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Webinar: Leading Change – Mastering Club Governance for Modern Success
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It’s not often a private club General Manager/COO experiences a career of noteworthy achievements within a single member-owned property. For this reason, we have sought to find an executive industry leader with the perspective and relationship skills necessary to navigate board relations, operational shifts, and innovation effectively over time. This webinar will be an opportunity to strengthen your leadership abilities and offer tools to support you in driving transformative change within your private club. Key areas of discussion include:
- Strategies for dealing with difficult board and committee members.
- Harnessing the power of strategic planning to drive meaningful change initiatives.
- Overcoming resistance and fostering a culture of adaptability and innovation.
- Aligning mission, vision, and core values with member expectations and industry trends for long-term sustainability.
Please check back for a direct link to registration, available soon.
Webinar: PGA Professionals and the Business of Private Club Golf
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Clubs have an advantage in recognizing the value golf expertise can have on overall operations as PGA professionals pursue continuing education opportunities in the key areas of Executive Management, Golf Operations, and Teaching and Coaching. Member retention is one of the biggest ways PGA professionals can make a difference at their clubs following the membership growth many clubs experienced in recent years. As more clubs invest in their teaching facilities and directors of instruction, there is a huge opportunity to engage all membership demographics and classifications. Here are some key topics of discussion for this webinar on leveraging golf assets to drive member loyalty and an enduring operation:
- Recognizing the value of your PGA professional expertise.
- Capital expenditure return on investment and operational endurance.
- Ensuring golfers (especially those new to the game) keep playing and have FUN.
- Finding ways to improve golfers’ abilities.
- Incentivizing PGA professionals based on member/customer retention.
Webinar: Racquets Committee Relations & Influencing Strategic Capital Planning
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This webinar is a perfect opportunity for club managers looking to improve racquet committee relations and further cultivate strategic decision-making around the importance of private club racquet programming. In this dynamic session, we address the intricate balance of fostering harmonious relationships within your racquets committee while implementing effective growth strategies to drive your club toward excellence. Our panel of seasoned industry experts will provide invaluable insights, practical tips, and actionable takeaways from the trenches of real private clubs to guide you in steering your club decision-makers to success. Key webinar takeaways include:
- Constructive communication between the racquets committee and club leadership.
- Aligning racquets committee goals with the overarching mission and vision of the club.
- Effective methods for resolving conflicts and addressing challenges.
- Optimizing racquet facilities and programs to enhance member satisfaction and retention.
- Proven techniques for enhancing board governance structures to ensure transparency, accountability, and strategic decision-making.
- Case studies and success stories from leading country clubs.
The Importance of Search Committees
If your club is searching for a new GM/COO or another department head position, establishing a search committee is highly recommended. Creating a smooth, effective and efficient process should be the goal for any club hiring a key position. According to Kopplin, Kuebler and Wallace, the most important factor for determining success in hiring a key position is the establishment and makeup of the search committee.
A separate search committee should be formed for each key position and members should be purposefully and carefully selected for each committee. They should meet a certain criterion and possess a willingness to invest the time and energy required for the role. Sitting on a search committee is a responsibility that should not be taken lightly.
The composition of the committee should include five to seven members who represent various demographics of the club. Odd numbers are best in case of a tie and smaller committees are better because too many opinions hinder the efficiency of the process. Members selected should be frequent users and big supporters of the club. When searching for a key position such as the head golf professional for example, it would be ideal to include golfing members of all ages and abilities on the search committee.
Kopplin, Kuebler and Wallace believe the most vital element of any search committee is confidentiality. Search committee members must never reveal any information about the candidates or their current positions until it has been officially announced by the club. Even the slightest inkling to a friend who may know a candidate or someone at a candidate’s current club could jeopardize the search. Candidates’ jobs could be at stake and the club may lose good candidates or their organizational credibility through the process.
It is also vital to recognize that candidates will be observing search committee members to get a feel for the club culture and whether it aligns with their career goals. Members serving should be positive representatives who thoroughly enjoy the club. While the hiring of department heads ultimately falls under the GM/COO’s responsibilities, including members in the process helps create buy-in and consensus on the decision.
