Staff must regularly communicate these policies, which must be documented.
2. Enhanced safety measures: Even without full-time lifeguards, clubs can enhance safety by implementing surveillance cameras and emergency communication systems (e.g., easily accessible panic buttons or phones), and placing automated external defibrillators (AEDs) prominently around pool facilities.
3. Staff training: Club employees should receive training in CPR, AED use and emergency response protocols. Regular drills and documented training records reduce risks and demonstrate proactive diligence.
4. Waiver and documentation management: Clubs should implement well-crafted waiver agreements highlighting risks explicitly and require annual acknowledgment from members. Although waivers don’t completely eliminate liability, they strengthen a club’s position by demonstrating informed assumption of risks.
5. Insurance and risk assessments: Engage specialized risk managers and insurance providers to regularly evaluate club facilities, particularly pools, identifying potential risks and implementing appropriate coverages to protect against catastrophic claims.
6. Lifeguard considerations: Clubs employing lifeguards must ensure that lifeguards are properly trained, certified and equipped with essential rescue and emergency response equipment. Proper training, documentation and equipment checks are critical.
Ultimately, relying solely on swim at your own risk signage creates a false sense of security and leaves clubs exposed to costly claims and reputation damage. Proactive measures –clear policies, enhanced safety systems, diligent training, strategic documentation and specialized insurance – offer clubs the best protection. Members expect safety and value beyond standard warnings; clubs must deliver accordingly to protect both their members and their future. BR
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Chair
Conference
Melissa Low, CAE, is the vice president, communications & advocacy, for the Club Management Association of America (CMAA). For the latest information on these and other issues affecting the club industry, please visit CMAA’s Legislative Report blog at www.cmaa.org.
The Club Management Association of America (CMAA) has served the club management profession for nearly 100 years. In 2018, the Association changed its name from “Managers” to “Management” to identify its current constituency of members and distinguish what the organization does more aptly. The new name more accurately reflects the composition of CMAA’s diversified membership. Approximately one third of the membership is comprised of professionals serving in management roles at their club facilities but are not necessarily the top executive like the general manager/chief operating officer.
Today its offerings serve most professionals working within the club industry through its multiple Communities. The club industry is multi-faceted and club professionals truly benefit from connecting with one another on issues they face in their clubs. Communities provide CMAA members and industry professionals opportunities to access content that is immediately applicable to their current roles. CMAA’s Communities provide club professionals with opportunities to connect, learn, and engage with other individuals who are involved and interested in various roles in the industry. Today, CMAA offers a robust offering of communities for club chefs, Communications/Marketing/Membership, HR, and Wellness professionals throughout the industry. Through these communities, individuals can build connections online or in-person through several avenues.
Every community features an online hub through CMAA Connect, designed to foster connections and resource sharing. This online platform serves as a centralized space where subscribers can network, share information, and collaborate virtually. Each community is equipped with its own unique landing page, which includes a discussion forum for engaging conversations, a comprehensive library for storing and accessing resources and information, a detailed roster listing all community members, and a dedicated section for important announcements and updates. This hub ensures seamless interaction, enhances collaboration, and provides members with easy access to everything they need to stay informed and connected.
Quarterly webinars and educational programs provide participants with valuable opportunities to access expert insights, resources, and guidance on the latest practices, emerging trends, and evolving industry standards. These sessions are designed to enhance knowledge, encourage professional growth, and keep participants informed about critical developments in their respective club industry sector.
Each community hosts an annual Summit. These one- to three-day events focus on community-specific competency areas, offering in-depth professional development tailored to members’ needs. In addition to role-specific education, programming includes leadership development and complementary topics, providing broader insights and valuable perspectives to enhance personal and professional growth. These popular events sell out annually and include the opportunity to visit and tour clubs in the destination city.
The 2025 Communications Summit was held in Charleston, SC, in early April, and featured visits to two iconic Lowcountry clubs. Upcoming Summits include the Club Wellness Summit at Quail Creek Country Club in Naples, FL, July 28-31; the HR Summit at The Landings Club in Savannah, GA, August 12-14, and the Chef Summit at The Club at Admirals Cove in Jupiter, FL, September 8-10.
Each community has a volunteer Advisory Council. The Council is comprised of six to 10 individuals who serve as supporters and champions of the Community, helping to provide feedback on educational opportunities and subscriber engagement as well as serving as content leaders and contributors.
Current Communities
• Club Wellness Community: Launched in January 2023, this Community is the hub for club wellness professionals.
• Communications Community: Launched in February 2023, this Community is the hub for professionals working in communications, marketing, and/or membership at clubs.
• Club Chefs Community: Launched in 2024, this Community is the hub for culinary club professionals.
• HR Community: The Human Resources Community is the newest community and will serve the interests of professionals working in HR and focus on people and culture in clubs. It will officially launch this spring.
Current CMAA members may opt into these Communities; they are included in CMAA membership. Non-CMAA members can subscribe to the Communities to take advantage of the benefits. BR
TOM NEILL
Tom Neill is president of Private Club Historical. His company creates strategic historical plans, discovers club history, and designs historical exhibits, displays, books and historical videos. He may be reached at (949) 497-6543 or via email tom@privateclubhistorical.com | www.clubhistorical.com
At first glance, a club’s history might appear rooted in nostalgia – black-and-white photos, founding documents, vintage tournament flyers. But for forward-thinking club leaders, history is not simply a look back. It’s a living, breathing narrative that shapes culture, builds community and deepens member connection.
For all clubs, embracing history as an active and strategic element of the member experience offers a distinct advantage. Rather than treating legacy as an archive, it becomes a powerful driver of belonging, loyalty and club identity.
Clubs are constantly writing new chapters: major tournaments, philanthropic events, capital improvements, leadership transitions and member milestones. These moments reflect more than operations – they reflect values. Displaying them through thoughtfully curated historical exhibits turns everyday walls into storytelling touchpoints.
Visual storytelling – such as timeline walls, founder tributes, championship displays, or multimedia kiosks – bridges past and present. These aren’t just decorative elements; they’re cues that reinforce culture and offer members tangible reminders of the community they’re part of.
When a club showcases its charitable efforts or celebrates annual traditions, it reminds members that their participation matters – not just socially, but historically. Events like holiday galas, youth programs, or scholarship fundraisers are milestones that connect people to something larger than themselves.
For members, especially new ones, seeing themselves reflected in a club’s story fosters a deeper sense of belonging. For long-standing members, it reaffirms their journey and honors their role in the club’s growth. For prospective members, it creates a clear and compelling sense of identity – one that extends beyond amenities to values and legacy.
When clubs invest in telling their story, they’re not just preserving the past – they’re enhancing the present. Heritage exhibits, curated displays and narrative-based orientation tools become extensions of the brand experience. They help answer the subtle but vital question all members ask: What does this club stand for, and how do I fit into it?
Anniversaries, renovations and leadership transitions are all natural opportunities to reflect and reaffirm. But history shouldn’t only be curated during a milestone. Ongoing storytelling – through digital archives, event recaps, or oral histories –keeps the narrative evolving and relevant.
Some clubs are even reimagining employee onboarding through heritage handbooks – guides that orient staff to the club’s culture and traditions. When employees understand the “why” behind a club’s legacy, they become stronger ambassadors of it.
This forward-thinking approach turns legacy into continuity, particularly as clubs navigate generational change and evolving member expectations.
For clubs ready to treat history as a strategic asset, here’s a practical process to get started:
1. Align Leadership: Discuss the purpose of a historical initiative. Is it to commemorate a milestone? Educate new members? Foster intergenerational connection?
2. Conduct Discovery: Identify key sources of club history: newsletters, member archives, board minutes, long-time staff, or photo collections.
3.Develop the Narrative: Map out the major eras, turning points and achievements. Include not just golf or sailing, but philanthropy, social impact, and cultural milestones.
4. 5. Design and Display: Integrate storytelling into your club environment. Prioritize high-traffic areas or places where members naturally gather.
Engage Members and Staff: Encourage contributions of stories or photos. Create opportunities for interaction, reflection, and storytelling.
Ultimately, history is not just a tool for preservation – it’s a platform for inspiration. A club’s story is made richer with each generation. From its founding vision to the events and achievements that define today, every chapter contributes to the shared sense of purpose that distinguishes great clubs from good ones. By embracing history not only as what has been, but as what is becoming, club leaders can foster culture, deepen pride, and ensure the legacy continues to resonate well into the future. BR
Wes Hagen is brand ambassador and educator for Native9 Wine and an international wine consultant. He can be reached at (805) 450-2324 or weswines@gmail.com | native9.com
In this edition of The Facts of Wine, and with BoardRoom’s focus on sustainability, I’m taking a slight detour from wine service for a pep talk on hospitality—and how it can transform our lives at work, with members and at home.
Will Guidara’s book “Unreasonable Hospitality” (2022) should be required reading for your club staff.
• Will Guidara’s Eleven Madison Park in New York City is the only restaurant in history to skip a Michelin star. Eleven Madison Park went from one star to three stars before Guidara left for other projects—a miraculous expression of the restaurant’s commitment to giving guests an unforgettable experience and food, a feat that may never again happen in haute cuisine.
• This book changed my life in so many ways. I’ve read it twice now, and it is the basis for my belief and commitment to hospitality as my life’s work and to teach others.
• I suggest you buy copies for your staff, ask everyone to read a few chapters at a time and hold monthly staff meetings to discuss how your club can implement the ideas.
WHAT DOES UNREASONABLE HOSPITALITY LOOK LIKE AT YOUR CLUB/ RESTAURANT?
These are the foundations of Guidara’s book and philosophy, and how unreasonable hospitality might look at your club:
• Create memorable experiences through authentic human connection. Encourage your staff to under-
stand members personally and entitle them to act on that knowledge for member joy and retention. Suggest that staff track customer interaction and give them 30 minutes a day on the clock to parse and prepare to blow some members’ minds.
• Going above and beyond expectations through creative and perfected hospitality. In weekly meetings, ask staff to share examples of unreasonable hospitality they performed, heard of or saw. This can start with examples from the book. Offer wine prizes, free golf, etc., for the best story or example at each meeting.
• Empower teams to care about each other, the management team and their clients/members. Encourage team outings, vacations, education trips (to Santa Barbara Wine Country?) and teamwork during every shift and for each department. Socially and professionally integrate the front and back of the house for unity.
• 95/5 rule. Spend 95 percent of your F&B budget carefully and judiciously so you can spend 5 percent on crazy items and luxuries. An example was Guidara’s insistence that diners at Eleven Madison Park received snifters and a bottle of cognac with their bill so they could sample or drink without cost. He also hired “dreamweavers” to research and listen to guests and fulfill crazy tasks (as simple as feeding parking meters
or as complicated as taking a family sledding when it was clear they had never seen snow before).
• Consider a dreamweaver at your club. A dreamweaver seeks solutions for members, members’ families and friends that are so over the top that they can’t help but tell their friends and other members. It could be as easy as squeezing in a tee time or a tennis court reservation, getting their car washed or detailed, and as thoughtful as volunteering to drive a member’s mom to a doctor’s appointment so the member can have a few hours respite from care. It could be as crazy as buying a member a new golf club or tennis racket, comping a special meal or hearing a conversation at a table (the grandson has never been to the zoo) and fulfilling that dream. This ties in with the 95/5 rule, as the dreamweaver and acts of hospitality come out of the 5 percent you were careful to save from your budget. In a perfect world, every employee could be entitled and approved to make a dream come true every so often, and may even be budgeted a small stipend to make it happen.
• Have staff keep notes on the wines your members order and discuss previous wines and how they were
received the next time they are at the table. “I recall you had the Justin Cabernet at your last dinner. Did you find it to your liking?”
• Have meetings to discuss how wines can be grouped into similar styles. “You mentioned the Justin was lovely, but you prefer a touch more elegance with your steak. I have a fabulous Bordeaux by the glass that might suit your palate perfectly.”
• Having members taste and suggest wines for the wine lists, along with F&B or by committee, is a great way to integrate members with wine expertise into the hospitality of your club.
• Challenge the staff to understand the list and how the membership interacts with it, and communicate that to F&B.
Unreasonable hospitality does not stop at work. Being amazingly friendly, prepared, helpful, intuitive, kind and insightful to our members should help us bring those same emotions home and treat our family, friends and perhaps even our enemies with the same positive energy. Next issue: Back on schedule: Teaching wine to your members—a practical and active approach. BR
JOIN US FOR THE ASSOCIATION OF CLUB CATERING & EVENT PROFESSIONALS (ACCP)
National Educational Experience
August 24-26, 2025 / Nashville, TN
Four Seasons Hotel & Nashville City Club
Elevate your Club events with the ultimate educational experience! This 3-day event unites Private Club Event and Catering Directors, F&B Directors, Chefs, General Managers and other club professionals for education, brainstorming and networking. Industry experts will share insights to enhance your F&B knowledge, sales, event planning, professionalism and creative thinking.
For over 20 years, Xhibtz Contract Furnishings has elevated outdoor spaces for the most distinguished private clubs—delivering quality, care, and 100% American-made craftsmanship.
Whether you’re upgrading your poolside experience, enhancing your patio dining, or restoring classic outdoor spaces to their former glory, Xhibtz Contract Furnishings delivers premium outdoor furnishings with purpose and precision.
Trusted by clubs and resorts across North America, Xhibtz combines personalized service with unparalleled product knowledge and fully customizable solutions. Every piece is made in the USA, every project rooted in quality, and every client is treated like a priority.
Discover why we’ve earned the BoardRoom magazine Excellence in Achievement Award every year since 2012.
Let us help you bring your club’s outdoor vision to life—beautifully.
“We’ve been purchasing from Xhibtz for years, and I can say without hesitation that the quality and durability of their umbrellas are second to none. Their products have stood up to the elements season after season, and the fact that they’re made in the USA only adds to the value. What truly sets Xhibtz apart, though, is their outstanding customer service—reliable, responsive, and always a pleasure to work with. They’ve helped us solve several challenges over the years, from upgrading our outdoor umbrellas to customizing cushions and furniture solutions that actually last. We’re very happy to continue partnering with them.”
Marius Ilie, GM/COO
Glen Oaks Club
“At Delaire Country Club, quality, durability, and exceptional service are nonnegotiable—that’s why we made the switch to Xhibtz. From the moment we began working with Steve, the difference was clear. The umbrellas are beautifully designed and built to last. Their durability has reduced maintenance headaches and elevated the member experience. Knowing the products are made in the USA added confidence in both craftsmanship and supply chain reliability. Steve’s team also provided outstanding support when we faced issues with aging cushions and inconsistent outdoor furniture, offering custom solutions that seamlessly matched our aesthetic. Most importantly, the level of customer service from Xhibtz is exceptional—responsive, attentive, and always solution-oriented. Steve has been a partner every step of the way. We’re proud to stand behind Xhibtz and have already recommended them to several fellow clubs who, like us, refuse to compromise on quality. ”
Robin Blankhorst, CCM,CAM, GM/COO Delaire Country Club
“We have trusted Steve Berlin at Xhibtz for all our outdoor furniture needs and umbrellas. From bocce, pickleball and tennis, casual dining and the pool, we love the design and durability of the products. Also, the sleek look and feel of the furniture complements our clubhouse design perfectly. Lastly, the service quality from purchasing to repair is second to none. We highly recommend Steve and his team at Xhibtz to any club or resort looking for a high quality product made in the USA with top notch service.”
