Governance

‘Begin with the End in Mind’ To Have 90-Minute Board Meetings

Begin-With-the-End-in-Mind-to-Have-90-Minute-Board-Meetings

Perhaps the most vexing issue any private club board and general manager can face each month is how to truncate the seemingly endless monthly board meeting. I would submit that in finding a solution to this problem, we might need to turn to a renowned author.

My favorite habit in Stephen Covey’s best-selling book, “The 7 Habits of Highly Effective People,” is “begin with the end in mind.” I believe that private club board members who subscribe to that concept will enjoy the benefits of productive and efficient board meetings. Success in truncating the endless discussions most club boards suffer through each month requires preparation in three distinct areas.

First, each board member must contribute to the process by ensuring they are prepared to give a report for the committee they chair. Most club standing committees will meet each month, and it is incumbent upon the chairperson and the general manager to see that an agenda is published and followed at the committee meeting.

Discussion items requiring a recommendation for action by the entire board should be prepared as “action plans.” These action plans will provide the rationale for the committee in making the suggested course of action and will also include any estimated costs that would result from the action plan.

Committee meeting minutes will document the thorough discussion and comments of the committee members, and these minutes should be attached to the committee chairperson’s report to the board. Keep in mind that the real work of the club should be done at the committee and staff levels, and not at the board level. Action plan items should receive a thorough hearing by the appropriate committee members before being referred to the board of directors for a final decision.

Second, the club president must be assertive enough to keep the board members focused on the agenda. The purpose of the board meeting is to review the work of the club committees and to act on the action plans presented by each chairperson. The president must ensure that the discussion does not rehash or replace the work of the committee members, but responds respectfully to the recommendations committees make.

Many clubs have developed an executive committee, usually consisting of the club officers and perhaps one other board member, which meets a couple of days before the board meeting to discuss agenda items. The executive committee will also review the minutes of committee meetings held during the month and discuss action plan items arising from the committees that will be presented to the entire board.

If the club does not have an executive committee, this important review function of the committee work falls primarily upon the club president, who must insist that each committee chairperson provide minutes and written action plans before the full board meeting.

Only committee chairpersons who have complied will be recognized for their reports at the board meeting.

Third, the club general manager should be the catalyst to ensure that committees meet regularly, with appropriate agendas and properly recorded minutes. The general manager will help committee chairpersons schedule their meetings, develop the agendas, notify the members of meeting dates and times and take meeting minutes. Following the meeting, the general manager will provide a copy of the minutes for the chairperson to approve.

The committee meetings may result in action plan items recommended to the executive board and the full board. The general manager and committee chairperson need to encourage full discussion of these items by the committee members so that the board will respect their recommendation and not “rediscuss” all of the details at the board meeting.

Committee minutes and action plans form the basis for club board decisions. A successful club general manager, a perspicacious club president and committed board members will understand that to “begin with the end in mind,” which is the 90-minute board meeting, you must actively engage each committee to do the work of the club.

If you start with that premise, you will enjoy the resulting 90-minute board meeting. This much I know for sure.

The BoardRoom Magazine – May/June 2026

“This Much I Know for Sure” is a regular feature in BoardRoom magazine. Dick shares some of his reflections based on his 50-plus years of working in the private club business.

‘Begin with the End in Mind’ To Have 90-Minute Board Meetings2026-06-22T20:38:58+00:00

What I’ve Learned in My First 100 Days as a Private Club Consultant

What-I've-Learned-in-My-First-100-Days-as-a-Private-Club-Consultant

When I stepped into a consulting role in the private club industry, I expected complexity.

I expected nuance. I expected strong personalities, proud traditions and high expectations.

What I did not fully appreciate, at least not until I was in it every day, was how much of a club’s success or struggle comes down to one thing: alignment. Not agreement or consensus. Alignment.

Over the past 100 days, I’ve had the opportunity to sit in boardrooms, walk clubhouses, listen to general managers and observe leadership teams in moments of both clarity and tension. One lesson has remained consistent: Most challenges in private clubs are not operational. They are governance and leadership alignment issues that eventually affect operations.

THE GAP BETWEEN GOOD INTENTIONS AND REAL OUTCOMES

Every club I’ve encountered is filled with people who care deeply. Board members volunteer because they care about their clubs, while general managers and teams dedicate themselves to delivering exceptional experiences. Committees are often made up of highly successful individuals who want to contribute. And yet, despite all of that goodwill, clubs still find themselves stuck. Why?