Private Club Advisor – December 2023
Contributed by Richard Kopplin, Kurt D. Kuebler, CCM & Thomas B. Wallace Ill, CCM, CCE, ECM, Partners at KOPPLIN KUEBLER & WALLACE.
Bethany Taylor
Bethany Taylor
Support & Development Specialist
Bethany Taylor joins KK&W with experience in the hospitality industry including luxury leader Four Seasons hotels and resorts, historical hotels, and high-end country clubs. As a Support & Development Specialist, Bethany possesses the skills and experience necessary to navigate and support the unique needs of clients and candidates. Her connectivity to the club and hospitality industries in addition to her passion for continuous improvement, learning, and building amazing teams ensures that she will extend great customer service and guidance.
Email: bethany@kkandw.com
Phone: 603-682-7404
Michael Herd
Michael Herd
Head of International Search & Consulting
Based in the United Kingdom, Michael comes to KK&W with over a decade of experience in the golf and club industry. He most recently held the position of Managing Consultant with Colt Mackenzie McNair, an international executive search firm specializing in the placement of senior-level executives within the golf, leisure, and hospitality industries. Prior to pursuing a career in executive search, Michael was active in the golf industry working with the DP World Tour, West Hill Golf Club, and Wentworth Club in the United Kingdom.
Michael’s expertise spans multiple continents and has positioned him as a trusted industry leader. In recent years, Michael has successfully collaborated with renowned clubs across the globe, including those in the United Kingdom, Ireland, Europe, the Middle East, China, and Australia. His dedication to understanding the unique needs of each organization and sourcing leading candidates has earned him a stellar reputation in the industry.
Michael aligns with KK&W’s approach which extends beyond merely filling positions. He takes pride in nurturing talent and assisting professionals in their career growth. With his guidance and support, candidates are empowered to unlock their full potential and thrive in their respective roles.
Furthermore, Michael is committed to providing invaluable industry advice and insights to club boards and committees. His deep understanding of the international golf and club industry landscape enables him to provide innovative solutions and strategic best practices.
Email: michael.herd@kkandw.com
Phone: +44 (0) 7903 035312
Resources & Insights from Michael…
Clubs Need to Plan and Prepare for Transition
At a club, the general manager/chief operating officer position is the most vital for achieving and sustaining a healthy and successful club.
The role responsibilities require a centralized, consistent professional with experience, training and knowledge of the private club model.
Transitioning between club managers can be challenging and stressful for boards, employees and even members because of the delicate balance necessary as the new leader becomes acquainted with all things club yet eases into making changes or improvements. Therefore, it’s essential that clubs prepare and plan for this transition.
Based on our wide range of experience working with boards and professionals during this sensitive time, we have put together the following best practices to help ensure successful departures and acclimations.
Before the new general manager/chief operating officer’s first day, several things should happen. First, club documents should be shared so that the new general manager/chief operating officer can review and study them in the weeks before starting at the club.
Items such as the board policy manual, employee handbook, financials and other documents advising on process and procedure should be provided well in advance to give the new general manager/chief operating officer a greater understanding of club operations and culture.
Sample checklist for advance review:
- History of the club and map of the property
- Club policies/procedures/bylaws
- Talent strategy materials (new employee orientation, employee handbook, employee benefits, organizational charts, training manuals, job descriptions, human capital plan, monthly reports, team bios, etc.)
- Calendars (club events, board/committee meetings, team meetings, etc.)
- Collateral, member marketing materials, new member orientation correspondences
- Recent club newsletters/communications
- List of board/committee members, board bios, board policy manual, board and committee orientation manuals, committee charters and annual priorities for board and committees, along with the last 12 months of meeting minutes
- Recent risk management assessment, club business analytics, capital reserve study
- List of vendors and service providers
- Strategic plan and property master plan
- Most recent audited financial statements or financial summary/overview
- Guest username and password to the website
- Recent membership/staff satisfaction surveys that include all club operations
- Union contracts (if applicable)
Second, orchestrate and schedule opportunities for the new general manager/chief operating officer to meet with key club constituencies at a comfortable time and place. Setting these meetings in advance allows the general manager/chief operating officer to meet and connect with key groups, such as the Thursday Tennis Group or the Ladies’ Golf Association, in the new general manager/chief operating officer’s first 30 days.
