Executive Leadership

One evening this past summer as my wife Annie and I were driving out of the neighborhood, we stopped to say hello to a new friend.

As we approached her front porch, I noticed a white metal sign leaning against a column embossed with bold black letters declaring, “Keep Calm and Carry On.” When I asked our friend about it, she said her daughter had prominently displayed the sign in her home during the years she was battling cancer. I was intrigued because our son displayed the same quote in his Baltimore rowhouse having just completed years of military service. Tough situations had taught him to lace a bit of humor in whatever he did. His framed poster hung over the loo in his first-floor bathroom.

Good Advice for Board Relations

This pithy saying is good advice for a general manager. How best to work with the board of directors seems to be the main challenge many GMs face. No doubt a board can test an executive’s patience in often unintended ways. Working with nine or more type A individuals, all trying to do the right thing from their perspective, is an exercise in diplomacy for the GM. Often the GM has the best sense of the direction a club should go but only if the GM can consider the input of others to craft the best plans. Few boards rubberstamp a GM’s proposals without asking tough questions. That is their role.

The GM’s responsibility when working with the board is to foster an atmosphere of collaboration to conduct a productive strategic discussion and ultimately reach an agreement. The GM’s role is even harder if the board goes off track. The good news is that there are ways for the manager to navigate the challenges the board poses and tame an errant director or two. The state of mind that is the starting point could not be better stated then to “keep calm.”

Achieving Calmness

The state of calmness requires discipline. Achieving a calm demeanor is not just an act of will but a way of looking at the world around us. Being calm is not the goal but a means to an end. When we are calm, we think more clearly.

It is more than just the determination to appear calm. It is a principled way of thinking. It is a mindset that combines the virtue of magnanimity with a vision for the future. To stay on the right path with this outlook is the essence of what it means to collaborate and to lead. Magnanimity is an attitude of generosity, an empathy for the thinking of others, and in practice is the ability to “put yourself in someone else’s shoes.” When a GM masters this approach of working with the board, the GM can bear challenges calmly.

When we reach this state of calmness, we think with clarity, we are open for discussion, we are more agile with weighing the ideas of others, and we gracefully consider input. This process provides us greater understanding of a situation and prepares us to speak purposefully.

Keep Emotion in Check

The key to calmness requires not letting our emotions dominate our thinking. Developing emotional intelligence is an intentional practice and the foundation of right thinking.

All too often our emotions get the best of us and leave something less desirable in its place. The least palatable of these emotions can be classified as stress, anger, fear, arrogance and resentment, in any combination or altogether. Often these emotions are triggered when we allow ourselves to be offended. The result is poor thinking on our part and a poor impression left on observers. If we begin by doing a few things right in principle, in time we will be able to do many things well.

For a seasoned leader, it’s not when dealing with subordinates that these feelings rise to the surface, but more likely we chafe when dealing with authority, i.e., the board and officers. They have the power to direct the GM’s activities. They can affirm a desired course and strategy or expect the GM to veer off the plan onto whatever initiative they deem to be better. The perceived unfairness of it all can be disconcerting. As difficult as that may be, a GM focused on the right principles of magnanimity and vision is better able to influence discussions and resolve disagreements.

Good Advice Put to The Test

So, what is the rest of the story from the two examples at the beginning of this article? Did the admonition to “keep calm and carry on” stand the test of challenges?

Our neighbor appreciated my question about the sign and told us about her daughter. Sadly, she had lost her battle with cancer but not until she had left a foundation for her family to cling to after she was gone. Her loving husband was her strength and her three little boys her purpose. Those boys today are fine young men.

Our son, after the Marine Corps, was living what he believed was a normal life working on his degree. His experience as a Marine recon platoon commander operating in the deadly Sangin Valley of Afghanistan was still fresh in his mind. He learned the value of being a calm and dependable leader for his Marines. Through discipline and purpose, they accomplished every mission they were given. But most important to him is that he was grateful to bring all his Marines home alive.

“Keep calm and carry on” is excellent advice.

THE BOARDROOM MAGAZINE – 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.

Actively challenging the status quo, not for the sake of disruption itself, but to create significant improvements, is a leadership attribute many clubs are looking for in their executive leaders. But how do you balance disruption and being disruptive in a private club environment?

A visionary approach to fostering change that stimulates growth and creativity while being ultra-aware of norms is a journey some of the most iconic leaders have navigated. Take for example legendary innovators like Jeff Bezos, Elon Musk, Steve Jobs, Danny Meyer, Will Guidara, and Sara Blakely, who transformed their industries by disrupting traditional modes of thinking and operating. As a result, their organizations experienced insurmountable success. While a disruptor who breaks old habits, evolves practices, and steps away from what’s expected can make a positive contribution to a private club, that same person can quickly become destructive if their approach isn’t harnessed carefully.

“Change is slow and hard in a traditional club operating environment. We approach our work at Interlachen like it is a 115-year-old start-up with our leadership team as its founders,” says Joel Livingood, General Manager/CEO at Interlachen Country Club in Edina, MN. “Start-ups are mission-driven. Founders are product (experience) and customer (member)-obsessed, and they know the details of their business – they act like owners. Start-ups also avoid bureaucracy in favor of agility, adaptability, and front-line decision-making. Clubs require more communication – and patience – but success favors the bold, and results build support.”

When a new General Manager/COO joins the staff, he or she must be additive to the club culture. This means they are listening, understanding, and researching to gain perspective on what has been done, what’s working, what isn’t working, and recognizing why. Thinking like a disruptor, the General Manager/COO questions standard operating procedures, considers new ways forward, presents new ideas, tries new things, and seeks out solutions to problems – but only after they have taken the time to build trust, fully understand, and made a point to learn first.