Because good intentions are not a substitute for clear roles, shared expectations and disciplined governance. In many cases, I’ve seen boards operating in the gray area between governance and management. Not intentionally, but gradually. One decision at a time. One exception at a time.

Over time, that gray area becomes the norm. And when that happens, confusion follows:

  • Who is responsible for what?
  • Who makes which decisions?
  • Where does strategy end and operations begin?

Without clarity, even capable leaders begin working against each other instead of with each other. Governance is not something you “fix” in a meeting or retreat. It is a process, a discipline and a way of operating.

The strongest clubs I’ve seen are not perfect. They simply have structure and consistency in how they govern themselves. They:

  • Understand the distinction between governance and management
  • Make decisions based on long-term stewardship rather than short-term agendas
  • Reinforce accountability at the board level
  • Create space for management to execute with confidence.

Effective governance allows management to execute, not react. That idea has surfaced repeatedly in my first 100 days. When governance is clear, management thrives. When governance is unclear, management survives.

THE SILENT RISK: MISALIGNMENT DURING TRANSITION

Many of the situations I’ve observed involve some form of transition:

  • A new general manager
  • Board turnover
  • A major capital project
  • Shifting membership expectations.

These are often the moments where misalignment becomes most dangerous. During transition, small gaps in clarity become large fractures:

  • Strategic priorities become blurred
  • Decision-making slows or becomes inconsistent
  • Leadership confidence erodes.

What I’ve learned is that transitions do not create problems. They expose them. Without a clear governance framework, those moments can set a club back years instead of moving it forward.

STRATEGY WITHOUT STRUCTURE IS JUST CONVERSATION

Over the past few months, one pattern has stood out. Clubs are not short on ideas. They are short on structure. Clubs want to plan, improve and evolve. But without a clear distinction between policy, strategy and operations, strategy can quickly become reactive, agenda-driven or fragmented.

The most effective environments I’ve seen are those where:

  • Strategy is tied to mission and long-term stewardship
  • Policies reinforce consistency and accountability
  • The board stays at the appropriate altitude.

When that structure exists, strategy becomes executable. Without it, strategy remains aspirational.

STRONG GOVERNANCE ENABLES LEADERSHIP

One misconception I had early on was that stronger governance might feel restrictive. What I’ve learned is the opposite. Strong governance does not limit leadership. It enables it.

When roles are clear and expectations are aligned:

  • Boards can focus on oversight and direction
  • Management can focus on execution
  • Decisions can be made with confidence and consistency.

Governance should create the conditions for operational excellence, not attempt to manage it directly. That distinction is subtle, but it matters greatly.

LEADERSHIP DEVELOPMENT IS NOT OPTIONAL

Perhaps the most underappreciated area I’ve seen in my first 100 days is board and leadership development. Clubs invest heavily in facilities, amenities and experiences. Far fewer invest the same way in preparing leaders. And yet, leadership quality determines:

  • Decision-making
  • Strategic continuity
  • Cultural consistency
  • Long-term stability.

The most forward-thinking clubs are the ones that:

  • Intentionally develop future board leaders
  • Clearly define expectations for service
  • Provide orientation and ongoing education
  • Build leadership pipelines rather than reacting to vacancies.

Leadership in private clubs is too important to leave to chance.

WHAT HAS STAYED WITH ME

After 100 days, I do not claim to have all the answers. But I do have a clearer understanding of the patterns. Private clubs are resilient organizations built on community, tradition and shared purpose. But they are also complex, and complexity requires structure.

If I had to summarize what I’ve learned so far, it would be this: Clubs don’t struggle because they lack talent or care. They struggle when alignment breaks down. And when alignment is restored, between board and management, between strategy and execution, between culture and behavior, everything else becomes possible.

The role of an advisor, at least as I’ve come to understand it in these first 100 days, is not to take over, direct or impose solutions. It is to help create clarity, ask better questions, bring structure to ambiguity and help good people move forward together. Because in the end, the best outcomes in this industry do not come from outside expertise.

They come from aligned leadership inside the club.

THE BOARDROOM MAGAZINE – May/June 2026

Kevin P. Vitale, CCM is a search and consulting executive for KOPPLIN KUEBLER & WALLACE and principal with Private Club Governance & Alignment Advisors. He can be reached via email: kevin@kkandw.com or kevin@pcgakkw.com.

