Since we were children, we have tried to change the behavior of others. As general managers and leaders of clubs, that effort continues unabated today. Now our aim is to improve the performance of staff, members, ourselves and our boards.
With such a constant stream of effort, you would think we would be experts on behavior and how to change it for the better. That does not seem to be the case, as evidenced by the plethora of business books and articles, like this one, that seek to provide new ways of looking at this age-old problem.
Several years ago, I called a psychologist friend of mine seeking the solution. His answer was that to change behavior, there are antecedents and consequences.
While consequences are the most effective part of that equation, the antecedents are where we are “experts” and tend to stop in the process. It is the source of the statement, “I told you so.” If everything that’s done to tell, describe, coerce, and instruct was truly the solution, what a wonderful place this business world would be. But while it is a necessary part of the action, it is only half of the solution.
Take the performance of boards, for example. Governance is the most talked-about subject in the club world today and certainly of significant primary importance to GMs and the well-being of the club.
Consider conducting a board self-assessment with the base of measurement being the board policy manual that specifically details the required duties of serving on the board. A thorough assessment exercise involves directors assessing the performance of each of their fellow directors against specific board performance standards.
This is a best practice and one needing consequences to improve performance. Here’s just a partial list of consequential actions that can be taken to change board behavior:
- Each director receives a confidential summary of their performance as assessed by their fellow directors. Confidentiality is the only way to ensure that everyone shares honest opinions without a filter or fear of being criticized.
- The entire board receives the aggregate results of assessed performance.
- The board openly discusses the results, identifying what the board should do, what the board should not do, and what the board should stop doing.
- Create an action plan. Enter the plan in the minutes.
- Periodically, measure performance against the plan.
- To complete the performance loop, inform the nominating committee of the criteria essential for a director to be effective.
This is a continuous process that improves performance and raises the standards of board service. For this and all areas of club management today, “antecedents and consequences” is the formula to keep top-of-mind for changing behavior for the better.
Club Trends – November/December 2024
J.G. Ted Gillary, CCM, CCE, ECM, CMAA Fellow, Coach, Search & Consulting Executive, KOPPLIN KUEBLER & WALLACE. He can be reached via email: ted@kkandw.com.