I recently had the privilege of joining two of the KOPPLIN KUEBLER & WALLACE firm Partners, Tom Wallace and Kurt Kuebler for a lively schedule visiting premier private clubs across South Florida. It will remain a great memory, the generous welcome we received from the leadership teams of Royal Palm Yacht & Country Club, Broken Sound Club, Mizner Country Club, Lost Tree Club, The Country Club at Mirasol, The Club at Admiral Cove, Royal Poinciana Golf Club, Quail West Golf & Country Club, Grey Oaks Country Club, Bonita Bay Club, The Club at Mediterra, and Shadow Wood Country Club.
The club tour experiences and time spent with executive leaders in our industry offered a wealth of insights into the American club scene. While there are undeniable differences in scale and market between the United Kingdom and the United States, many of our challenges are shared. I observed numerous core principles and innovative approaches that hold the potential for enhancing operations in the European market.
Authentic & Genuine Leadership
One of the most striking observations is the approach to leadership. As the saying goes, “Lions don’t tell other animals at the watering hole that they are a lion, they just know!” This perfectly encapsulates the leadership style I witnessed. These club leaders embody their roles with quiet confidence, earning respect through their decisions and interactions rather than their titles.
Their approach to leadership is about consistently demonstrating competence, empathy, and vision in every interaction. Whether dealing with staff, members, or external stakeholders, these leaders exude a calm assurance that cultivates trust and respect.
Perhaps even more intriguing is the ‘staff first’ mentality, prioritizing their team members’ needs and well-being. The logic is simple yet profound: when staff are well-cared for, they naturally provide better service to members. This approach creates a positive ripple effect throughout the entire club.
Leaders also empower their teams by asking, “What do you need to be successful in your role?” This question, coupled with granting appropriate autonomy, fosters a sense of ownership and pride among staff at all levels. By trusting their teams and providing the necessary resources, these leaders have created environments where innovation and excellence can flourish.
Staff Care, Development, & Employee Well-being
The attention given to staff facilities is remarkable. Most clubs boast dedicated staff areas designed for relaxation and rejuvenation. These spaces aren’t mere afterthoughts but well-appointed areas that confirm genuine care for employees’ comfort. From break rooms to state-of-the-art locker facilities, these clubs are investing significantly in creating a positive work environment.
Professional development is another key focus. Clubs have robust plans in place to nurture talent and support career progression. What truly stands out is their willingness to support staff growth, even if it means losing them to external opportunities. This approach has bred loyalty and attracts top talent. Training programmes, mentorship opportunities, and clear career pathways are all part of the commitment to staff development.
Market Awareness & Insight
These clubs display a deep understanding of their membership and evolving needs. This knowledge informs constant operational and facility improvements, ensuring the club remains relevant and desirable. Regular surveys, focus groups, and data analysis are all tools used to stay in touch with member preferences and industry trends.
Deep market knowledge allows clubs to make informed decisions about everything from menu offerings to facility upgrades. By understanding members demographics, preferences, and behaviours, they can tailor their services and anticipate future needs.
Continuous Improvement Mindset
There is a palpable culture of continuous improvement in all of the properties we toured. Clubs are proactive in upgrading facilities and introducing new sports and trends to benefit members. This forward-thinking approach keeps the clubs fresh and exciting for members.
This mindset isn’t limited to big-ticket items. Even small, incremental improvements are valued. From updating signage to refreshing lounge areas, using constant evolution as a key to member satisfaction.
Food & Beverage: A Lost Leader
Interestingly, many top clubs view Food & Beverage as a ‘lost leader’ – a service to membership rather than a profit centre. They budget for significant losses in this area, but the high-quality offering justifies higher membership subscriptions and contributes to overall member satisfaction. Interestingly, many of the clubs who plan for this significant loss are more successful in both member satisfaction and financials when benchmarked against other clubs!
This approach allows these clubs to focus on quality and innovation in their F&B offerings without the pressure of turning a profit. The result is exceptional dining experiences that are a key selling point for prospective members.
Strategic, Not Operational
General Managers at these clubs work to stay strategic, hiring experts to handle day-to-day operations, allowing themselves to focus on the bigger picture. This frees them to work on long-term plans and capital projects that enhance the overall member experience.
These GMs focus on steering the club towards its long-term goals and mitigate minutiae. They have a visionary approach, always looking ahead and planning for the future.
In conclusion, there are many talented managers in the international market and while all clubs are unique in their ways and opportunities, there’s much we can learn from each other. The key is not to be overwhelmed by change and challenges. If we focus on our goals and are open to new concepts, we can elevate our operations to new heights of excellence and member satisfaction.
It’s not about replicating the exact practices of other clubs, but about recognising the value in a people-centric, strategic, and forward-thinking approach. Every club, regardless of obstacles, can take steps towards improvement by embracing these mindsets. The journey of a thousand miles begins with a single step, and even small changes, implemented consistently over time, can lead to significant transformations in our clubs and the experiences we offer to members.
Michael Herd is an International Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michael can be reached at +44 (0) 7903 035312 and at michael@kkandw.com.