What I’ve Learned in My First 100 Days as a Private Club Consultant2026-06-22T17:45:23+00:00

Operations First, Connection Second, Strategy Third

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In the private club industry today, “strategic leadership” has become a dominant theme. Boards want master plans, long-range plans and future-focused thinking. Managers are pushed to operate like CEOs who are continuously elevating the business side of the club. While all of that is important, none of it matters if the day-to-day operation isn’t functioning effectively.

If the dining room is inconsistent, the golf carts aren’t clean, communication is lacking, or the service falls flat, no strategic initiative will ever gain traction. You can’t build a five-year plan on top of a crumbling foundation. Before a leader can shift their focus to strategy, they must first ensure the fundamentals of hospitality, service, and culture are effectively in place. Operations aren’t separate from strategy. They are the runway that allows strategy to take flight, and this is where some leaders have drifted off course.

In a race to focus on strategy, some leaders have moved too far from the heart of what made them effective: presence and operational excellence. Before a manager can lead new initiatives or shape the future, he or she must first earn the trust of members and staff in what’s happening at the club today. Without that foundation, strategy is just theoretical.

Simply put: you cannot lead strategically until you are trusted culturally. And, you cannot earn that trust until your daily operation is in order.

THE FOUNDATION COMES FIRST
When a GM or COO arrives at a new club, the pressure is immediate. Boards want momentum. Members want answers. Staff wants clarity. Too many leaders respond by rushing into strategic discussions—new org charts, new dashboards, new committees—but what the club really needs is a leader who is walking the floor, learning the people, and stabilizing the operation.

The best managers begin with service and connection. They spend time in the dining rooms. They talk to staff in their areas. They learn what’s sacred about the culture. They listen far more than they speak. They fix small operational issues that matter. The things members feel and the team notices.

Unfortunately, we’ve all seen the following scenario: a manager arrives at a new club with strong ideas, but he or she can’t gain traction. The plan is right, but the people aren’t ready and the operation isn’t sound.

Before someone can lead change, they must prove they understand the operation and respect the culture. Before one can ask for trust with the future, they must deliver consistency today. This isn’t soft leadership, it’s the most strategic work one can do early on.

You can’t introduce long-term strategy when the short-term experience is suffering.

You can’t ask members to think about the future when they’re unhappy with the present.

You can’t ask staff to embrace exciting changes when they’re overwhelmed by daily dysfunction.

Trust and operational consistency create the emotional and organizational runway that strategy needs.

THE REAL PILLARS OF HIGH-PERFORMING CLUBS
KK&W along with the Club Leadership Alliance, emphasizes the essential disciplines of a successful club: Informed leadership, strategic stewardship, empowered management and team, and a compelling member experience.

These elements are the architectural beams of a great club. But none of them will stand strong if the day-to-day experience is weak. No club has ever “strategized” its way out of poor operations. Operational strength must come first.

When leaders win the hearts and minds of members and employees by stabilizing operations, these pillars begin to function as intended. Resistance fades, alignment strengthens, and momentum builds toward the future.

Hospitality isn’t the opposite of strategy, it’s the foundation of it. Leadership is not earned through documents. It’s earned through…

• Presence
• Walking the clubhouse
• Learning names of members
• Fixing the little things members complain about
• Supporting line-level staff.

Presence communicates priorities more clearly than any document ever can. If you want members to embrace a vision, show them you care about their daily experience. If you want the team to commit to excellence, show them you’re willing to roll up your sleeves with them. You cannot demand standards that you don’t personally demonstrate.

THE SEQUENCE MATTERS
Great managers understand sequencing:

1. First stabilize operations.
2. Then build relationships and earn trust.
3. Then craft strategy.

In nearly every board retreat we facilitate we see that the clubs that struggle with strategy are also grappling with operational challenges or misalignment. By contrast, clubs that advance quickly are led by teams that first establish consistency, connection, and clarity in the daily member and employee
experience.

Every leader should regularly ask themselves: Have I earned my team’s trust? Have I earned the membership’s confidence?

If your operations are tight, members trust you.
If your staff feels supported, culture strengthens.
If the experience is consistent, strategy accelerates.

You win hearts with humility. You win minds with clarity. You win loyalty with operational excellence.

This is how discretionary effort is unlocked. This is where people give more because they believe in the leader, not because they feel they have to.