Rob Martin CCM, CCE, CAM, GM/COO Wycliffe Country Club
“At Grand Harbor Golf & Beach Club we utilized new chaise lounges, chairs, tables and umbrellas to transform our Beach Club. Not only is Xhibtz able to supply the best product in the market we are pleased that it is all made in the USA. Steve Berlin has helped me transform two clubs and supplied the best service of any vendor I have ever used. I highly recommend Steve Berlin and Xhibtz for your own transformation. I would like to thank everyone from Xhibtz for their great product line, product durability and amazing service. They are simply the best. ”
Michael Gibson, CCM, GM Grand Harbor Golf and Beach Club
“At Addison Reserve, we have been privileged to partner with Steve Berlin and the team at Xhibtz for nearly two decades. Over the years, Steve has become more than a trusted vendor and a valued collaborator. His custom outdoor, pool, and patio furniture consistently reflects superior quality, durability, and design. What truly sets Steve apart is his unwavering reliability, responsiveness, and commitment to delivering on every promise. His integrity, work ethic, and dedication to his clients are second to none. We continue to rely on Xhibtz with complete confidence.”
Michael McCarthy, ECM, CMAA Fellow, CEO/GM Addison Reserve Country Club
Mike Strauss is GCSAA’s media relations manager.
Is your superintendent a member of the Golf Course Superintendents Association of America? Have you encouraged the person who manages your most valuable asset – your golf course – to be a member? Your club will enjoy numerous benefits from having this person be a part of the world’s foremost golf course management association.
Having a GCSAA-member superintendent can lead to improved golf course conditions and provide your club with a competitive edge in the industry. As a member of GCSAA, your superintendent has access to programs and opportunities that expand their knowledge base.
Access to the latest technology, research and best management practices ensures your course is maintained at peak condition year-round. GCSAA offers a gateway to making sure your superintendent is on top of what is happening in the turfgrass world.
GCSAA’s websites, weekly emails and Golf Course Management (GCM), GCSAA’s monthly magazine, are loaded with articles highlighting scientific research from the country’s most respected professors and researchers, the latest technologies from industry partners and in-depth looks at examples of practices and trials about what is working and what isn’t working for superintendents around the country.
This sharing of ideas, results and historical information helps provide the tools your superintendent needs to create the best playing conditions possible for your course and resources to help your superintendent find and retain a qualified team. GCSAA’s best management practices (BMPs) provide science-based guidelines for managing golf courses in a way that keeps your club environmentally and economically sustainable. GCSAA and its members have created state-specific BMP guidelines and offer step-by-step training to help your superintendent create a BMP manual specific to your club’s needs.
The annual GCSAA Conference and Trade Show is the premier gathering in the industry for education, valuable networking and seeing the latest and greatest in technology, equipment and products.
Superintendents, assistant superintendents and equipment managers can be a part of specialized education. The trade show floor features more than 450 exhibitors, and areas in and outside of the convention center are used for demonstrations. There is no better way for your superintendent to stay up to date and connected to the industry than by attending the annual GCSAA Conference and Trade Show.
In addition to the annual conference and trade show, GCSAA provides yearround educational opportunities for members to stay abreast of the latest trends in golf course management and improve their knowledge and worth through certification programs.
“GCSAA has allowed me to keep up with a rapidly changing industry,” said Thomas A. Tuttle, a certified golf course superintendent at Tamarack Golf Course in East Brunswick, NJ.
“The association is always trying to stay ahead of these changes and how they impact me as a turf manager. Educational opportunities have always been available and are indicative of the current needs and industry changes that never end. Having access to this information throughout my career has enhanced and helped promote my skills as a golf course and turfgrass manager.”
Free webinars throughout the year provide opportunities to hear from the leading voices in the industry. The full webinar library encompasses a broad range of topics.
GCSAA provides well-defined career paths for those seeking to be recognized at the highest level of their profession. Certification and certificate programs have been designed for superintendents, assistants and equipment managers.
Are you supporting the men and women who manage your golf course and making sure they have the resources to provide the best possible playing conditions for your members? GCSAA membership is vital to this success. BR
DAVE DOHERTY
Dave Doherty is CEO and founder of the International Sports Turf Research Center, Inc. (ISTRC) and holds three patents for testing sand- and soil-based greens. He can be reached at (913) 706-6635, daveistrc@hotmail.com, or www.davedohertyistrc.com.
It’s not unusual for the physical properties of mature golf greens that are 10 to 20 years old to be the same at the 4-inch to 12-inch depth as they were the day they were constructed.
I’ve heard over the years that greens get old and need to be rebuilt every seven to 10 years. That’s hogwash. I shudder to think of the amount of money we, as an industry, have wasted by rebuilding greens without knowing their physical properties and what was stressing the turf.
It is easy to say, “Well, they are over 10 years old, what more can we expect from them?” Let me give you something to think about based on analyzing thousands of greens from thatch to gravel over the years.
Sand particles in golf greens do not normally change with age. The gravel or drain depth properties are, in the vast majority of cases, the same as when the greens were originally built.
The number one cause of green failure is organic material deposited by the root system. This material is Mother Nature’s gift to us, and when managed properly, can be one of our greatest assets in maintaining a healthy turf system. When this gift is not managed properly, we have problems within our turf system, and our turf quality (putting surface) starts to decline.
We need organic material in our greens mix to provide (1) food for our microbes, (2) nutrient holding and (3) moisture retention. It’s important to understand that when organic material absorbs water, it swells; when it swells, it decreases the air pores where the roots and microbes live, thus reducing the oxygen supply needed by the roots and microbes.
As the greens age, compaction begins, and the loss of air pores continues. Our root system continues to produce organic matter, and in most cases, once our air pores decrease to around 10 percent and our organic matter increases to 2.5plus percent, we start to have stressed turf problems.
Put quite simply, we do not have enough air pores to accommodate the roots or the oxygen needs of the microbes.
The top picture is of a 6-month-old green. The dark layer that is visible is organic matter produced and deposited by the root system. This organic material contributes to the establishment of the turf system by holding nutrients and water for the turf as needed.
This above picture is of a 4-year-old green with one of the new bent grasses that was aerified with needle tines and small one-quarter-inch hollow tines only, over four years.
The displacement of organic material over the four years by aerifying was insufficient to keep up with the production of organic material produced by the root system of the turf in the top 2.25 inches. The organic matter completely shut down the respiratory system of the greens mix.
The infiltration rate of this and its sister greens was zero. The organic matter was of such a high concentration in the top 2.5 inches that when it absorbed moisture and swelled, it filled the air pores and sealed off the greens. Below the 2.5inch depth, the root zones were in excellent condition.
The root system of turf plays a role similar to that of the human respiratory system. The roots take in oxygen and release CO2. With the turf system sealed off and unable to exchange gases, the turf will, over time, asphyxiate itself.
Science provided options to the club instead of just rebuilding. Let’s stop talking about the number of aerifications and start talking about displacement based on science. BR
HENRY DELOZIER
Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com
The nominations process for the club board is one of the great concerns among rank-and-file private club members. Club leaders do well to establish – and make highly transparent – the rationale for nominating members to the board. A board skills matrix is an important start to make the board nominations process more trustworthy.
Too often, ordinary club members opine that serving on the board is a mysterious mix of personal friendships, like-mindedness and control. Some members believe that board service is akin to an old boys’ club where club leaders nominate their friends from one year to the next.
Bearing in mind that the primary responsibilities of every board of directors are to:
• Protect the assets and economic sustainability of the club
• Govern according to best practice standards for club governance
• Develop and use a strategic approach to leadership
• Lead well, wisely and transparently.
Several principles of sound and trustworthy governance should be used to address the four priorities shown above. Each board must develop a skills matrix to enable the board to best serve the club’s needs. Components of the skills matrix should begin with the following capabilities:
• Legal: A sound and steady legal mind is always needed on a board of directors. This person is not a free attorney for the club, and most lawyers serving on club boards are wise enough to use outside counsel on many issues. One of the first duties of a legal expert on a club board is to be alert to matters that require legal review by an independent attorney who specializes in the segment of law needed.
• Financial: Most clubs lack a financial approach to their needs. Usually, accountants on club boards look after audit and compliance matters. Experts in corporate finance guide their boards in sourcing funds for capital project needs and ensure that their clubs maintain a forward-looking approach to funding future needs.
• Accounting: As mentioned above, audit and tax matters require accountants who are experts in such matters to assure ordinary members of the club that the club is in good standing from a tax and compliance standpoint.
• Risk management: One of the fastest-growing expenses in most clubs is the cost of managing risk. Today’s risk profile, for example, includes cybersecurity, protecting intellectual and branded properties, and customary property and casualty coverage. Natural disasters, such as floods, wildfires and storms (tornadoes or hurricanes) have become a greater risk in recent years.
• Real estate or property: Many clubs have become landlocked with little room to accommodate new recreational amenities (like pickleball and paddle) and alternative golf amenities (like putting courses and short-game training areas). Clubs must become alert to opportunities for land acquisition and expansion.
Beyond skills that will make your board more effective, club leaders should watch for attributes that are most valuable in their boardrooms. The attributes that are most often found on an advanced skills matrix for private clubs are:
1. Trustworthiness: Is the candidate trusted by fellow members? Look for committee work at the club and other leadership roles.
2. Respect: Is the candidate known and respected by fellow club members? Respect is different than popularity of golf handicap.
3. Leadership experience: Does the candidate understand the tenets of servant leadership? Do they listen and communicate empathetically? Successful clubs now take a proactive approach to identifying needs and recruiting club members with current knowledge and expertise in these and other categories of need in the boardroom. BR
TYLER BLOOM
Tyler Bloom is the founder and president of Bloom Golf Partners, an executive search and workforce development firm specializing in the golf and private club industries. He can be reached at (610) 844-3009 or tyler@bloomgolfpartners.com
Advancements in golf course maintenance have raised expectations across the board. Today’s players and members expect pristine conditions—and most superintendents deliver with the utilization of tools, technology and improved grass varieties. But beneath that top-tier leadership, there’s a problem: depth. The golf industry has become dangerously top-heavy. While we’ve rightfully invested in superintendents, we’ve failed to build a pipeline of assistant superintendents, irrigation techs and future leaders. The result? Burnout at the top, disengagement in the middle and a growing talent gap that’s driving wage inflation and operational strain.
This “hollow middle” is visible nationwide—unfilled assistant roles, second assistants stretched thin, and inexperienced staff forced into high-responsibility positions without the training or mentorship to succeed. It’s not just a shortage of people—it’s a shortage of prepared people. Why?
Pipeline neglect: We’ve focused on top roles while failing to invest in structured development paths for the next tier. Working Americans don’t see turf as a viable career or know what the pathway looks like. The awareness just isn’t there, and thus a shortage in university turf programs over the last ten years has created a shortage of educated.
Education and technical gap: As a result, most golf course superintendents are forced to train staff who lack the educational and technical foundation needed for skilled roles. It’s like asking an NFL head coach to win games with coordinators who don’t understand their playbooks—it’s unsustainable and sets everyone up to struggle.
We’ve worked side-by-side a number of individual clubs, organizations and industry partners who are tackling this crisis head-on through real partnerships. With the New York State Turfgrass Association, we’ve developed a Greenkeeper Apprenticeship Program, combining on-thejob training with SUNY Delhi’s turf program for existing employees at golf courses. And through the SuperScratch Foundation, a foundation created by members at Huntingdon Valley Country Club in the suburbs of Philadelphia, industry partners have raised scholarship funds to support students pursuing the study of agronomy has raised over $150,000.
This isn’t just a staffing issue—it’s a leadership issue. If we don’t build the next generation now, clubs will pay the price later. BR
EXCELLENCE IN CLUB GOVERNANCE
Many club boards face the challenge of leadership. Leadership is one of the cornerstones of board duties. The great challenge before servant leaders in private clubs is trust, based on hundreds of club member interviews. At first, most board members eagerly embrace the honor and opportunity to serve their clubs and, subsequently, wonder how to sustain trust while governing their club.
Understanding trust begins with understanding what members want. In its 2024 Club Members Perspective report, consulting firm GGA Partners found that the value proposition for most club members has four corners:
• Emotional: The value created from the feelings or emotional outcomes of membership. On a 5-point scale wherein “5” indicates the greatest value, club member respondents scored 4.05. Clubs have an emotional value to their members … it is where they meet friends and neighbors and entertain family.
• Quality: The value provided by the quality and performance of the club experience. Quality scored 3.82, the next highest for members rating the value received from their clubs. Factors such as personal recognition and the status of the club and its members drive the perception of value.
• Price: The value derived by comparing the satisfaction of the club experience to the cost and effort required to use it. Price was rated 3.52 and the third most important.
• Social: The value generated by a club’s ability to enhance a member’s social standing or self-perception scored 3.21.
The Club Members Perspective report is part of GGA Partners’ research initiative intended to understand what key stakeholders see and what the future holds for an increasingly complex and exciting area of the hospitality business. This research series explores unique views within the private club, golf, resort and residential community segments. For club leaders, the importance of members’ attitudes revolves around trust and trustworthy leadership. When interviewed, members cite transparency in communications as a primary element of trust in their clubs. Most members believe their clubs’ leaders are neither proactive nor forthcoming in communicating with members. Members believe that they are not told what their club leaders intend. On the other hand, club members believe they communicate frequently and are not being listened to or heard.
HENRY DELOZIER
Henry DeLozier is a partner at GGA Partners. He can be reached via email: henry.delozier@ggapartners.com
Boards produce volumes of information without confirming whether or not the messaging is received and understood. Boards need to become better communicators. Members need to be more effective listeners.
In its simplest form, trust is built when one says what one will do and follows through by doing what was promised. Boards can take three immediate steps toward becoming trustworthy:
• Identify topics that must – as a matter of law or moral responsibility – not be openly addressed. These topics include employees’ salaries and disciplinary actions for members and employees. Club leaders should be open and transparent concerning what topics are “off limits” within board communications.
• Identify what boardroom topics should be shared with club members, when, how and on what cadence. Examples should include the club’s budget, board decisions and matters of club governance that are not confidential, and a summary of the club’s financial health. Boards should communicate the social activities and calendar of the club alongside a consistent assortment of messaging about member engagement and experience. How can a board – and the club’s general membership – measure the effectiveness of club communications?
1. Use software analytics to identify members not receiving or reading the club’s communications. Follow up to understand if the messages are being sent to an outdated inbox or if the member has simply disconnected from the club.
2. Use brief “pulse” surveys to measure how much of the club’s communications members consume and understand.
3. Conduct small-count member meetings – like the fireside chats FDR used effectively during the Great Depression – to hear what members understand and are concerned about.
• Establish a schedule and keep to it. Demonstrate through the board’s faithfulness in communicating that it seeks to be trusted.
Effective club leadership can be accomplished when boards diligently and consistently communicate with their fellow members. BR
BRIAN DILLMAN
At the heart of the Racquet Sports Professionals Association lies a growing commitment to sustainability. We are proud to lead the charge through efforts by some of our endorsee brands, which offer our members the opportunity to coach and play a more environmentally responsible game—on and off the court. has taken a bold step forward by unveiling a new, eco-friendly packaging solution for its tennis balls. In a bid to reduce plas tic waste without compromising performance, our official ten nis ball brand has replaced traditional plastic lids and sleeves with 100 percent recyclable cardboard lids and paper labels. Additionally, the cans now incorporate 30 percent recycled PET, further reducing virgin plastic use. This evolution in packaging reflects Dunlop’s dedication to sustainability and invites players everywhere to contribute to a cleaner planet— one can at a time.
Dunlop’s packaging innovation, the RSPA has partnered with
Brian Dillman is CEO of the Racquet Sports Professionals Association (RSPA), expanding its reach to pickleball, padel, squash and platform tennis. With over 20 years in sporting goods, fitness and fashion, including leadership at Wilson Sporting Goods, he drives growth and innovation. Contact him at (773) 551-6541 or brian.dillman@rspa.net. Choose RSPA for Excellence. Learn more at RSPA.net
For nearly a century, the Racquet Sports Professionals Association (formerly USPTA) has been certifying tennis and racquet sports professionals, providing your club and facility with confidence and peace of mind.