Amber Read, CCM, General Manager at Piedmont Driving Club in Atlanta, GA shares, “Leading change in a traditional club environment requires respect for the past and a clear vision for the future. It’s about understanding that disruption isn’t about breaking things, but rather about bending the rules to create new opportunities for growth. By fostering a culture that embraces curiosity, collaboration, and calculated risks, we’ve been able to challenge standard practice through thoughtful and intentional disruption. My approach has always been one of evolution over revolution, ensuring that progress aligns with the evolving needs of our members while preserving the core values that define the Club.”

Where a new GM/COO can quickly turn destructive, is when they start changing things to be like their previous club simply because of pride or comfort with that mode of operation. Or, when they make changes just for the sake of making change. Disruptors become destructive when they make too much change too quickly, causing turmoil among the members and staff.

Without patience, study, and relationship building, these forced changes can quickly damage the culture, cause key employees to disengage, and result in frustrated members.

A new committee or board member is much the same. While their fresh perspectives, new ideas, and creative energies are valuable and beneficial, they must first listen to and recognize long-term strategic goals, identify where the challenges really are, and hear out what’s worked in the past. Simply coming into volunteer leadership and shouting out ideas or demanding certain changes be made leads to destruction. There are practices and strategies that must be acknowledged and honored. Club executives and volunteer leaders must first come together on long-term plans before they can collaborate on enhancing productivity, improving outcomes, and driving sustained success.

Keys to be a positive disruptor at your club:

• Be additive to the culture.
• Do not force change for personal gain or for the sake of change.
• Listen more than you talk and ask questions.
• Take time to reflect on what works/worked and what doesn’t/didn’t.
• Put together a plan for communicating the need for change.
• Be mindful and intentional about how you present new ideas.
• Drive change that impacts organizational harmony and member satisfaction.

Club Executives, Boards, and Committees should consider the following:

• Evaluate and make incremental changes.
• Navigate being patient without sitting on your hands for too long.
• Bring fresh ideas but also keep pride in history, tradition, and groundwork.
• Steer clear of “This is how we do it in my business, this is how we should do it at the club
  too.”
• Identify the difference between the true values of the club and practices/programs that
  have become bad habits.

By building a culture that embraces change and promotes continuous improvement, club leaders can be catalysts for continued growth and relevant evolution. Club leaders who push boundaries, value new ideas, embrace new technologies, and aim to improve facilities, programming, and operational efficiency naturally position themselves as disruptors.

“In leading innovative programming within traditional club environments, I’ve focused on striking a balance between honoring long-standing traditions and introducing fresh, forward-thinking ideas,” says Brett Morris, General Manager/COO at The Club at Admirals Cove in Jupiter, FL. “For instance, we’ve engaged new technology across all departments to streamline operations and enhance member interactions. We’ve also placed a strong emphasis on wellness and sustainability practices, integrating them into our daily operations and long-term planning. Additionally, we’ve made constant investments in our facilities and staff, ensuring that both remain at the forefront of industry standards. By fostering a culture that encourages creative problem-solving and open dialogue, we’ve been able to challenge the status quo in ways that drive meaningful improvements. This approach has not only enhanced the member experience but has also positioned our club as a leader in embracing change while respecting our rich heritage.”

Striving to be additive to the club, encouraging creative thinking, and focusing on strategic change brings forward momentum. Simply forcing change without proper understanding quickly becomes destructive.

Jeffrey McFadden, CCM, CCE, and The Union League of Philadelphia are a perfect example of understanding innovation and historical club value offerings. Over the past two decades, the club has strategically expanded from a traditional city club in Philadelphia to owning a restaurant for members in Stone Harbor, New Jersey, acquiring three different premiere golf courses, offering a car service to members, hosting a luxury suite at the Wells Fargo Center, providing members premiere parking in a neighboring parking garage, along with numerous other unconventional member benefits. As a result, the club has grown to become a Five Star Platinum Club with over 3,500 members and has been recognized as the #1 City Club in the nation numerous times.

A forward-thinking approach to enhancing the member experience is crucial for sustaining relevance and exceeding expectations, and the commitment to innovation and excellence shouldn’t stop with the members. Equally important is a dedicated progressive mindset within the club’s staff and team. Just as members deserve the best, so does the team that supports them. Investing in the growth, development, and well-being of the club’s staff is essential for creating a cohesive and motivated workforce that will deliver exceptional service and drive the club’s success from within.

Carmen Mauceri, CCM, ECM, General Manager/COO at The Club at Mediterra in Naples, FL shares, “In a traditional club environment, leading innovation requires more than just introducing new ideas— it’s respecting established values and developing a culture that embraces change as a pathway to growth. By focusing on employee engagement and creating facilities and programs that address both personal and professional development, we’ve been able to not only empower our team but also enhance our operations and drive meaningful improvement within our club. It’s about challenging the current state to thoughtfully improve the experiences of both the Membership and the Team.”

By questioning the conventional, we open doors to new possibilities, nurturing an environment where thinking outside the box thrives and meaningful growth becomes the constant. The path of disruption may be adventurous and uncomfortable, but it is through this courageous and well- thought out pursuit of improvement that we create a lasting, positive impact. We hope this article will inspire you to lead with purpose, disrupt with intention, and shape a future for your club where change is not feared, but appreciated for making possible a sustainable and enduring private club.

CLUB DIRECTOR – Fall 2024