As our industry evolves, we must protect what makes private clubs special: relationships, experiences, and the daily moments that define hospitality. Strategy matters. Governance matters. Financial discipline matters. But none of it succeeds without daily operational excellence, presence, and connection.

The next generation of leaders must be able to do both—execute the operation today and envision the club tomorrow. But the order is not interchangeable:

Operations -> Connection -> Strategy

Run a tight operation, build relationships, earn trust, and everything else will follow.

THE BOARDROOM MAGAZINE – April 2026

Richard M. Kopplin, CMAA Fellow, Kurt D. Kuebler, CCM, CMAA Fellow and Thomas B. Wallace III, CCM, CCE, ECM and the principals with KOPPLIN KUEBLER and WALLACE.

Operations First, Connection Second, Strategy Third2026-04-28T16:40:43+00:00

The State of Private Clubs in 2026

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Private clubs are at a defining crossroads. Demand remains strong, but the operating environment has become more complex, more regulated, more expensive, and more technologically dependent than ever before. The most successful clubs will be those that operate with the mindset of sophisticated businesses while preserving the relational, humanized experiences that members value most.

Here are the key pressures reshaping how clubs operate today and the strategic trends influencing decisions at the board, executive, and ownership levels.

The Top Issues Clubs Now Face

  1. Retention and Relevance
    Clubs are no longer competing only with other clubs. They are competing with lifestyle alternatives, travel experiences, remote work flexibility, boutique fitness, travel leagues, luxury resorts and digital entertainment. Retaining and engaging members today requires consistent reinvestment in facilities, programming, dining, wellness and family experiences to maintain relevancy. Clubs must evolve continuously, not periodically.
  2. Recruitment at Every Level
    From general managers to line-level hourly staff, recruiting and retaining talent remains one of the single greatest constraints on growth and service consistency. International visas, wage inflation, housing challenges and generational workforce shifts are forcing clubs to rethink how they attract, train, retain and house employees. Clubs without a proactive workforce strategy are already falling behind.
  3. Capital Funding Pressure
    Clubs are balancing aging infrastructure with rising construction costs, higher interest rates and increased member scrutiny of assessments and debt. Capital planning is moving away from “projects” to long-range portfolio management, where every reinvestment dollar must clearly tie to the member experience, safety, revenue generation, or sustainability.
  4. Rising Operational Costs
    Insurance, utilities, food, beverage, labor, technology, legal and compliance costs continue to outpace historical inflation models. Even with healthy demand, clubs that don’t update their financial models and implement disciplined cost controls will see margins steadily erode.
  5. Leadership Fatigue and Volunteer Strain
    Volunteer leaders are more time-constrained, more risk-aware, and more publicly exposed than ever before. At the same time, professional leaders are stretched by workforce instability, rising member expectations, regulatory risk and round-the-clock accessibility. Burnout at both the board and executive levels is emerging as a real governance risk.
  6. Member Behavior and Expectations
    Members today behave differently from members in the past. They are more vocal, more data-driven, more accustomed to instant responses, and less deferential to hierarchy. They are less anchored in the traditions of dignity, discretion, and longstanding prestige upon which private clubs were founded. Instead, they are more focused on individual needs, preferences, and experiences, with higher expectations for transparency and less tolerance for inefficiency.
  7. Cybersecurity and Data Exposure
    As clubs collect more personal, financial and biometric data through apps, access systems, point-of-sale platforms, and member portals, cyber risk is no longer a theoretical possibility. A single breach now carries reputational, regulatory and legal consequences that can significantly damage a club’s brand and credibility. Clubs must be proactive in strengthening cybersecurity protocols, employee training, and vendor accountability to reduce exposure and protect member information and trust.
  8. Public Policy and International Workforce Access
    Changes in labor law, overtime rules, tax treatment, immigration policy and healthcare obligations directly affect staffing models and cost structures. Clubs that once relied heavily on international seasonal workers are being forced to reshape workforce pipelines entirely.