RecycleBalls, a nonprofit transforming the lifecycle of used tennis and padel balls. By giving racquet professionals the tools to recycle millions of used balls into materials for sports courts, this partnership brings actionable impact to our sports. All RSPA members have access to exclusive sustainabili
DAVID WILSON
David Wilson is a PGA Career Services consultant serving the Connecticut and New England PGA sections. He can be reached at (469) 486-1089 or dwilson@pgahq.com
Every person on this planet is gifted with the same precious resource: time. A dynamic 168 hours a week is at our disposal, ready to be shaped into the life we dream of living.
The conversation around work-life balance has burst into the limelight, particularly since the transformative year of 2020, as people become acutely aware of the finite nature of time and its importance. It’s not just about trimming work hours—it’s about maximizing joy, passion and fulfillment in every area of life.
As a career consultant for the PGA of America, alongside my previous experiences as head professional and assistant at golf courses, I’ve witnessed a universal drive to accomplish meaningful work. People crave to be a part of something bigger, constantly seeking the perfect environment where they can truly shine and thrive.
Jumpstarting a healthy work-life balance begins with the task of prioritizing your time. How you choose to direct those 168 hours each week makes all the difference. We all have unique passions that draw us in, guiding where we pour our energy to feel truly alive and fulfilled. Have you uncovered yours? Can you highlight your top five priorities where you can make the most impactful contributions? This empowering approach channels every area of life, including but not limited to personal, family, professional and fitness, each full of opportunities for impact and enrichment.
Creating a priority list can inject a dynamic balance, or as I like to put it, a vibrant structure, into your life. Dive into crafting this list by grabbing a notebook and jotting down what you are focused on. Where do your greatest impacts flourish? Within your family, your work or the broader community? This should be an exciting and deeply personal exercise, revealing insights well beyond a simple Top 5 list, and it could span pages and days of exciting discovery.
Gradually refine your notes, identify emerging themes and categorize connected ideas. This invigorating process will crystallize your true priorities into your unique top five elements. Gaining this clarity delivers two vital gifts: a map toward adventurous opportunities to explore in-depth and the ability to zero in on projects and tasks that truly energize you, slashing burnout and boosting fulfillment to the max.
Once your top five priorities are clear, dive into your empowering 168 weekly hours. Ensure you’re dedicating time
to what truly counts. Schedule time with the same fervor as an important business meeting—plan an enjoyable date night, mentor a colleague, dive into a captivating book or lose yourself in a workout. By intentionally weaving personal and professional joy and commitment, you allow these life aspects to coexist and flourish.
Seizing the day with these practices helps you leverage your 168 hours to the fullest, steering away from the temptation to postpone joy. Purpose-filled action propels you past mundane tasks and gifts you more precious time for those priorities closest to your heart. This aligns with the idea of “eating the frog,” credited to the great Mark Twain. Jump into dreaded tasks first thing and watch the rest of your day unfold with promise and enjoyment. Whatever the challenge, tackle it head-on, dash past it and rush into the embrace of rewarding opportunities.
Beware, distractions lurk, ready to chew away at your precious time if you’re not vigilant. Maintaining laser focus and a vibrant discipline is the key to dodging these sidetracks. This discipline empowers you to grab opportunities aligned with your core values and wisely set aside those that could lead you astray. Some options might glitter with short-term allure, but they could involve long-term trade-offs, like choosing between attending a surprising event, crafting a pivotal work presentation or cheering at your child’s PGA Junior League match. Life is a dynamic balance of tradeoffs. Identifying your top five priorities ensures you nurture choices that maximize your long-term satisfaction and joy.
While unexpected challenges are inevitable and might ripple the waters, maintaining discipline during controllable moments grants you the flexibility to navigate any waves gracefully as they arise.
As you thoughtfully strategize your 168 hours, I wish that focusing on what truly counts leaves you bursting with energy and fulfillment week after week, embracing the profound beauty and joy of life’s simple pleasures. Remember, even in our efficiency-driven world, dedicating an hour to connect with a friend, whether through a phone call or meeting for a coffee, occupies less than one percent of your week but returns a lot of joy and fulfillment. BR
PAUL K. LEVY
Paul K. Levy, PGA, 40th president and honorary president of the PGA of America, is a PGA Hall of Fame inductee and 2018 BoardRoomAwardofDedicationrecipient. A search executive with Kopplin Kuebler & Wallace, he brings decades of leadership as a golf professional, general manager and CEO.
MVP—Most valuable player. Whether it’s the NHL, NFL, NBA, or even your child’s Little League team, the term MVP is widely used in sports. Webster’s defines MVP as “the player who contributes the most to his or her team’s success.”
But what does it look like when your golf professional is an MVP? How can a club assess if its golf professional’s performance is MVP worthy? While every team member plays an important role in your club’s success, let’s focus on what it takes for a golf professional to stand out as the MVP.
One of the most crucial aspects a club should constantly monitor is member retention. For clubs with golf courses, a significant portion of dues often goes toward the golf department and course maintenance. But when members are paying for their golf membership, they may ask themselves: “Am I playing enough golf to justify this membership?”
Your PGA/LPGA professional and their team should be consistently evaluating the progress of their members’ games and how often they play. The more your members feel that golf is an integral component of their lifestyle, the more likely they are to stick around. No one is better equipped to increase a member’s excitement about the game than your golf professional. This can be achieved through a variety of programs and coaching options. But it’s about more than just offering a 30-minute lesson—it’s about building a close, lasting relationship that helps improve the member’s skill and overall enjoyment of the game.
In today’s golf environment, many clubs have adopted the concept of player development, where the professional’s primary focus is to help members develop and elevate their game. What programs do you have in place that increase interest and encourage players?
Modern teaching facilities are now expected at top-tier clubs, and your golf professional is the one who transforms these spaces from a building filled with equipment into a dynamic environment where game enjoyment and improvement happen.
Many clubs now offer indoor and outdoor instruction bays equipped with cameras, launch monitors, video swing analysis, club fitting systems and putting labs designed to help players improve every aspect of the game.
Is your golf professional collaborating with the fitness department to incorporate golf fitness evaluations? In today’s competitive golf landscape, understanding a player’s physical strengths and limitations is as important as the technical aspects of the game. By combining technology with fitness, your golf professional can help improve a player’s overall golf performance.
Beyond teaching, a golf professional’s MVP status also shines through their ability to create memorable experiences in the golf shop and through club events. Offering a creative merchandise experience that excites members can lead to conversations with friends and help solidify your club’s reputation. Well-run tournaments with thoughtful additions, such as special prizes or unique formats, can elevate a regular competition into an event members will eagerly attend and remember fondly. These experiences not only boost member engagement but also enhance retention. Key metrics like merchandise revenue and tournament participation and satisfaction provide clear ways to measure success.
The heart of any successful golf professional lies in their ability to build relationships. MVP professionals excel in fostering connections with members, their guests and fellow team members. They take pride in ensuring that every member’s visit is better than the last. It’s about creating a welcoming environment that makes members feel valued. When your golf professional is dedicated to enhancing the overall experience through golf instruction, creating memorable events or simply building personal relationships, members are more likely to return, bringing friends along and contributing to a thriving, loyal community.
When your golf professional hits all the marks by fostering player development, using cutting-edge technology, creating exciting events and building meaningful relationships, your membership will recognize them as the true MVP. Members will show up on the property one day sooner and stay one day longer. And when that happens, the praise will flow: MVP, MVP, MVP! BR
Member behavior challenges have continued post-COVID, but now it is not just temper tantrums, foul language and inappropriate remarks. Lately, I have seen more and more members making inappropriate demands of their club’s board and stirring up the membership.
Their demands for information and special meetings, in particular, can throw clubs into chaos. Here are some planahead tips you should consider even if your members are perfect.
Know the law on members’ rights to see club records. Most member-owned clubs are nonprofit corporations formed under the laws of their state. Most state nonprofit statutes outline members’ rights to see club information. Members are generally entitled to see basic financial information, minutes of board, committee and member meetings, and the membership roster.
Most statutes say the member’s request must be for a “proper purpose.” This means members can ask for your annual financial statement, but they cannot ask for a breakdown of employee pay by individual or department. They cannot ask the accounting department to generate reports that accounting does not keep in the ordinary course, such as an analysis of a department’s performance over the years.
It is important to know your obligations because if you do not comply, a member can get a court order and be awarded attorney’s fees. And they will likely stir up the membership with gossip and allegations. You should also consider whether and how your bylaws address this issue. This can add requirements or help limit member rights, depending on the options existing in your state.
Understand members’ right to call a special meeting. The statutes generally state the number or percentage of member signatures required to call a special meeting. Some statutes specify when the board must call and hold the meeting. Some state statutes modify these requirements with the phrase “unless the bylaws provide otherwise,” which usually means you can choose slightly different requirements if you include them in your bylaws.
Members may only call a special meeting for a proper purpose, such as to amend the bylaws or remove a director. Improper purposes may be to usurp board authority given
under statutes or the bylaws, such as to require the board to fire a particular employee.
Know what your bylaws require. It is important to understand the board’s authority generally and its ability to discipline a member specifically. We draft helpful provisions into bylaws that restrict members’ behavior and expressly grant power to the board. These provisions may resolve a situation where a rogue member group wants things to go its way instead of the majority’s way, or the way that has been determined by a board that has exercised its fiduciary duty to evaluate what is in the club’s best interest.
Know/update your rules. Too often, I draft discipline letters and want to say, “You violated this club rule” or “You violated the club code of conduct,” only to find that the rules are full of admonitions about collared shirts and cellphones but say nothing about general good behavior. Many clubs do not have a code of conduct, and some codes of conduct are deficient. I have seen an alleged code of conduct where five of six statements addressed supervising minor children. I regularly see club rules that obligate members to “follow the code of conduct” when they have no code. I recently reviewed rules that are over 20 years old and unhelpful in instructing or correcting members.
Know your obligations to your employees. Your members may not harass, intimidate or target your employees. If a member does so directly or by stirring up the membership against an employee, you must immediately consider your legal obligations to your employees. You cannot allow a member to create a hostile work environment.
Conclusion. I wish I could assure you things will improve, but I guessed wrong about getting “back to normal” after COVID, so I am not prognosticating human behavior. I think we can reasonably anticipate members’ continued efforts to control some board choices. You will be forearmed if you know in advance what your board’s purview is, what requires member consent, what must be produced to members, when and on what topics members must be heard, and what tools you have to manage member behavior. BR
Whitney Reid Pennell, president of RCS Hospitality Group, is a consultant and educator specializing in strategic planning, operations, F&B management, training,and executive recruitment. RCS, a 14-time BoardRoomAwardrecipient, offers virtual courses via RCSUniversity.com. Visit consultingRCS.com.
Hospitality is more than a skill—it’s a mindset that transforms the ordinary into the extraordinary, ensuring members feel valued, understood and cared for at every touchpoint. Central to the hospitality mindset is forging emotional connections—the intangible bonds that make members feel truly understood and appreciated. Training your team to adopt a mindset of anticipating needs and delivering personalized service is essential for creating meaningful connections and promoting member loyalty.
Empathy deepens relationships and promotes meaningful interaction. Employees must understand members’ perspectives to deliver personalized experiences. Include training activities that encourage staff to “walk in the shoes” of members. Role-playing exercises, such as arriving at the club or requesting special accommodations, help staff identify pain points and opportunities for enhancement. Encourage team members to ask themselves:
• How would this situation feel for me?
• What would make this experience seamless and enjoyable?
• What small gestures would exceed expectations?
When employees approach their roles with empathy, they anticipate needs more effectively and respond with authentic care.
Great hospitality hinges on noticing the unspoken and anticipating needs. Focus training on picking up on subtle cues and how to respond. For example:
• A member lingering near the front desk might need directions or help booking a tee time. Respond promptly to guide them.
• Families with children might enjoy kid-friendly amenities. Suggest a tennis clinic or provide fun activities for the kids.
• If a member shows interest in a wine or dish, suggest a complementary pairing or highlight a new menu item. Encourage staff to observe, remember and act on these details. Ensure systems for recording preferences, such as member profiles, are in place for consistency across departments. Staff recognizing and acting on these cues builds trust and deepens connections.
A hospitality mindset requires employees to think one step ahead. In your training, emphasize problem-solving skills and empower staff to address issues before they escalate. Use scenarios, such as the handling of a delayed meal or a double-booked tennis court, to teach employees how to:
• Recognize potential problems early
• Communicate positively and transparently with members
• Offer thoughtful solutions without needing managerial approval.
For instance, if a member’s usual locker is unavailable, a proactive staff member might already have a backup ready, perhaps with a handwritten note apologizing for the inconvenience. These small actions signal attentiveness and care.
Personalized service is the hallmark of exceptional hospitality. Training should stress the importance of tailoring interactions to individual members. This includes:
• Addressing members by name
• Recalling past preferences, such as their favorite golf cart, beverage or merchandise brand
• Anticipating seasonal needs, such as extra towels on hot days or warm blankets on cool evenings.
Technology can help track these preferences, but the human touch makes personalization impactful.
Consistency in service delivery requires a unified approach. Members expect a seamless experience regardless of who they interact with at the club. Establishing clear standards and guidelines ensures every team member knows how to:
• Greet members warmly
• Handle requests promptly and efficiently
• Follow through on promises.
Regular training refreshers and team huddles can reinforce these standards, creating a culture of excellence.
Encourage and celebrate opportunities to surprise and delight members. Examples include unexpected gestures, like remembering a member’s anniversary with a congratulatory note or creating unforgettable experiences tailored to member preferences. Use team meetings to brainstorm ideas, recognize outstanding efforts and share success stories to motivate staff and reinforce the value of a hospitality mindset.
The hospitality mindset starts at the top. Leaders and managers must model the behaviors they expect from their teams. Demonstrate empathy, attentiveness and proactive service in daily interactions with both members and employees. A strong culture of hospitality trickles down, inspiring staff to follow suit. Training teams to think like members combines empathy, observation and proactive problem-solving. By fostering a culture of personalized, consistent service, you can ensure members feel genuinely cared for. Staff with a hospitality mindset create lasting impressions that define the club experience. BR
DAVE HODGSON
Dave Hodgson, is vice president of sales at Club Core.
In the club industry, effective governance depends on quick, accurate access to policies, procedures and bylaws. Whether reviewing financial protocols, ensuring compliance or referencing operational guidelines, finding the right information is often frustrating and time-consuming.
Staff, board members and committees frequently waste valuable time sifting through outdated document management systems, shared drives or even physical binders to locate a specific policy. This inefficiency slows decision-making and increases the risk of misinterpretation and non-compliance.
AI-powered search tools are transforming this process by streamlining information retrieval, improving governance and enhancing operational efficiency.
AI-enhanced search eliminates the need for manual document searches, making critical information more accessible in seconds. Instead of scrolling through countless folders, users can simply ask, “What are our vacation policies?” and instantly retrieve the most relevant document or section.
AI can also suggest related policies based on past searches, ensuring users have the necessary context. Automated tagging and categorization allow policies and procedures to be structured to align with club governance needs. Secure, role-based access ensures that board members, committees and staff can quickly find relevant documents while maintaining confidentiality.
AI-powered search delivers key benefits, including:
• Smart search capabilities: Users can type natural language queries and instantly retrieve relevant information, eliminating the frustration of manual searches.
• Contextual recommendations: AI suggests related policies and procedures based on previous searches, providing a more comprehensive view of club governance.