This ensures that these groups feel seen, heard and valued. It also gives the new leader a feel for the groups, their spokespeople, their priorities and their needs, which helps the general manager/chief operating officer start off on the right foot with these constituencies.
Third, the board of directors should determine ahead of time what the new general manager/chief operating officer’s top three or four priorities will be in the first year. The board should discuss and decide on the areas of focus with the new leader and then communicate the priorities to everyone, including the staff and the membership.
The general manager/chief operating officer then has direction and knows what the board wants in the first year. Having this focus helps ensure the new general manager/chief operating officer doesn’t get different directives from members and is not confused about where to start.
With board-approved priorities presented, the new general manager/chief operating officer can listen to the rest of the members but not necessarily act on their recommendations. Identifying priorities in advance and communicating them effectively keeps everyone on the same page and ensures expectations are in line.
While the above recommendations are important, the key to ensuring a smooth and successful transition for a new general manager/chief operating officer is a transition committee. This ad-hoc committee of three or four members serves as a sounding board, a source of club history and a foundation for support, questions and knowledge.
Committee members should be past or current board members who understand the club business model, are highly regarded by their peers and offer a fair and balanced representation of the membership. In addition, they should be demographically diverse, and their families should participate in club programs/amenities.
When looking at how to organize this group of members, start with one or two members of the search committee, a strong past president and one or two representatives from important constituencies at the club.
This committee acts as a filter beyond the board with the ability to highlight topics members are talking loudly about that are different from what the board or president directed. Made up of no more than four people, the transition committee can also help identify any blind spots the board may not know about.
Kopplin Kuebler & Wallace believes the transition committee can shorten the learning curve and ease the discomfort of being new for the general manager/chief operating officer.
“It’s the board’s job to work with the new leader to agree on three or four areas of focus and then communicate those priorities to everyone. Then, the transition committee can help filter through what everyone else feels is important,” said Tom Wallace, a partner with KK&W.
“This way if an issue arises, the group can help the GM/COO identify whether it’s just one person’s complaint or if the board has blind spots because they aren’t in the know or not well in tune.”
The transition committee can also clarify why things are done the way they are and talk candidly about the state of the club, curmudgeon members and successes or failures. Meeting with the new general manager/chief operating officer weekly for the first six months and then monthly for the next six months, this group provides consistent, confidential support for the first year. After one year, the general manager/chief operating officer may call the group together whenever a need arises.
“We’ve found this committee to be tremendously helpful for GM/COOs to ask questions and gain insight beyond just the board,” Kurt Kuebler, a partner with KK&W, explained.
“Instead of the new leader constantly going to the club president, it spreads the workload between several people and provides deeper insight and understanding. In addition, this committee smooths the transition, especially in situations where a long-tenured predecessor retired or there was a difficult set of circumstances with the person previously in the role.”
The transition committee can also help the general manager/chief operating officer determine how to best disagree with the board or club president, and they can work through that process together. This eases some of the stress and frustration for the new general manager/chief operating officer and creates a better onboarding experience.
KK&W suggests the transition committee initiate an employee survey of at least the key leadership team shortly before the new general manager/chief operating officer begins so both the employees and the new leader understand the expectations and culture of key team members. This survey
could be conducted with all employees to provide a deeper understanding.
“This whole process is intended to create a more positive onboarding experience for the new GM/COO and make it much more effective,” Wallace explained.
“Few clubs have transition plans or written orientation/onboarding programs for this position. All too often, new leaders spend weeks looking for information themselves, being overwhelmed with questions and feeling frustrated as they learn the details of the club and their role. If we can provide new GM/COOs with the information, resources and the continuous support they need right from the beginning, it creates a better situation for everyone involved.”
The first 100 days lay a foundation for the long-term success of a new private club chief executive. Recognizing the care that should be taken during this time of great opportunity, we have compiled a list of action items to proactively support onboarding and acclimation.
BoardRoom – May/June 2023
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WHAT WE DO
TESTIMONIALS
“From the outset, your team demonstrated a level of expertise that was both impressive and reassuring. The thoroughness and attention to detail exhibited throughout the process were nothing short of exceptional. Your commitment to ensuring that only the highest potential candidates were presented to our Board was evident in every step of the journey.”