• Automated tagging and categorization: AI systematically organizes documents, making it easier for users to find and retrieve critical information.
• Secure, role-based access: Personalized permissions ensure that board members, committees and staff access the right documents while maintaining confidentiality.
By leveraging AI, club leaders can focus on strategic decision-making rather than wasting time searching for information.
• Board members can quickly reference financial and operational policies during meetings, leading to more informed discussions and faster resolutions
• Committee members can easily access the bylaws to ensure compliance when making recommendations
• Club staff can retrieve standard operating procedures in seconds, improving efficiency and reducing errors.
AI-powered search is no longer a futuristic concept—it’s a practical solution that clubs can implement today to enhance governance transparency and efficiency. By adopting AIdriven document management, clubs can eliminate wasted time, strengthen compliance and empower their teams with instant access to information. The future of club management is built on smarter, more accessible information, and AI is making that future a reality. BR
BY HEATHER ARIAS DE CORDOBA, EDITOR
Lori LeBard, CCM, assistant general manager at the Atlantic Fields Club, and a respected and passionate leader in the private club industry, has been named the 2024 recipient of BoardRoom magazine’s Gary Player Educator of the Year Award. Like the most recent past recipients such as Ray Cronin, Craig Marshall, Matt Allnatt, this recognition celebrates individuals who embody a deep commitment to mentorship, staff development and industry excellence. For LeBard, it’s not just about career milestones—it’s about making a meaningful impact on people.
“Being nominated for this recognition is truly humbling,” LeBard said. “But what fills me with the most pride is being part of an industry that values giving back. We are better together, and we all need to help one another.”
LeBard has spent her career focused on building strong, purpose-driven teams—what peers have called a “transformational” approach to leadership. Across multiple club properties, she’s shaped team cultures rooted in accountability, empathy, and trust. Her philosophy is clear: show up with care, communicate with clarity, and listen with intention.
“The most vital aspect of my approach is active listening—being fully present and valuing team feedback,” she said. “When individuals feel seen and supported, they perform at their best.”
LeBard’s leadership style reflects a blend of authenticity, resilience and transparency. She champions open dialogue, celebrates team wins, and doesn’t shy away from tough decisions. In fact, one of the most valuable lessons she hopes young club managers learn early is the importance of cultural consistency—even when it requires letting go of long-standing employees who no longer align with the organization’s values.
“Your team is always watching. If you allow someone to stay because they’re a ‘sacred cow,’ it sends a message. Your actions—and inactions—shape your culture,” LeBard said.
At the 2024 Distinguished Ideas Summit, LeBard served on a panel focused on staff retention and inspirational training. One of the key takeaways she offered was the importance of inclusive workplaces and understanding the expectations of Gen Z.
“To attract and retain younger talent, we must meet them where they are. Inclusivity isn’t optional. It’s foundational. Gen Z wants to feel valued, heard and part of something that reflects their values,” LeBard explained.
For her, leadership and education are intertwined. She views team building not as a task, but as an investment—one that pays dividends in performance, retention, and culture. She’s also a strong advocate for ensuring club employees and their families enjoy the same lifestyle benefits extended
to members. It’s a philosophy rooted in balance, shared experiences and long-term loyalty.
Though her resume reflects decades of achievement, LeBard names her role as “Mom” as the one that demanded the most sacrifice and gave her the deepest sense of pride. It’s no surprise that her leadership style is infused with the same blend of compassion and strength.
Looking ahead, LeBard’s focus remains steady: to continue fostering positivity and building cultures where people thrive.
“Culture is the lifeblood of any thriving organization,” she added. “It represents our values, our practices and the way we show up for one another. That’s where real success lives.”
For her unwavering commitment to education, leadership and people, we proudly recognize Lori LeBard as BoardRoom magazine’s 2024 Gary Player Educator of the Year. BR
BY DAVE WHITE, EDITOR EMERITUS
The Dave White Editorial Award is presented each year to a writer whose contributions have enhanced the wealth of information available to private clubs over the years.
Nancy Levenburg, PhD, published her first article in BoardRoom in the November/December issue in 2009…16 years ago. She is the recipient of the Dave White Editorial Award for 2024 for her many, varied contributions over the years.
Not only has Nancy contributed to BoardRoom, but she has also taught for many years as a university professor at the Seidman College of Business at Grand Valley State University in Grand Rapids, Michigan. As a private consultant and president of Edgewater Consulting, she has assisted over 200 organizations with strategic planning, marketing strategies and operations improvement.
She is a Spring Lake Country Club member in Spring Lake, Michigan.
BR: Do you recall the first article you wrote for BoardRoom? What was the focus and impetus for that article?
NL: Yes, absolutely! It was titled “Hiring a Consulting Firm? Tips for Choosing Wisely.” I decided that country club boards might need a little help selecting consulting firms after I received a “membership survey” from the club where I was a member. The survey seemed rather uninspired. Over the years, I’d taught several marketing research courses and supervised scads of graduate and undergraduate students’ marketing research projects. So, I put pen to paper when I received the rather lackluster survey that I knew had cost the club the equivalent of a luxury SUV. Or rather, fingers to keyboard. Then, I had to figure out what to do with the article. So I sent it to Dave White and asked if he would consider it for publication in BoardRoom, which he did. The rest is history. My associations and experiences with private clubs across the country have never ceased to furnish an endless supply of ideas for BoardRoom articles. I think that my dual perspectives as a businessperson and club member offer a slightly different twist. My articles always seem to have some back story and always a moral.
BR: Of your many contributions, what do you consider your most interesting, controversial and informative article? Why? If there is more than one, -please explain.
NL: The most interesting articles are the ones in which I focus on a story about someone in my family. It’s usually my son since he was Sous Chef for 10 years at a private country club. Undoubtedly, the most controversial articles have been those in which I’ve questioned private clubs’ practices hosting golf outings/events for outsiders. Nearly all clubs’ boards have mistakenly convinced their members into thinking that the club needs to open its facilities so that nonmembers can host events (like golf outings, wedding receptions, etc.) at the club. While they claim they need to do this to generate more revenue, the truth is that it’s a losing proposi-
tion. In fact, I contend that most clubs lose money on every meal they serve.
My article “Free Golf Lessons?” published in 2020 also generated a fair amount of controversy, including a few emails from some angry golf pros. In this article, I suggested that private clubs should offer free golf lessons to their members as one of the perks associated with their membership—or, for social members, a reason to upgrade to a full golf membership.
However, because golf pros are typically paid directly for giving lessons (with no commission to the club, despite using its instructional facilities), this idea went over like a lead balloon among golf pros. Fortunately, I can share a few chuckles (and commiserate) with CPA Mitchell L. Stump, author of the Club Tax Newsletter We think along similar lines and frequently email back and forth. His newsletters always give me new things to think about… and I really appreciate having a CPA supporting my views, especially when dealing with controversial issues!
BR: As a private club member, has your view of private clubs changed over the years? If so, why? How long have you been a member of Spring Lake Country Club?
NL: I’ve been a Spring Lake Country Club member for the past 20 years and the chair/president of the Women’s Golf Association chair/president for the last five years.
One of the most significant changes I’ve seen in private clubs in recent years is the decline in (or disappearance of?) decorum, not only in members’ attire but also in their language and behavior.
Golf has always been regarded as a ‘gentleman’s game’ because of its focus on integrity (e.g., calling a penalty on yourself) and golfers’ respect for the course and fellow players. Recently, I’ve noticed members in the dining room wearing jeans and rumpled flannel shirts, which rubs me the wrong way (and yes, Michiganders wear flannel shirts).
But is that proper attire for a country club dining room? A saying I’ve heard in years past is that you wear your fishing clothes when you’re fishing and your golf clothes when you’re golfing. Fishing clothes do not belong on the golf course.
I also find it disrespectful when, out on the golf course, pop artist Shaboozey’s refrains blare from a nearby Bluetooth speaker, totally obliterating the songs and calls of seagulls. I’m someone who enjoys the sounds of the lakeshore… both birds and boat motors. Yes, I realize that some PGA pros find it relaxing to listen to music as they play their rounds.
But if I’m playing in a foursome, I’d really appreciate being asked by fellow competitors if it’s okay to broadcast their favorite tunes before turning it on and blasting it out. One of the things I value about golf is being in beautiful surroundings and listening to the sounds of nature…
BR: As a contributor, what do you feel is most important for clubs, boards of directors and members to understand about their club?
NL: As a businessperson, I’ve always felt that there are only two keys to success: (1) Find out what your customers (or, in this case, members) want, and (2) give them what they want.
So, possessing high-quality information about club members and their wants is vital. This must come first, which probably means working with market research professionals. Unfortunately, with the introduction of Survey Monkey and other free survey-making software, too many people think they can do it themselves. And they generally can’t… at least if they want to obtain results that can be relied on for strategic planning.
I used to tell students that creating a good survey is like creating a fine quality oil painting. It starts with planning, pencil sketches and will go through many, many revisions and testing/tweaking before it’s finished.
With survey construction, there are too many issues (e.g., survey structure, wording, response format) to toy with doing it DIY. My significant other calls this an “amateur dispatch of responsibilities.” It simply doesn’t work. So, my advice is to spend the big bucks and hire a real professional to do the job.
My advice to members is to treat ALL country club employees respectfully and with dignity. Too many club members see themselves as being “above” club em-
See Nancy Levenburg | 112
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INTRO TO PRIVATE CLUBS
COMMITTEE ROLES & RESPONSIBILITIES
2.1 Bylaws - The Relationship Between Governance & Members Randy Addison
2.2 What Makes Good Board Members and Cautions to Avoid
Kuebler
2.3 Role of the President & Executive Committee Michael Scimo
2.4 Role of the GM/COO
2.5 The Collaborative Governance Model
2.6 Ethics
2.7 Protecting Your Clubs Private Status
2.8 Protecting Your Clubs Tax Exempt Status
2.9 Setting Goals and Objectives
2.10 Norms and Standards
2.11 Board Orientations
2.12 Why Members Join Your Club and the Relevant Importance?
3.1
3.2 Bylaws and Governance
3.4 Role of the Secretary
Sereci
Brad Steele
Brad Steele
John Schultz
John Schultz
John Schultz
3.5 Role of the Treasurer / Finance Committee Kevin Reilly
3.6 Role of the House Committee Gregg Patterson
3.7 Role of House Committee Engineering / Maintenance
3.8 Role of the Golf Committee Peter Bevacqua
3.9 Greens and Grounds Committee Rhett Evans
3.10 Role of the Membership Committee Rick Coyne
3.11 Role of the Tennis Committee John Embree
3.12 Board Orientation
3.13 Leadership Development Committee
3.14 Role of the Search Committee Dick Kopplin
3.14 Transition Committee Tom Wallace
PRIVATE
INGREDIENTS OF SUCCESSFUL CLUB BOARDS
5.1 Role of the GM / COO
5.2 Role of the Controller
Sereci
Reilly 5.3 Role of the Director of Golf / Golf Professional
5.4 Role of the Golf Course Superintendent
5.5 Role of the Tennis Professional
Embree
5.6 Role of the Club Manager / Assistant General Manager Gregg Patterson
5.7 Role of the Membership Director Rick Coyne
6.1 Strategic Finance in a Data Driven Club Jim Butler
6.2 Capital KPIs Jim Butler
6.3 Club Capital Reserve Studies
6.4 Engaging Past Presidents
6.5 Managing the Renegade Director
Jim Butler
Gordon Welch
Bill McMahon
6.6 Risk Management for Private Clubs Phi Harvey
6.7 Effective Oversight by Volunteer Leadership VS Micromanagement Gregg Patterson
6.8 Managing the Agenda - Good Habits of Effective Boards
6.9 What Is GCSAA?
Kurt Kuebler
Rhett Evans
6.10 PGA , Who we are Peter Bevacqua
6.11 Sexual Harassment / Member Misconduct Gordon Welch
6.12 Security at Your Club Kevin Peters
6.13 15 Best Practices Tom Wallace
6.14 Uncontested Elections Tom Wallace
6.15 Board Portals John Schultz
6.16 Crisis Management Corey Saban
6.17 Staff Engagement Surveys Mike Morin
6.18 Member satisfaction surveys and NPS Mike Morin
6.19 GM Performance Reviews Kurt Kuebler
BY HEATHER ARIAS DE CORDOBA, EDITOR
It’s one thing to shine in a private club kitchen, but it’s another to stand out on a national stage under the fiery gaze of Gordon Ramsay.
Hannah Flora, executive sous chef at Addison Reserve, did just that, finishing as the runner-up on Season 23 of Hell’s Kitchen. With each challenge, she proved that private club chefs can deliver world-class cuisine with precision, creativity and grace under pressure.
Chef Hannah’s journey wasn’t just a personal victory—it was a moment of pride for Addison Reserve, a BoardRoom magazine Distinguished Club with ELITE status, and a testament to the high standards, leadership and passion that define private club dining.
Competing on Hell’s Kitchen wasn’t just about impressing Chef Ramsay. It was about pushing limits, refining leadership and proving that excellence isn’t just reserved for Michelin-starred restaurants.
“The biggest personal lesson I learned was my drive and willpower in this industry,” Flora said. “The no-nonsense, think-on-your-feet creativity reignited my passion. The freedom to have fun and push my limits during the challenges was exhilarating.”
But beyond the thrill of competition, Flora walked away with a renewed sense of leadership and time management—two key pillars of success in private club dining.
“Working against the clock every morning showed me just how important grace under fire is,” she continued. “Fine-tuning my time management skills in such a highpressure environment has carried over into my everyday work at Addison Reserve.”
But her most important takeaway? Grace under pressure.
It’s easy to see why Addison Reserve members take such pride in Chef Hannah’s achievement. The club is known for its high standards and exceptional dining experience, and its staff consistently delivers on those expectations. Flora’s experience on Hell’s Kitchen only reinforced her leadership approach—one that focuses on mentoring, inspiring and holding the kitchen to the highest standards.
“My leadership style is quiet and charismatic,” Flora articulated. “I love to teach by doing, explaining my thought process and pushing creative approaches. At Addison Reserve, I guide my team as a unit, collaborate on ideas and hold everyone accountable for maintaining excellence.”
“In private clubs, it’s not just about food—it’s about the overall experience,” she added. “Mistakes happen, but how you handle them defines the culture of the kitchen. We hold ourselves to the highest standards, not just in food and service, but in how we represent the club daily.”
Chef Hannah’s Hell’s Kitchen experience didn’t just sharpen her skills—it inspired her to evolve Addison Reserve’s menu.
“Creating a ‘Michelin-star-worthy’ dish in 35 minutes was one of the most intense challenges,” she explained. “But it showed me that even under time constraints, standards can’t slip. That mindset carries into every service at Addison Reserve. We never cut corners.”
Members can expect familiar favorites with a fresh, modern twist as Flora introduces new spins on classic country club dishes.
Chef Hannah’s rise to national recognition is more than just a personal achievement—it’s a win for private club culinary teams everywhere.
“I want to change the perception of club dining,” she noted. “People think private clubs are stuck in the past, but we do what top restaurants do—just with more variety, precision and grace. We aren’t limited to one concept; we serve everything from fastcasual to fine dining to private wine dinners, all at the highest level.”
Her success also sends a strong message to aspiring female chefs in a maledominated industry.
“I hope my journey inspires the next generation of women in culinary,” Flora shared. “Stay true to yourself. Push through the long hours and tough shifts. Keep showing up and showing off. The industry is evolving, and we need to embrace those changes while advocating for more opportunities and support.”
For Addison Reserve, Chef Hannah’s success reinforces the club’s reputation for excellence. Her ability to compete on a national stage and bring those lessons back to the club elevates the member experience and the overall club culture.
Her passion, creativity and leadership prove that private club kitchens are home to some of the best talent in the industry. BR
Follow Hannah Flora’s culinary journey: Chefhannahflora.com and on instagram: @Chefhannahflora
RONALD BANASZAK
Ronald Banaszak, CCM, CCE, is COO of BoardRoom magazineDistinguishedClubs. He can be contacted at (415) 420-5183 or ron@boardroommag.com.
In 2015, Bruce Schonbraun and Eric Witmondt acquired Edgewood Country Club, a BoardRoom magazine Distinguished Club with ELITE status, with a bold vision: to transform it into a premier facility synonymous with luxury, quality and a vibrant sense of community. Their ambition extended beyond creating a high-caliber club to developing a quintessential Florida-style gated community imbued with camaraderie and distinction.
At the time of acquisition, the club faced significant challenges, including a limited membership of only 90, deferred maintenance requiring extensive renovations and a team in need of strong leadership and inspiration. Recognizing the need for a transformative leader, they brought in Daniel Somogyi in 2019. His leadership quickly reinvigorated the club, and by 2020, he was appointed managing partner. In this role, Somogyi not only oversaw club operations but also spearheaded major projects, including the construction of a 224-unit luxury condominium complex on the club’s grounds.
Under new ownership, Edgewood Country Club has undergone a remarkable evolution, with capital investments exceeding $40 million. Key improvements include a comprehensive golf course renovation, the revitalization of banquet facilities and the construction of a cutting-edge member-only clubhouse.
Renowned architect Rees Jones led the $4.5 million golf course renovation, transforming the course into an unparalleled experience for members and their guests. Highlights include a 6,000-square-foot putting green, upgraded practice facilities and redesigned greens, tees and bunkers. Additionally, a flexible 9-hole short course was introduced, complementing the enhanced 18-hole course to cater to golfers of all skill levels.
The vision extended beyond the course, with the decommissioning of nine holes to accommodate the construction of 224 luxury townhomes. This residential community further solidified Edgewood’s identity as a destination where members can seamlessly integrate club life with everyday living.
The cornerstone of this transformation is the new member-only clubhouse, unveiled on Nov. 6, 2024. Designed to provide an exceptional array of dining, social and recreational opportunities, the clubhouse exemplifies the ethos of luxury and exclusivity.
At the heart of the clubhouse is 449 Prime Steakhouse, a culinary gem rivaling the nation’s finest. Featuring a state-of-the-art dry-aging facility, the steakhouse offers meticulously crafted menus that deliver an unparalleled dining experience. Adjacent to the steakhouse is the Fairway Bar and Grille, a vibrant venue where members can enjoy lunch, casual dinners or a pub menu in a lively atmosphere perfect for socializing or celebrating victories on the course.
For a more relaxed experience, the Edge-Café offers a European-inspired ambiance with gourmet coffee, fresh sandwiches and delectable pastries. This café is designed to capture the essence of a “Starbucks” experience while providing members with a charming and intimate space to connect.
The clubhouse also caters to recreational enthusiasts with two state-of-theart golf simulators. These simulators allow members to virtually play world-renowned courses, providing an innovative way to practice and enjoy the game regardless of weather conditions.
Family inclusivity remains a priority, with the addition of a dedicated Game Room for children and young adults. This thoughtfully designed space offers engaging activities that promote social interaction and ensure younger members have their own special retreat within the clubhouse.
The Pavilion, separate from the member-only clubhouse, continues to serve as the ideal venue for large-scale events. From Mother’s Day dinners to weddings, bar mitzvahs and holiday celebrations, this versatile space accommodates gatherings of all sizes while maintaining a sense of exclusivity and sophistication.
At the heart of the club’s ability to care for the members are the employees. To attract and retain the best quality team, Edgewood has stepped up the benefits. These include the ability to play golf, tennis and pickleball on Mondays, discounts at the EdgeCafé and Pro Shop, as well as a brand-new employee designated lounge with TV, quality meals provided all day (with an amazing presentation), access to the fitness center at specific hours, family picnic events, monthly Food Truck fun day, several employee barbecues and parties throughout the year.
Reflecting on Edgewood’s journey to achieving Distinguished Club status in 2024, Somogyi remarked: “This designation signifies the incredible dedication of our staff and the joy they bring to our members. It’s not about being better or more special than others—it’s about working together each day to exceed expectations. We strive to create an environment where both members and staff can thrive and share in the rewards of a truly exceptional club experience.” BR
BOARDROOM magazine is promoting advancement in the club industry via its Movers and Shakers section on the website.
This section pays tribute to new placements and advancement for club executives and staff.
In addition to announcements on social media and on the website, these posts are shared through bi-weekly and monthly emails. Scan
to
or submit a placement.
Few clubs capture the essence of golfing excellence quite like North Palm Beach Country Club, a Distinguished Golf Destination with EXCEPTIONAL status. With a legacy rooted in history, a course that offers both beauty and challenge, and a commitment to providing an unparalleled golfer experience, this club stands as a beacon of golf done right. Here, tradition meets innovation, and the game of golf is elevated to an art form.
The history of North Palm Beach Country Club is woven into the fabric of the game itself. It continues to celebrate a golf legacy that began almost a century ago. Designed by Seth Raynor in 1926, the formerly named “Palm Beach Winter Club” was meant to be a destination for real estate investors who drove to the club or sailed up Lake Worth on their yachts.
Originally designed by the legendary Jack Nicklaus, this “Signature” Nicklaus course has long been revered for its strategic design and breathtaking scenery. Nicklaus, who grew up in South Florida, crafted the layout to embrace the region’s natural beauty while offering a test of skill that both professionals and amateurs can appreciate.
Over the years, the property has evolved, preserving the traditions that make it special while introducing modern amenities that enhance the golf experience. The clubhouse, designed by Peacock & Lewis, reopened in 2019 and is an elegant fusion of classic architecture and contemporary design. It is a gathering place for members and guests who seek camaraderie, fine dining and an atmosphere of relaxed sophistication.
A great round of golf is about more than just hitting fairways and sinking putts—it’s about the entire experience. At North Palm Beach Country Club, every detail is curated to ensure that players enjoy the highest level of service, from the moment they arrive to their final shot on the 18th hole. The course itself, recognized as the No. 1 municipal golf course in Florida by Golfweek, is a masterpiece. Defined by rolling fairways, strategically placed bunkers and greens that demand precision, it provides a rewarding challenge for golfers of all skill levels.
Thanks to meticulous course maintenance, every round played here is as enjoyable as the last. The team’s commitment to superior conditioning means that the greens are always true, the fairways perfectly manicured and the overall atmosphere one of elegance and refinement. Beyond the course, golfers enjoy world-class practice facilities, where they can finetune their skills under the guidance of expert instructors.
The course maintenance is not just about aesthetics—it’s about preserving the integrity of the game. From precise mowing patterns to state-of-the-art irrigation systems, every effort is made to ensure optimal playability.
Environmental stewardship is also a cornerstone of the club’s philosophy. Sustainable maintenance practices, eco-friendly fertilizers and water conservation initiatives help preserve the course’s natural beauty while minimizing its environmental footprint. Native landscaping and wildlife conservation efforts further enhance the club’s dedication to sustainability, making it a leader in responsible golf course management.
While tradition is the foundation of the club, innovation is its future. North Palm Beach Country Club continues to evolve, with ongoing investments in course enhancements, member
amenities and new technology to improve the golfer experience. Plans include refining course features to elevate strategic play, expanding instructional programs and integrating cutting-edge tools to help players improve their game.
But at its heart, the mission remains unchanged: to provide an exceptional golfing environment where history, culture and excellence come together. North Palm Beach Country Club is more than just a place to play golf—it is a sanctuary for those who love the game, a course that values tradition while always striving for something greater.
North Palm Beach Country Club serves as an aspirational model. Visitors can expect an unparalleled experience that combines first-class amenities, outstanding service and a rich sense of community. It is proof that when attention to detail, superior course care and a dedication to the golfer experience align, the result is a legacy in motion.
The leadership of the property summarized their thoughts on earning their Distinguished Golf Destination designation by saying, “Being recognized as a Distinguished Golf Destination represents the highest standard of excellence in the golf and hospitality industry. This distinction is a testament to our commitment to delivering an unparalleled guest experience, fostering community pride and honoring the rich tradition of the game.” BR
RONALD BANASZAK
Ronald Banaszak, CCM, CCE, BoardRoom’sDistinguished Golf Destinations president. He can be contacted at (415) 420-5183 or ron@boardroommag.com.
Nestled within 3,500 acres of Rhode Island’s pristine landscapes, The Preserve Sporting Club & Resort, a Distinguished Club and Distinguished Golf Destination with ELITE status, is a sanctuary of luxury, adventure and outstanding recreation. Recognized by Forbes as “The Finest Sporting Club in America,” The Preserve seamlessly blends world-class amenities with the natural beauty of New England, offering an unparalleled retreat for those seeking both relaxation and exhilaration. Whether it’s championship golf, premier shooting sports, equestrian pursuits, luxury lodging or the thrill of the Bentley Off-Road Driving Experience, The Preserve delivers an experience beyond compare.
Golf enthusiasts will find The Preserve’s 18-hole championship course both challenging and rewarding. Meticulously designed to harmonize with the natural topography, the course offers rolling fairways, strategic bunkering and impeccably maintained greens. Whether you’re a seasoned golfer or a casual player, the course promises an engaging experience amidst breathtaking scenery.
The golf experience at The Preserve extends far beyond the course. The club provides personalized service, including expert caddies, top-tier instruction and premium practice facilities. Whether preparing for a tournament or simply enjoying a leisurely round, every aspect of a golfer’s visit is curated for excellence. The club’s commitment to superior course maintenance ensures that greens remain pristine, fairways lush and bunkers meticulously groomed, making every round truly memorable.
The Preserve offers a diverse and creative array of lodging options designed to cater to varied preferences while ensuring supreme comfort. Guests can choose from contemporary townhomes, spacious single-family residences and intimate tiny homes, each thoughtfully integrated into the resort’s magnificent setting. Among the most distinctive accommodations are the Maker’s Mark Hobbit Houses™, subterranean dining venues that provide a whimsical yet opulent experience, perfect for private events and culinary adventures. These unique structures, inspired by Tolkien’s legendary tales, offer an unforgettable stay, blending cozy charm with five-star service.
The Preserve boasts a world-class spa and wellness center, where guests can indulge in rejuvenating treatments designed to revitalize the body and mind. From deep tissue massages to signature facials, every experience is tailored to provide ultimate relaxation. With its seamless blend of rustic charm and modern luxury, The Preserve creates a home away from home, where comfort and adventure coexist in perfect harmony.
As home to the nation’s premier shooting sports facility, The Preserve offers an array of shooting experiences. The property boasts the longest indoor automated shooting range in the country, providing a controlled environment for both novices and experts to refine their skills. Additionally, numerous opportunities for clay shooting and instruction from seasoned professionals ensure a comprehensive shooting experience.
For equestrian enthusiasts, The Preserve’s Equestrian Training Stables offers an unmatched experience. Guests can ride responsive horses through scenic trails, participate in training sessions or simply enjoy the serene connection with these majestic animals. The equestrian facilities cater to riders of all levels, emphasizing safety, skill development and the joy of the ride.
In partnership with Bentley, The Preserve offers a unique off-road driving adventure. Guests can navigate the rugged terrain of the resort’s expansive property in a Bentley Bentayga, experiencing the vehicle’s prowess while exploring the natural beauty of the Rhode Island countryside. This exclusive experience combines luxury with adventure, appealing to automotive enthusiasts
and thrill-seekers alike. With specially designed courses that challenge both driver and vehicle, this experience is as thrilling as it is sophisticated.
Beyond its luxurious amenities, The Preserve is dedicated to environmental stewardship. Surrounded by thousands of protected acres of the Carolina Management Area, the resort employs sustainable practices such as selective cutting, establishing wildlife sanctuaries and donating non-developable land to ensure the preservation of its natural surroundings. This commitment enhances the guest experience, allowing for immersion in unspoiled nature while enjoying world-class facilities. The irrigation system is an advanced network designed to conserve water while keeping the course in peak playing condition. These eco-friendly efforts not only maintain playability but also position The Preserve as a leader in sustainable golf course management.
For board members and club managers striving to elevate their own facilities, The Preserve stands as a model of what is possible when passion, vision and execution align. It is a place where golf is more than a game, where luxury extends beyond accommodations and where every visit is an opportunity to create lasting memories.
At The Preserve, the pursuit of excellence is not an aspiration—it is a standard. And for those who seek the finest in golf, adventure and hospitality, there is simply no place like it. BR
BONNIE J. KNUTSON
Bonnie J. Knutson, PhD, is a people watcher. A professor in The School of Hospitality Business, Broad College of Business, Michigan State University, Dr. Knutson is a member of the Country Club of Lansing and the Michigan Athletic Club. She can be reached via email: drbonnie@msu.edu
In the rolling hills of a metropolitan center, nestled between towering trees and sparkling streams, lies a magnificent club. While it boasts challenging links and historic architecture, its true claim to fame has always been its dining room, known for its exquisite cuisine and impeccable plate presentations. On one night, however, the star of the show was not the Michelin-starred chef or the meticulously crafted dishes. The spotlight belonged to Grandma Betty, a sprightly 75-year-old with a penchant for knitting, baking and, lately, social media.
It all started when Grandma Betty’s granddaughter, Emily, invited her to have dinner at her club. Emily, a food blogger with a sizable following, thought it would be a delightful experience for her grandma. Little did she know that Grandma Betty had recently discovered the wonders of Instagram and was eager to share her culinary adventures with the world.
As they entered the club, Grandma Betty’s eyes widened in awe. The ambiance was elegant, with soft lighting, plush seating and a pianist playing soothing melodies. “Oh, Emily, this place is fancier than my Sunday best!” she exclaimed, clutching her vintage handbag. A waiter who looked like he had stepped out of a fashion magazine escorted them to their table. “Welcome to the club. May I start you off with some sparkling water?” he asked with a smile.
Grandma Betty nodded. Her eyes were already scanning the room for potential photo opportunities. “This is going to be fun,” she whispered to Emily, who chuckled in response.
After perusing the inviting menu, they ordered.
The first course arrived: a delicate amuse-bouche of smoked salmon mousse on a cucumber slice, artfully garnished with microgreens and edible flowers. Grandma Betty’s eyes lit up. “Oh my stars, look at that! It’s almost too pretty to eat!”
She whipped out her smartphone, a recent gift from Emily, and began snapping pictures from every angle. “Hold on, I need to get the lighting just right,” she muttered, adjusting the candle on the table. After a few more clicks, she was satisfied. “Perfect! Now, how do I add those fancy filters?”
Emily leaned over to help, but Grandma Betty waved her off. “I’ve got this, dear. I’m a modern woman now.” After a few moments of fumbling, she applied a filter that made the colors pop. “There we go! #FoodieLife #GourmetGranny,” she said triumphantly as she posted the photo.
Next came the main course: a beautifully plated dish of seared duck breast with a cherry reduction, truffle mashed potatoes and roasted asparagus. Grandma Betty’s eyes widened even further. “Emily, this is a work of art!”
She stood up, much to the amusement of the surrounding diners, and began taking aerial shots of the dish. “I need to capture the whole plate,” she explained to a bemused waiter passing by. “This is going to get so many likes!”
As she sat back down, she noticed a young couple at the next table smiling. “We just love how enthusiastic you are about your food photos. It’s adorable!” the young woman said.
Grandma Betty beamed. “Well, thank you! I’m just trying to keep up with the times. You know, back in my day, we didn’t have all these fancy gadgets. We just enjoyed our food and each other’s company.”