PRESIDENT | THE HIDEAWAY GOLF CLUB
“I am writing to express my utmost appreciation and admiration for the exceptional services provided by KK&W, a remarkable search firm that played an integral role in assisting the Oklahoma City Golf & Country Club through a challenging and vital search process. Their exemplary work resulted in the successful identification and recruitment of an outstanding candidate to lead our racquets department. Mr. Simard’s expertise and guidance were instrumental in guiding our search committee through the complex process with unparalleled professionalism.”
CHIEF EXECUTIVE OFFICER | OKLAHOMA CITY GOLF & COUNTRY CLUB
“Throughout our Director of Culinary search process, both Chef McFadden and Ms. Whittley maintained open lines of communication, provided regular updates, and addressed any concerns or questions promptly. They exhibited a high level of professionalism, integrity and discretion. Lawrence’s intensity and Annette’s charm made this a very enjoyable process. I firmly believe KK&W are leaders in the field of executive search and their commitment to excellence sets them apart. Thank you for your outstanding service.”
GENERAL MANAGER/COO | COLLETON RIVER CLUB
“We have been very pleased at Greenwich Country Club with our decision to transition from a traditional controller model to a Chief Financial Officer. Our partnership with Michelle and KK&W is what made this transition possible. Our national search yielded outstanding professional candidates who are leaders in the profession of finance. I am always willing to speak with any General Manager on behalf of Kopplin Kuebler & Wallace.”
GENERAL MANAGER | GREENWICH COUNTRY CLUB
The Future of Work in the Club Industry
With the societal shift in how and why people work as a result of the pandemic, many business leaders are restructuring and reevaluating their organizational charts. As fewer people are willing to work long hours and sacrifice their work-life balance, and as Baby Boomer and Generation X managers retire, the hospitality industry as a whole is having a harder time finding people to fill vacant positions, especially in management. Club search firms are busier than ever and have to get creative in their recruiting practices to provide a strong pool of qualified candidates for open positions.
As the centralized leader, the GM/COO position can often be the most important for ensuring a sustainable and successful future of the club. During a panel discussion at a recent educational event for club executives, one industry professional questioned whether the GM/COO position was set up to fail. Due to the constant turnover of board members, the rising expectation for exceptional service, the labor shortage, the need for heightened business acumen (such as data collection and analytics), the requirement for managers to be visible and available to all members, and the increasing importance of coaching and mentoring employees, some argue there is an unrealistic expectation for what one person can successfully achieve. Couple this with the fact that most people are prioritizing work-life balance more than ever before, and it’s no wonder why the average lifespan of a GM/COO at a club is only four to six years.
What can clubs do to address this issue? According to Tom Wallace of Kopplin, Kuebler & Wallace (KK&W), education is the key to all of these obstacles. “As an industry, we have to do a better job of educating our members, boards and leadership teams about the realities of our industry and making sure everyone’s expectations are in line.” He notes that GMs/COOs and boards/club presidents need to have regular conversations around what visibility means to them, what their expectations are for the GM/COO and what boundaries need to be in place to ensure work-life synergy is possible.
“We can’t burn through managers and expect positive results. It is essential to set strong governance practices and then make certain open, honest communication happens regularly,” he said. The KK&W firm is seeing clubs (and the hospitality industry) trend toward hiring more assistant managers, more assistant golf pros and more managers throughout the operation and spreading the work load and hours between them. Where previously a club may have employed one assistant general manager working 70-80 hours per week and making upwards of $150,000, today and in the near future it may be more like two assistant general managers each making $80,000 and working 40-50 hours per week.
To ensure a positive future, according to Wallace, clubs should prioritize investing in assistant managers across all departments and build them up. “These people are our future GM/COOs,” he pointed out. “It is important we develop them and create positive work experiences so we can keep them.” He also urges clubs to start planning for all employees to have two days off each week and at least one weekend each month to provide balance and avoid employee burnout. “Investing in employees and recognizing that they are assets enhances the club culture and drives mutual loyalty, which is ultimately what all clubs desire,” Wallace concluded.
Private Club Advisor – February 2023