Finally, dessert arrived: a decadent chocolate lava cake with a raspberry coulis and a scoop of vanilla bean ice cream. Grandma Betty gasped. “This is the pièce de résistance!” She carefully positioned her phone, ensuring the perfect angle to capture the molten chocolate oozing out of the cake. “Emily, please hold the ice cream spoon a little lower. Her granddaughter smiled as she adjusted the spoon’s position ever so slightly. “Yes, perfect!”
After a few more snaps, Grandma Betty posted the photo. The caption read, “Sweet endings to a perfect night.” #DessertGoals.
As they finished their meal, Grandma Betty leaned back in her chair, a broad smile on her face. “That was wonderful, Emily. Thank you for bringing me to your club.”
Emily smiled back. “I’m glad you enjoyed it, Grandma. And your photos turned out great!”
Grandma Betty chuckled. “Who knew I’d become a social media sensation at my age? Maybe I’ll start a blog next. ‘Betty’s Bites’ has a nice ring to it, don’t you think?”
As they left the club, Grandma Betty couldn’t help but feel a sense of pride. She had enjoyed a fantastic meal with her lovely granddaughter and shared her experience with the world. And who knows? Perhaps her newfound passion for food photography would inspire current members to dine there more often and others to join the club.
A few days later, Grandma Betty’s Instagram account, @GourmetGranny, had gained a surprising number of new and younger followers. People from the area commented on her photos, praising her enthusiasm and creativity. She even received a message from the club’s executive chef, thanking her for the lovely posts and inviting her back for a special tasting menu.
Do we know where she got the matra the eye buys what the eye sees? I Googled it but found nothing. Does it need
attribution or can it stay as is? Grandma Betty’s story brings to mind an old but true mantra: The eye buys what the eye sees. It reminds us that visual appeal in food presentation can be a differentiator for your club. But stunning plate presentations do much more than make social media bloggers happy. I call them the magnificent seven:
• When your members see a beautifully presented dish, their initial reaction is one of excitement and anticipation. It makes the food look unique and enticing, which is especially important in clubs.
• A well-presented plate enhances the perceived value of the food. Members are more likely to feel they are getting their money’s worth when the food looks exquisite. And research shows that perception can lead to higher satisfaction and a willingness to pay premium prices for beautifully plated dishes.
• Visual appeal can create memorable dining experiences (like Grandma Betty’s). When a plate looks stunning, it leaves a lasting impression on members, making them more likely to come more often. As important, beautiful plate presentations can become a signature of your club, contributing to its reputation and success.
• Beautiful plate presentations highlight your chef’s culinary skills and creativity. Members appreciate the ef
and make them feel that they are experiencing something special and unique.
• Thoughtful and artistic plating often involves precise portion control. By carefully arranging food on the plate, chefs can better ensure that portions are appropriate, reducing the likelihood of excess food being served and wasted, thus increasing sustainability.
• By showcasing sustainable ingredients in the presentation, you can educate members about the club’s commitment to environmental stewardship.
• And, of course, in today’s digital age, visually appealing dishes are often shared on social media platforms. A beautiful plate presentation can attract attention and generate buzz online, drawing more people to join the club and members to use the club. People love to share photos of stunning dishes, and the “free” marketing can be invaluable for your club’s success. Ask Grandma Betty.
The eye buys what the eye sees underscores the importance of visual appeal in food presentations. By creating beautiful plate presentations, clubs can enhance members’ dining experience, stimulate their appetite, highlight culinary skills and attract more members to the dining experience. It is a powerful tool that can significantly impact your club’s success. Ask Grandma Betty.
CHRYSSOULA FILIPPAKOPOULOS
Chryssoula Filippakopoulos is copy editor and writer with BoardRoommagazine. To submit a Distinguished Idea, or Innovative idea, email chryssoulafilippakopoulos@gmail.com
IF YOU BUILD IT, THEY WILL COME.
And they will stay, and they will make new friends.
That is happening at North Hills Club, a racquet and fitness club in Raleigh, NC’s exclusive North Hills community, where the pickleball building is bringing together members who share a love of the sport.
A BoardRoom magazine Distinguished Club with ELITE status, North Hills Club is known for fostering community—and its newest addition is doing just that.“We did not realize how successful it would be at bringing people together. It is connecting members with members,” John Wilkening, the club’s general manager and chief operating officer, said about the building that opened in August 2024.
“New matches on the court are being made from people connecting in the building,” Wilkening noted.
“Members show up to watch TV, watch pickleball, and before they know it, they have plans to play with members they did not know before.”
The one-story building adjoins six outdoor pickleball courts that the club introduced to its racquets offerings in March 2023.
It offers members four 85-inch televisions, restrooms, a bar, heat and air conditioning. The intent with the pickleball building was to encourage members to stay at the club longer. And staying longer is what they are doing.
“People are spending more time on the property,” Wilkening said. “They are not just playing and leaving, but hanging out and building new relationships. The goal of any club is to harness relationships.”
Without the pickleball building on the premises, members would get in their cars after their matches and leave the club. They would lack a comfortable place to sit and watch other people play. Cameron Rosenow is among the North Hill Club members who enjoy the benefits the pickleball building offers.
“The addition of the pickleball building has enhanced my experience at the club beyond my expectations,” Rosenow explained.
“It is so nice to be able to have a place to cool off and join together with other members for drinks and fellowship while still being able to watch matches and engage with players.”
The pickleball building has inspired lapsed members to return to the club.
“It has helped us bring out members who have not used the club for years,” Wilkening said.
“It is easier to bring people out with pickleball,” he noted about the most social of racquet sports, which continues to grow, with more people playing each week.
The building has also enhanced the employee experience. For one thing, it provides new opportunities for the club’s bartenders, Wilkening explained. Racquets staff have an indoor spot where they can get organized to teach lessons and clinics, and strengthen their relationships with members. Wilkening is thankful that the club’s forward-thinking board supported the pickleball building.
“It helps members stay engaged socially,” he said about the building. “It’s a fun place to be.” BR
Yes! It says you’ve done the hard work. You’ve delivered an extraordinary Member Experience—and you’ve earned the recognition to prove it.
The top industry leaders noted below recognize and endorse Distinguished Clubs as the Hallmark of Excellence in the private club industry.
It is the only verified, merit-based designation that evaluates the Member Experience across all aspects of club operations.
Achieving Distinguished Club status isn’t given—it’s earned through the leadership, dedication and performance of you and your entire team.
Distinguished Clubs is the only merit-based designation program that recognizes private clubs and their management for the outstanding delivery of an extraordinary Member Experience. www.distinguishedclubs.com. For more information contact Ron Banaszak, ron@boardroommag.com
In 2020, Long Cove Club installed two bocce courts in an unused area of its sports center. Members of the private residential community in Hilton Head Island, SC, embraced bocce.
A BoardRoom magazine Distinguished Club with EXCEPTIONAL status, Long Cove Club has seen its commitment to enhancing the member experience reflected in the popularity of this addition. As interest in the sport grew, the club added a bocce league on Wednesday evenings, and tennis courts began serving as temporary bocce courts.
“This plays right into our overall club culture—to provide a high level of hospitality and a great member experience with every opportunity that presents itself to the team,” said Mario Campuzano, general manager and chief operating officer of Long Cove Club.
“Members want to socialize, and as long as we can give them a way to do that in the setting they are looking for (and in this case, day/time), then members respond extremely positively to what we do.”
This is the club’s third year using tennis courts as temporary bocce courts. Creating the temporary bocce courts involved trial and error.
“The first time, we tried to do it without proper walls, and we drew lines on the clay courts, but bocce balls were going across different courts and games took a long time to complete,” said Tom Ruth, director of the club’s sports center.
Ruth and his team used boards from an old deck the second time. Their next step was to buy two-by-fours, to which they attached latches so they would not fall over and the balls would remain within the courts.
Setting up temporary bocce courts takes about an hour, Ruth said. The process, he explained, involves retrieving the materials stored on a lumber cart in the maintenance shed where other sports equipment and machines are kept, taking down the tennis nets and assembling the bocce courts. Players volunteer to help stack the materials on the cart after everyone is done playing.
During the bocce league season, eight weeks in spring and eight weeks in the fall, the club uses both the permanent and temporary bocce courts when more than 20 members come to play. Usually, April is the busiest month, when between 35 and 45 players attend. Ruth’s team can set up between one and four temporary bocce courts to accommodate interested players. Last year, 100 members played bocce 411 times in the two seasons. The club also holds special bocce events throughout the year.
“First and foremost is the social aspect,” Ruth noted when asked about the bocce league’s success. “Bocce is the perfect mix of competition and camaraderie. It brings people together in a way that’s fun, low pressure and full of great moments.
“Secondly, we keep things extremely flexible. While we call it a league, it really is more like a weekly tournament. We know people’s schedules are busy and committing to a large number of weeks can be intimidating. The flexibility that we have allows people to stay involved without the stress of commitments.
“Thirdly, bocce is for everyone. It doesn’t matter if you have played for years or it’s your first time tossing the ball. It’s fairly simple to pick up, which makes the game super inclusive. Anyone can jump right in and enjoy the game.
“Lastly, there is a little bit of competition. The glasses that we give away to the weekly winners have become legendary. We started with wine glasses two years ago and now have moved onto rocks glasses. The glasses have become a hot commodity, and the players love collecting them. It’s become a fun tradition that adds a little bit of excitement and is another reason people keep coming back.”
People like Cherie Marksteiner.
“The Long Cove bocce league is a great way to have fun, make friends and enjoy a fun game with neighbors,” Marksteiner said. “Having the temporary bocce courts set up on the tennis courts helps our games move more smoothly and efficiently. It keeps everyone playing and gives us all a chance to be around for the championship game.” BR
CHRYSSOULA FILIPPAKOPOULOS
Chryssoula Filippakopoulos is copy editor and writer with BoardRoommagazine. To submit a Distinguished Idea, or Innovative idea, email chryssoulafilippakopoulos@gmail.com
Bruno Macazaga, general manager and chief operating officer at Villa Grande Club , a BoardRoom magazine Distinguished Club with ELITE status at Porto Vita in South Florida, deems the club’s employees his top priority.
“You have to take care of your staff first,” Macazaga said.
In the 13 years he has been the club’s general manager and chief operating officer, the same 14 people have served as department heads. The average tenure at the club for all employees is 9.4 years.
“There is no secret sauce,” Macazaga said about holding on to longtime staff members. “It’s about how you treat your people.”
He believes that when employees are treated well, they stay. When employees find the right position, they stay. When they see that they can grow within the company, they stay.
When it comes to staying power, Macazaga speaks from firsthand experience.
Macazaga, who hails from France, worked as a mixologist all over the world until he won the green card lottery and moved to the United States. His first job in his new country was as a sommelier at Villa Grande Club. He has been with the club since 1998, the year the club opened.
After his stint as a sommelier, Macazaga was promoted to food and beverage director. Later, he was named general manager and chief operating officer.
Because the club has treated him well over the years and let him grow professionally by supporting his education with the Club Management Association of America, Macazaga stayed and was able to raise his family. He, in turn, has always wanted the same for his staff, and he strongly believes in mentoring his employees and giving back.
“You don’t make a living, you make a life,” Macazaga noted.
That’s why, among other things, he encourages his employees to take advantage of their vacation time so they can rest, recharge and return to work full of energy.
“I value the vacation,” Macazaga said. “I am almost forcing them to take vacation time.”
Theirs is not an easy job, and they work long hours.
“We see the same people every day,” Macazaga said. “It takes a lot of energy out of you.”
Other ways in which Macazaga believes in showing appreciation for employees include providing meals for staff, going on staff outings (beach barbecues, for example), holding Christmas parties and marking themed appreciation days (for example, staff spa day the day before Valentine’s Day).
The focus at Villa Grande Club is on retaining employees.
“This culture of putting staff first would not be possible without the leadership of a strong president and a dedicated board who support the vision and provide us with the tools we need to succeed,” Macazaga noted.
“At the club, we have a saying: ‘It’s not about the place—it’s about the people,’ and that really sums up our entire philosophy.”
He explained that “it costs more to hire new staff, and you do not know if they will match your culture.”
About long-serving employees, Macazaga said: “It’s important for members to see the same people every day. It creates a sense of community and home for members and staff.” BR
MAX HIRSH
Max Hirsh, LCSW, is founder of Scratch Therapy & Coaching. For more information contact max@scratchlcsw.com or visit www.scratchlcsw.com or email
As a clinical social worker, I define triggers of stress that impact people, develop plans to prevent self-destructive behavior and establish healthy habits. Critically observing the golf industry, I am inspired to help address staffing concerns. Leaders have declared necessary action since strain increased after COVID-19. At a conference in Virginia, NGCOA’s, Jay Karen, commented on the state of the industry and emphasized more focus on workforce sustainability.
It’s imperative that the industry must support the people managing the influx of golfers in America. This means board members must be equipped with tools once reserved for corporate leadership teams—like executive coaching, EAP benefits and organizational psychologists. These services directly treat employee issues caused by cultural conservatism, leadership inefficiencies and psychological stress.
While attending the New England Turfgrass Conference in Providence, RI, I purchased the book “Human Resource Management for Golf Course Superintendents.” Reading through the aged pages (published in 1996), the authors explain the pros and cons of various management styles. Superintendents, PGA professionals and general managers entering the field know how to maintain golf courses, teach the golf swing, manage clubhouse operations and deliver excellent service. However, more focus must be directed towards delegation and boundaries within their roles.
The importance of “staying in your lane” is beautifully illustrated in the book “7 Habits of Highly Effective People,” written by organizational psychologist Stephen Covey; he describes the difference between producers, managers and leaders. Producers are those on the ground, executing the plans, and working through a series of goals to ensure quality products are delivered. Managers make sure producers have the tools and skills they need to complete the job. Effective leaders are excellent at analyzing data that guides the team to excel in the mission.
Leadership development is the number one influence on culture. The golf industry does not lack “go-getters” and “overachievers.” These personalities are staples in the field. However, the increased demand has mounted pressure on a “show up and shut up” mentality. Industry veterans may believe this is not only the most admired trait of workers, but the most effective. New generations are thinking more about workplace culture supporting balance, delegation and psychological safety, understanding the benefits of reform is essential.
Organizational psychologists work with teams to address these issues head-on. Adam Grant, an organizational psychol-
ogist at Penns, Wharton School of Business, studies these issues. His book, “Think Again,” delves into the benefits of refining your operations, using the scientific method to challenge assumptions and align actions with the mission.
The golf industry is asked to “Think Again” in a big way. The pressure to find the best talent demands a reform in culture that some may find underwhelming and frustrating. However, utilizing the support of these strategies can not only help culture become more attractive to the younger generation, but increase productivity, team cohesion and boost revenue.
Considering cultural reform, it’s essential to understand why people behave in certain ways and how they can get the support they need when coaching or consulting don’t suffice. Coaching services have become more common for developing healthy and effective work habits. However, stress is not always linked to operational issues and operations are not always a result of stress management skills. Underlying mental health or substance use issues can decimate performance, unless treatment is available. Because of their ability to assess, treat and refer, EAPs (Employee Assistance Programs) are the standard solution for addressing workplace behavioral health. Corporations and unions have traditionally offered EAP services to their staff and members. They have proven their worth and impact—not just as an employee benefit but as an investment to increase revenue and build human capital. The golf industry is slow to incorporate or utilize EAPs. The 2024 Golf Industry Compensation and Benefits Report showed that 30 percent of facilities offered their staff EAP benefits.
In 2021, the National Safety Council partnered with the University of Chicago to create a mental health calculator to highlight the expense of mental health issues for employers. The calculator assesses costs of turnover, absenteeism and lost performance. I encourage any organization to plug in their demographics to get this information. Gaging and treating this problem is paramount to developing cultural cohesion and leadership efficacy.
For now, golf industry leaders consider culture, leadership development and coping skills for stress. While the industry continues to attract staff based on their love for golf or hospitality, people will still come—but making sure they stay is the challenge. By supporting healthy skills for stress with a leadership coach, offering EAP services, or working with an organizational psychologist to promote a sustainable, healthy culture, clubs can retain and attract staff, save money and offer members and customers a better experience. BR
GREGG PATTERSON
Gregg Patterson is founder and president of Tribal Magic. He can be reached via email: GJPAir@aol.com
Every manager leads the employee team, and every manager is a “servant” to those they lead. The Servant Leader. This is a popular moniker and a proud leadership badge often referenced as “the way it should be” by progressive thinkers. It is sometimes denigrated as too vague and “touchy-feely” by analytical types. It is often confusing and explained differently by people in different positions at different times. A bit of clarification is in order.
Leaders are leaders to the employee team because they do the things that leaders do. Leaders in clubdom have a professional why that aligns with the why of the club they’re leading, can point to the ideals embedded in that why, can create a checklist for what’s needed to deliver the why, can audit the current operation using this checklist and can select, train, direct and inspire the people to make the club’s why happen.
Leaders know and learn from past “values waves,” know and align with the current wave and anticipate values waves that’ll arrive in the future.
Knowing the current values wave, acknowledging those values, affirming their importance and committing to delivering what’s needed are all critical “must-dos” for the Servant Leader.
Here are a few principles in the current values wave which address the contemporary club employee’s needs, wants and expectations. Effective Servant Leaders acknowledge these principles and deliver tactics appropriate to their club’s culture.
Consider these …
The current “wave”
Alignment: Staff members want to be in the right business, at the right club, in the right department, doing the
Employees want to keep growing as individuals and as professionals. They want to see the “pathway to better,” to a deeper understanding of themselves, the club, club business and the hospitality career. Job growth, personal growth, career growth. They want to know what’s possible, the tools they’ll need and the map for going from “here” to “there.”
Servant Leaders identify team wants and then satisfy those wants. Become the Servant Leader.
Leaders are servants to their employee team because they do the things that servants do. Like servants, they know the wants, needs and expectations of the people they’re serving; they care about those wants, needs and expectations; they deliver what’s needed to satisfy those wants, needs and expectations; and feel good when “delivering” the right stuff to the employee team.
This club manager, the Servant Leader, delivers leadership and “servantship” when managing the employee team. As a servant, this club manager knows the employee team’s wants, needs and expectations; as the leader, this club manager delivers what’s needed to satisfy those wants, needs and expectations.
Defining is easy. Doing is tough.
Values waves
Employee needs, wants and expectations change over time. These changes come in waves, distinct historical periods when values change and redefine their times. Servant
right thing. The expectation is that the leader will explore “who they are” such that they’ll be guided into and allowed to do “the right thing” in the right place with the right people.
Meaningful work: Employees want to know that what they’re doing is important, that what they’re doing is contributing to something larger than themselves, something more important than a simple paycheck.
Continuous education: The employee team wants to improve incrementally and continuously. Team members want to know more about where they’re doing it, what they do, how they do it and the tools they use.
Bonding: Staff want to be more closely connected to the club, to the management team, to the other employees and the membership. They want to have “shared experiences,” facilitated reflection on those experiences and agreement on the values expressed through those experiences.
Stimulation: The employee team wants to be stimulated to do their job well, keep doing their job for a long time and enjoy the job experience longer. Programs and personalities are needed to deliver the stimulation, and the Servant Leader is always looking to enhance those programs and personalities.
A collaborative experience: Employees want to be acknowledged, to participate, to be heard, to be told and to be used in the decision-making journey. They want to be part of the research and part of the solution. They want to be needed and wanted, be important in changes, creativity and improvements. Being a passive participant is no longer enough.
Growth opportunities: Employees want to keep growing as individuals and as professionals. They want to see the “pathway to better,” to a deeper understanding of themselves, the club, club business and the hospitality career. Job growth, personal growth, career growth. They want to know what’s possible, the tools they’ll need and the map for going from “here” to “there.”
Feedback: The employee team wants to hear feedback from their Servant Leader. They want to know how they’re doing and what’s needed to do what they’re doing better.
And they want to give feedback to their Servant Leader, to explain what’s being done right, what’s being done wrong and how the good can be maintained and the bad improved.
Recognition, appreciation and reward: The team wants to know when they’ve “done good,” be acknowledged for having done good, have what they’ve done publicly appreciated and be rewarded for doing good.
The “bennies”: Lastly, the target market wants to get the money, the insurance, the vacation time, the sick pay, the family leave and the other benefits those in their position at their “benchmark properties” (hotels, restaurants, clubs, etc.) are being given. Bennies once given are not “satisfiers” but rather “dis-satisfiers,” generators of unhappiness if not received and equaled but expected and the norm, a ground zero give.
Leaders create the team that will do the delivering. Servants identify what’s wanted and then do the delivering. Servant Leaders identify team wants and then satisfy those wants.
Become the Servant Leader.
And enjoy the journey. BR
GORDON WELCH
Gordon Welch, president of the Association of Private Club Directors, has over 20 years’ private club experience and 12 years as an association executive and registered lobbyist. For more information or orientation, reach him at (918) 914-9050 or gordon@boardroominstitute.com
Once a country club board has been elected and completed its orientation, the real work begins. This transition from preparation to action is critical for ensuring a productive and unified governance period. A successful board understands that its focus must be strategically aligned with the club’s goals, ensuring value for members and fostering long-term sustainability. Here are eight key areas for newly elected country club boards to prioritize as they get started.
1. Define and align on strategic goals
One of the first priorities for a new board is to review and refine the club’s strategic goals. Orientation provides an overview, but now is the time for deeper discussion and alignment. This ensures board members understand the club’s mission, vision and long-term objectives. Key steps include:
• Revisiting the club’s strategic plan and assessing its relevance
• Identifying areas that require immediate attention versus those that are longer-term priorities
• Setting measurable goals and ensuring every board member understands their role in achieving them.
Alignment early on reduces misunderstandings and keeps everyone focused on common objectives.
2. Build strong communication practices
Effective communication is the cornerstone of any successful board. From the start, establish clear protocols for how the board will communicate internally and with club management, staff and members. Best practices include:
• Holding regular, well-structured board meetings with clear agendas
• Using collaborative tools to track projects and document decisions
• Ensuring open and transparent communication with members to build trust and foster engagement.
Additionally, it’s essential to establish a culture of respectful dialogue where differing opinions are valued and disagreements are handled constructively.
3. Develop strong relationships with management and staff
The relationship between the board and the club’s management team is pivotal. While the board sets strategic direction, the management team implements these decisions. A strong, collaborative relationship ensures seamless execution of initiatives. Key actions include:
• Scheduling regular meetings with the general manager to align priorities and address challenges
• Clarifying roles and responsibilities to avoid micromanagement
• Supporting staff through recognition and ensuring they have the resources needed to succeed.
Mutual respect and partnership between the board and management lay the foundation for a well-run club.
4. Review finances and establish budgetary oversight
Financial stewardship is one of the board’s most critical responsibilities. Early in the term, the board should review the club’s financial health, including the budget, revenue streams and expenses. Steps to ensure financial accountability include:
• Understanding the club’s current financial position
• Evaluating major capital projects and their funding plans
• Ensuring robust financial policies and regular reporting mechanisms.
By taking a proactive approach to financial oversight, the board can mitigate risks and make informed decisions to safeguard the club’s future.
5. Prioritize member engagement and satisfaction
Members are the heart of any country club. Ensuring their satisfaction and fostering community are essential for the club’s success. To achieve this, boards should:
• Regularly review member feedback through polling methods and direct conversations
• Evaluate, fund and enhance club programming, amenities and events
• Develop initiatives that cater to diverse member interests and age groups.
Building a culture of inclusivity and attentiveness boosts member retention and attracts new members, strengthening the club’s future.
6. Address governance best practices
Good governance is the backbone of a high-functioning board. This means adopting policies and practices that promote transparency, accountability and ethical decision-making. Best practices include:
• Establishing clear bylaws and adhering to them consistently
• Creating or revisiting a board code of conduct
• Encouraging continuous education for board members to stay informed on governance trends.
By modeling good governance, the board sets a positive example for the club.
7. Focus on long-term sustainability
Country clubs face evolving challenges, from demographic shifts to economic pressures. Boards must balance immediate needs with planning for the future. Key considerations include:
• Evaluate the club’s infrastructure and plan for necessary upgrades/ growth
• Explore ways to diversify revenue streams
• Stay attuned to industry trends, including sustainability initiatives and technology integration.
Strategic foresight ensures the club remains competitive and relevant in an ever-changing landscape.
8. Foster a culture of collaboration and inclusivity
A cohesive and collaborative board is essential for driving progress. Building trust and camaraderie among board members fosters a positive and productive environment. To achieve this:
• Schedule team-building activities or informal gatherings to strengthen relationships
• Encourage active participation and input from all members, regardless of tenure or background
• Commit to a shared vision while respecting individual perspectives.
Inclusivity strengthens the board internally and reflects positively on the broader club community.
Getting started as a new country club board is exciting and challenging. By focusing on strategic alignment, communication, financial oversight, member engagement and long-term planning, you will set the stage for a successful tenure. The ultimate goal is to create an environment where members thrive, staff feel supported and the club flourishes for years to come. Good luck. BR
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Of course, it does! Both general managers and department heads of clubs who have earned Distinguished Club status are widely recognized by Kopplin Kuebler & Wallace and boards as leaders at providing a great Member Experience. It makes you a very strong candidate for leading clubs searching for top club management.
to “walk the walk”; and partnering as much as possible with local vendors for everything from food products to beer.
“We have embraced all of these measures, with much more to come,” Capps said.
This includes plenty of public outreach and education.
“Our company emphasizes projecting to the community what we’re doing for the environment. St. Joe’s in general has a lot of sustainability conservation efforts, and we make sure to let people know through newsletters, social media and press releases— and as we have orientations onboarding new associates.”
from Innovative Ideas | 60
And how do the club’s employees feel about the club’s decision to buy Bellavista?
“Living at Bellavista has been a game changer for the H2-B team members,” said kitchen supervisor Nhlanhla Malamba.
“Not only is it affordable and conveniently located near Grey Oaks, but it also fosters a sense of community among the staff since we live in units all in one location. The building is new, and the apartments are well-constructed. We feel appreciated and valued by the Grey Oaks membership, who provided this housing opportunity for us,” Malamba added.
Solving this issue for the long term was the right solution for Grey Oaks’ members and valued employees. Given the substantial
At The Ford Field & River Club, Camp Creek Inn and many more around the country, such proven practices will serve to give members and ownership confidence that they’re doing the right thing for the bottom line while building and sustaining a healthy, cohesive company culture—instilling an infectious pride in “being environmental.” For those that rely on seasonal workforces, that’s a powerful draw and a sustaining message of its own. BR
ployees…, and they seem to exude an attitude of entitlement. Certainly, club employees are there to serve members, but this doesn’t mean that members can treat them disrespectfully.
BR: What do you see as the most critical issue facing private clubs today?
NL: I see the most critical issue facing private clubs today as no different from the challenges many small businesses competing in the services sector face. These challenges include recruiting, onboarding, and motivating and retaining employees. In higher education, we (kiddingly) used to refer to the latter as the “R” word. Just as retention applies to customers (er, members), it applies to employees.
Country club employees work long and grueling hours, frequently on days when most of society would prefer to be elsewhere – like on weekends. This can be particularly challenging for F&B employees, whose only option for going on dates is a frequently a Monday morning breakfast.
Plus, club employees must always have a smiling, happy face when dealing with members, who can often be demanding and cranky. To wit, I saw a woman (who’d, admittedly, had a few too many bourbons) come totally unglued with a server when her $16 chicken wings weren’t promptly delivered to her table.
This gets back to my earlier point: members need to treat club employees well, and club leadership should do the same. Club managers need to be in constant conversation with their
expertise and financial resources needed, purchasing and managing employee housing is often not an option for most clubs.
“Grey Oaks is fortunate in that we have both the scale and the finances to make ownership financially palatable to our members. Our team learned a great deal throughout this process and continues to hone the necessary skills to optimize the solution,” Faron explained.
“We also believe we can be a resource for other clubs looking for a solution to their housing problem, which increasingly affects us all in the industry and is unlikely to subside over time. We can answer questions or provide more information to other clubs or employers trying to decide which direction to take in the difficult process of solving their employee housing needs,” Faron concluded. BR
employees about their needs and wants; they cannot assume that everything is fine, and then question why they have a high staff turnover. In the service industry, the employees who make the difference. They’re the ones who are on the front line with members.
BR: As someone who has worked with clubs and organizations on strategic planning, marketing strategies and their operations, with such an increasing influx of technological innovation, including artificial intelligence, what’s your vision of future private clubs? Will the focus remain on improving the member experience?
NL: Yes, absolutely! Private clubs should recognize and embrace technology as a tool to improve the member experience. Whether it’s using POS systems to record transactions more quickly, intelligent cooking devices to speed up cooking and increase efficiency, golf simulators during months of inclement weather (like November through April in Michigan), mobile apps to provide access to club information, and book tee times, etc.; social media to improve communications, or energy-monitoring technology for smart lighting and thermostats, all of these can be potentially useful to enhance the members’ experiences.
And that’s the key question that club leadership should ask before investing in the endless stream of dazzling new technologies… will it enhance members’ experiences? BR
from Plights and Insights | 14
diners view the offerings at hundreds of restaurants that may be hundreds (or thousands) of miles away? Consider, too, that their menus, facilities, hours of operation, wait staff, etc., are likely different from yours. What could you do with that information? Absolutely nothing!
Even more important, what can be gained by benchmarking averages (means)? Is there any golf pro (as one example)
from Executive Committee - Steele | 16
that mid-level managers understand their budgets cannot be blown by offering too much overtime to staffers who want it for the tax benefit.
Club employees must also be aware that removing federal income tax from tips and overtime pay does not remove their state’s income tax on tips and overtime. In addition, this income tax change will not alter federal requirements to pay Social Security, Medicare and Medicaid tax (FICA) on
from Executive Committee - Phelps | 34
Actionable tip: Develop a robust onboarding and ongoing training program tailored to your club’s unique needs. Include opportunities for cross-training and certifications.
5. Creating a sense of purpose and belonging: A thriving club culture goes beyond recognition and training. It’s about fostering a sense of purpose and belonging for employees. When staff see how their work contributes to the club’s mission, they become more engaged and committed.
Consider including “mission moments” at quarterly or monthly meetings. In these sessions, employees can share stories about how their efforts positively impacted members. These moments reinforce the club’s mission and remind staff of their value.
Belonging also stems from fostering camaraderie. Team-building activities, such as staff golf outings or themed appreciation days, help employees feel connected to their peers and the club’s culture.
Actionable tip: Schedule regular team-building events and create platforms for employees to share their contributions to the club’s mission.
The Green Goldfish advantage: Leading a private club isn’t just about managing operations; it’s about creating an environment where employees and
who declares that their goal is to be average? Or is their goal to win tournaments?
On the other hand, it makes sense to find out how your club’s members perceive your club along important dimensions and compare this to how they perceive your competitors, whether those are other private clubs or public courses/facilities. Then you will have information you can work with. BR
tips and overtime pay. With clubs required to pay one-half of those FICA costs, tip disclosures will have to be correct and timely. Ultimately, those staffers will be paying tax on tips and overtime, and they may not understand why …
In the end, the president’s desire to help those in the hospitality industry may dramatically impact private clubs and the people he wants to help. With these benefits included in the reconciliation package, it seems club boards will need to start planning for major changes coming to their clubs, staff and finances. BR
members thrive. By embracing the Green Goldfish philosophy—recognition, transparency, empowerment, training and purpose—general managers can build a culture that attracts top talent, retains loyal employees and delivers unparalleled member experiences.
It’s the little things that make the biggest difference. Your commitment to these principles as a club leader is the key to transforming your club from good to great. BR
Followers come in second.
Change waits for no one. Don’t sit back. Work with future-focused private club advisors who embrace technology-driven strategies, so you can take charge of change. rsmus.com/privateclubtrends
capital needs and to maintain the club’s assets properly,” he added.
“A club’s capital budget should be established through a useful life study that identifies the expected average amount of capital the club should invest each year to cover the depreciation of assets,” explained Frank Vain, president of the St. Louis-based McMahon Group.
“In prior generations, the common approach for capital management was to break even (+/-4 percent of budget) operationally and to fund maintenance cap ex from initiation fees and any NOI (which isn’t much in a non-profit club).
“Initiation fees fluctuate, of course, and in many cases, the amount of initiation fees was less than depreciation, so assets would steadily decline, and large capital projects were required every seven or so years to catch up on depreciation,” he added.
“Today, more clubs are regularly calculating their cap ex requirements through a useful life study and collecting some or all of this amount from the existing members in the form of a monthly capital fee. If a club can push all these costs to the existing members, it can save initiation fees to build cash reserves and apply them to the periodic aspirational project.
“This is more of a process than a project, because the reality is, the assets are in a constant state of depreciation, so maintaining and funding this need is not something done periodically. It is a requirement for keeping the club in good shape, with proper appearance, safety and function,” Vain stated.
So, who should be in charge of the capital budget planning process?
“The ‘owners’ of the process should be the GM/COO (head of club) and the CFO (head of finance). The process, done correctly, requires software, a comprehensive ongoing update and understanding of replacement costs and useful lives (not depreciated life) for obligatory investments. Future vision for aspirational investments requires systematic maintenance, review and updates,” declared Club Benchmarkings’ Cronin.
“Like any process, it should be independent of the people involved. Unfortunately, at most clubs, it is now tied to a particular person (treasurer, president, etc.).”
Chao added: “Capital planning is a shared responsibility, but not a shared execution. The board owns the governance framework; management leads the operational plan. Both roles are essential and must be clearly delineated.
“The general manager/COO acts as the architect and steward of the capital plan. They are closest to the club’s assets, operations, and the club’s practical needs. They are responsible for maintaining the reserve study, anticipating upcoming projects and working with department heads to assess priorities. However, this must happen within a governance structure established and upheld by the board,” Chao said.
“A best practice is to form a capital planning committee or integrating this role into the finance committee. This committee is a strategic partner to management, vetting assumptions, reviewing priorities and ensuring alignment with the club’s long-range plan. The board retains ultimate responsibility for approving the capital plan and ensuring that proper reserves are in place to fund it.
“Board directors must maintain a strategic posture. They are not there to micromanage the specifications of a new irrigation system or kitchen renovation. Rather, their role is to ask informed questions,” Chao maintained.
Vain added that “the finance committee and CFO” should be in charge of the planning process. The department managers would also participate by reviewing the findings of the useful life study and adjusting them by priority and the condition of the assets.
“While a schedule may identify a specific life span for a piece of equipment, better maintenance practices or higher rates of use could extend or deplete its life. Management, especially the facilities manager, can help interpret the information generated by the reserve analyst to put real-world input into the study,” he said.
Clubs must also develop strategies for growing the club’s capital reserves.
“The most effective methods are highly process-driven to ensure continuity and board focus. Each club treasurer and finance committee may develop their own processes,” explained GGA’s DeLozier.
“The standard of best practice is:”
• Establish a baseline of capital asset analysis, which is supported by the sources and uses of funds process.
• Organize a roster of aspirational needs that may enhance a club’s market differentiation strategies and favorably position the club for economic sustainability.
• The combination of essential needs (replacing existing assets on the club balance sheet) and aspirational needs (adding new assets to the balance sheet) results in a year-by-year projection of capital needs.
• The annual capital needs of the club must then be evaluated for how the club will source the funds needed to build its capital reserves. These funds can be sourced from (a) initiation fees paid by new members, (b) capital reserves funded by capita dues collected monthly, quarterly, or annually, ( c) capital calls (or assessments) on club members, and other capital gifts made by members through planned giving programs or outright gifts from members to the club.
“It seems you are speaking of reserves as cash,” intoned Vain.
“Few clubs have big piles of cash, and most would argue they shouldn’t since it would likely be consumed on some pet project, like the insatiable appetite of the golf committee to spend money on the golf course.
“The hierarchy of capital in a club:
1. Bank debt: If a club has debt, it must pay the bank on the 1st of every month.
2. Maintenance cap ex: The second obligation is to maintain the facilities/assets that are in use. This keeps the club safe, functional and sharp in appear ance. The existing members, who create the wear and tear, are responsible for this cost. The capital reserve study or useful life analysis determines the amount of the capital fee and capital budget.
3. Aspirational capital: Periodically, a club will want to renovate/improve/expand its assets/amenities. This comes in the form of a capital Improvement project. In most cases, it is funded from a mix of assessments and debt, serviced by a monthly capital fee.
4. Build cash reserves: Very few clubs build significant cash reserves. Something along the lines of three to six months of revenue is standard.
“Point number three brings up an interesting issue,” Vain added.
“While clubs must do as described above - identify and fund the maintenance of their in-use assets - no one joins the club because it has a new irrigation or HVAC system. They do join because there is a new pool, bar, outdoor dining patio, etc.
“Additionally, while a reserve study will be collecting money to replace the pool deck, it probably won’t be replaced by one of the same size and type. So, relative to the growth question, clubs should have a facilities master plan that identifies both the obligatory maintenance capex and the aspirational projects that will make the club relevant for the current members and attractive to the next generation,” Vain commented.
“The term ‘reserves’ is misused in clubs,” Cronin added. “It is less about ‘reserves’ and more about cash flow. The key to comprehensive, forward-looking, systematic capital planning is the consistency of modeling projected capital income in relation to projected capital needs (including capital investment and debt service).
“’Reserves are really the cash balances that exist within the model, ensuring they are adequate in relation to the club’s situation (clubs on the water in Florida may want higher cash balances than clubs in more benign climate areas) and culture (aversion to risk mainly),” Cronin added.
“The key stream of capital income is recurring capital dues that all members contribute towards replacing the assets they are consuming through depreciation. That is the way to drive capital income over time,” Cronin added.
“Growing a club’s capital reserves is not just prudentit’s a hallmark of excellent governance,” Chao elucidated.
It provides resilience, empowers strategic investment, and ensures intergenerational fairness
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among members. Yet, far too many clubs treat reserve growth as optional or ad hoc, leading to cycles of underfunding and last-minute assessments that damage member trust.
“The cornerstone of reserve growth is a capital funding policy - a governance tool that mandates consistent, predictable contributions to reserves. This should be a non-negotiable part of the club’s financial model. Common strategies include:
• Dedicated capital dues paid monthly or annually by members
• Allocation of a fixed percentage of total revenues or dues to capital reserves
• Redirecting initiation fees or surpluses to long-term funding
• Surcharges or targeted assessments earmarked for specific capital projects.
“Whichever approach is used, the key is transparency and consistency. Members should understand the purpose, the policy and how their contributions are being invested in the club’s future. Communicating these policies in member meetings, newsletters, and the annual report helps demystify capital budgeting and reinforces trust,” Choa explained.
“Reserve growth should also be grounded in a long-range capital plan that extends 10 to 20 years. This rolling plan should be updated annually and it must connect the dots between anticipated capital needs and required funding. When these elements are in place, boards can make decisions with confidence, not fear, and members see their contributions as investments, not burdens,” Chao stated.
And how do clubs calculate the amount of capital reserves required?
“The key input is an accurate and comprehensive database of all physical assets and their future replacement costs coupled with aspirational investment plans and debt service payments. A diligent and comprehensive quantification of needs is the basis for determining how much capital income is required to meet the needs. Doing it right with diligence is key. Very few clubs do it diligently and comprehensively and the data to support that statement is that 50 percent of clubs are worth less in real dollars today than they were in 2006,” Cronin said.
“Through a useful life study. These studies are ‘lumpy’, meaning the year that the irrigation system is to be replaced is high while other years could be lower. Therefore, the study identifies the average amount the club should be spending on capex (which is right around $1 million/year in most major clubs today). Finance must manage the funds to smooth the lumpiness in the study,” Vain added.
“Boards often ask: ‘How much is enough?’ The answer lies in disciplined planning and rigorous analysis,” Chao stressed.
‘The foundation is a reserve study, prepared by qualified professionals who assess each asset’s condition, expected remaining life and replacement cost. This study yields a capital needs forecast that the club can use to plan its reserve contributions over a rolling horizon - typically 10 years or more.
“Governance best practice suggests that clubs maintain reserves sufficient to cover 70 to 100 percent of forecasted capital needs over a 10-year period. This provides a buffer against inflation, unexpected repairs and project scope changes. Importantly, it reduces the need for debt or special assessments, both of which can strain member relations and disrupt operations,” Chao offered.
“Comprehensive capital planning is the most mission-critical financial process. It is the root of the financial outcome. So much time is spent focusing on the operating ledger— which is not the financial driver—that we need to shift that focus to the capital ledger and comprehensive, accurate and perpetual capital planning,” Cronin added.
“Private clubs are extremely capital-intensive. A typical club might generate about $10 million a year in revenue while maintaining approximately $30 million in assets. Thus, they need an effective capital management plan. Developing an effective capital management plan is one of the most important responsibilities of a club’s board and management. Unfortunately, too many clubs still approach this as an event versus an annual reality,” Vain said.
“Member and market expectations are high, so if the facilities are allowed to depreciate, it impacts satisfaction and demand. Additionally, expectations change, so periodic improvement plans are also important. This allows a club to increase its relevance and appeal and attract the next generation who want a modern pool, quality golf practice facilities, pickleball courts, fitness center, etc.
“The best practice behind all this is: Protect, preserve, and grow the assets through comprehensive capital planning that addresses obligatory and aspirational improvements within a unified facilities master plan.
This takes time on the part of leadership, committees, and resources to fund the studies, but it is money well spent. It is the pathway to success,” Vain added.
“Capital planning is about legacy. It is about safeguarding the club not only for the current members, but for the generations who will follow. This calls for a mindset shift - from reactive problem-solving to strategic, generational governance.
“Capital planning is not just a financial exercise. It is a leadership responsibility, a strategic discipline and a cultural cornerstone. Clubs that thrive in the decades ahead will be those whose boards think boldly, plan carefully and govern with purpose,” Chao concluded.
To reiterate, yes, non-profit private clubs should plan for capital budget management. This is essential for maintaining and improving facilities, ensuring long-term financial health and meeting members’ needs.
Capital budget management should be viewed as a process rather than a one-time project. This is because it involves ongoing activities such as:
1. Assessment of needs: Regularly evaluating the club’s facilities and equipment to identify what needs maintenance or replacement.
2. Financial planning: Allocating funds for future capital expenditures, which involves forecasting and setting aside resources over time.
3. Prioritization: Continuously reviewing and prioritizing projects based on urgency and impact.
4. Implementation: Managing the execution of specific capital projects when they arise.
By treating it as a process, clubs can ensure they are consistently prepared for capital expenditures and can adapt to changing circumstances or needs.
The planning process typically involves several key roles to ensure comprehensive and effective management:
1. Board of directors: They oversee and approve the overall capital budget plan. Their involvement en sures alignment with the club’s strategic goals.
2. Finance committee: This group, often including board members and financial experts, plays a crucial role in developing and reviewing the capital budget. They analyze financial data and recommend budget allocations.
3. General manager or club manager: for executing the plan and ensuring that daily opera tions align with the budgetary goals. They also offer insights into operational needs and priorities.
4. Department heads: Leaders from various departments (e.g., facilities, maintenance, events) should contribute input regarding specific needs and priorities within their areas.
5. Treasurer: Works closely with the finance committee and provides financial planning and management expertise.
Collaborative efforts among these roles help ensure that the capital budget management process is thorough, strategic and aligned with the club’s long-term objectives.
At least, that’s the way I see it. BR
John G. Fornaro, publisher
DICK KOPPLIN
Richard (Dick) M. Kopplin, CMAA Fellow, is a partner with Kopplin, Kuebler and Wallace, a private club industry executive search and consulting firm. You can reach Dick via email: dickopplin@aol.com
Have you ever thought about which committee in your club has the most power and influence? The answer may surprise you, but I truly believe it is the small group of individuals whose only function is to select the slate of nominees destined to become the future leaders of the club. Usually this is an “ad-hoc” committee, appointed once a year with the singular objective of presenting appropriate candidates for election to the board.
The composition of this committee will vary widely from club to club, but I would suggest there is a logical formula in appointing members to this ad-hoc group. Begin with the chairperson, whose support in the club should run wide and deep. He or she should command the respect of the board and will be viewed as a methodical and rational decision maker. Often this individual is a past president or past committee chairperson familiar with the dynamics of the board
In working with private club boards, I always ask how much input is given to the nominating committee from the general manager and other department heads. Usually the response is “very little.” A lamentable and unfortunate fact that should be changed. The club general manager and department heads have years of experience in working with a variety of club members. They will know which members could potentially contribute their talents and time in a productive manner, without pursuing hidden agendas. Often vocal and “single issue” candidates will persistently lobby a nominating committee and are often successful in their election to the board because objective and legitimate candidates are not surfaced by the committee. The likelihood of this happening decreases significantly if the key managers in the club are allowed to provide the committee with their views and recommendations.
Too often a club manager struggles to satisfy the demands of a board member whose single-issue agenda is divisive for the entire board and can seriously jeopardize the progress of the club. The solution is to carefully review the nominating process in your club and select a chairperson and committee members whose qualifications will be above reproach. The future of your club is in their hands!
and management team. Once selected, the nominating committee chairperson should carefully select some “solid club citizens” to assist in the nominating process. Club members who have led the men’s golf committee or lady’s golf association are logical choices. Other viable candidates would include previous club presidents or committee members. Three to five members is the ideal size.
Everyone who belongs to a private club has heard the lament, “We can’t find anyone who wants to run for the board.” This common refrain is understandable with the seemingly endless demands on everyone’s time and the notorious reputation some club boards have earned of conducting lengthy and unfocused meetings. While some members will also decline service because of what they perceive is a liability issue, appropriate directors and officers liability insurance should mitigate any concern regarding litigation.
Some club presidents have expressed concern about their general manager “manipulating” the political process of the club by suggesting candidates to the nominating committee. Baloney! The general manager of a private club works in a very political environment and should have every opportunity to participate in the direction of the club and that direction is determined by the quality of candidates elected to the board. Too often a club manager struggles to satisfy the demands of a board member whose single-issue agenda is divisive for the entire board and can seriously jeopardize the progress of the club. The solution is to carefully review the nominating process in your club and select a chairperson and committee members whose qualifications will be above reproach. The future of your club is in their hands! This much I know for sure. BR
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Marilyn Suey Diamond, president, Blackhawk Country Club
Steve Vlahos, general manager, Mission Viejo Country Club
Rob Warren, President, Mission Viejo Country Club
Dennis Whalen, President, Royal Oaks Country Club
John Wilkening, general manager, North Hills Club
Bruce V Zahn Jr , GM/COO, Royal Oaks Country Club
North Palm Beach Country Club
The Preserve Sporting Club & Resort