Strategic Trends Shaping Clubs Through 2026

  1. Clubs Will Operate More Like Data-Driven Enterprises
    The future of club leadership is evidence-based. Increasingly, boards and executives now rely on predictive financial modeling, usage analytics, member segmentation, cost-per-experience tracking and labor efficiency ratios. Decisions around pricing, access, capital investment, staffing levels, dining formats, and amenities will be driven less by tradition and perspectives and more by real-time dashboards and measurable data. The clubs that take the lead in adopting this data-driven mindset will gain competitive clarity that others will struggle to match.
  2. AI Will Become Embedded in Daily Club Operations
    Artificial intelligence will move rapidly from merely being an interesting concept to become an operational necessity. In the very near future, AI will commonly support:
    -Member communication and personalization
    -Demand forecasting for tee sheets, dining, and events
    -Predictive equipment maintenance
    -Staff scheduling optimization
    -Purchasing and inventory forecasting
    -Member behavior analysis
    Clubs that fail to integrate AI thoughtfully will struggle with efficiency, responsiveness, and workforce capacity limitations. Just as importantly, club executives will be expected to understand the governance, ethical, and cybersecurity implications of AI deployment.
  3. Governance Will Become More Strategic and Less Transactional
    Boards are steadily shifting away from operational gatekeeping to focus on strategy, risk management, CEO support and evaluation, capital prioritization, talent engagement, and cyber and compliance governance. While the frequency of board meetings may decrease, their strategic depth will increase. Digital governance tools, consent agendas, and continuous education between meetings will become the norm. The best boards will define their success by outcomes, not activity.
  4. Human Capital Will Be Treated as a Strategic Asset, not a Cost Center
    In 2026, clubs that win the talent war will invest in leadership development earlier, provide clearer career pathways, offer workforce housing solutions, expand visa alternatives and domestic pipelines, partner with educational institutions, and improve onboarding, training, and succession planning. Boards will no longer view staffing simply as a management issue and instead recognize it as a club- wide responsibility. Talent strategy will be elevated as a defining factor in managing organizational risk and enabling future growth.
  5. Member Experience Will Become Hyper-Personalized and Lifestyle-Integrated
    The next generation of club members does not separate wellness from recreation, dining from social connection, work from lifestyle, family from fitness or technology from hospitality. Clubs will continue to design facilities and evolve programming around multi-generational engagement, flexible membership structures, holistic wellness ecosystems, family- centered programming, social-first experiences, and technology-enabled convenience. The clubs that win in 2026 will feel less like facilities and more like dynamic lifestyle platforms. Tradition will always matter in private clubs, but it is no longer enough on its own. Clubs must now operate in an environment shaped by advanced technology, global labor dynamics, public policy shifts, rising costs, elevated member expectations, and increased regulatory and cyber risk. The clubs that thrive in 2026 and beyond will be those that are led with strategic discipline, financial sophistication, talent-centered leadership, technology fluency, and governance maturity. For club executives, the opportunity is clear: Tradition will always matter, but adaptability will determine survival.

Club Trends – Winter 2026

Thomas B. Wallace III, CCM, CCE, ECM, Partner and Michael G. Smith, CCM, CCE, ECM, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE can be reached at tom@kkandw.com and michael@kkandw.com.

The State of Private Clubs in 20262026-02-25T19:01:10+00:00

What Do GMs & COOs Need from Great Private Club Board Members?

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After decades of working with hundreds of clubs across the country, we have seen what separates functional club leadership models from truly exceptional ones. High-performing board members don’t just attend the meetings, they drive progress. These boards are aligned, strategic, purposeful and accountable to the club’s mission and to one another.

High-performing boards recognize that good governance is not an event, it is an ongoing process. Many elements must be aligned for a club to have effective governance. It requires a clear vision, defined roles, transparent communication, strong leadership, and a culture of trust. But at the foundation of it all are quality board members who understand their role and see their responsibility as an essential pillar of the club’s long-term success.

GMs and COOs who have great boards know what a gift that is. The best board members understand that their role is strategic governance, not day-to-day management. They come prepared, ask thoughtful questions, and keep discussions focused on what matters most. They act as ambassadors for the club, modeling its culture and values, while providing the continuity and perspective needed for long-term stability. Most importantly, these board members trust their professional staff to execute initiatives and they show that trust through support, gratitude, and collaboration.

At the center of a high-performing board are individuals who are willing to serve. The caliber of a board is only as strong as the commitment, mindset, and character of the members who serve on it. Board members who insert themselves into daily operations, pursue personal agendas, undermine staff, or disregard established processes make the GM’s role exponentially more difficult. Their actions erode relationships, stall progress, and create conflict. Their presence diminishes the experience for others and distracts the board from its core purpose: stewarding the club for the benefit of the entire membership.

Private club boards add the most value when they elevate conversations beyond personal interests and focus on what’s best for the entire membership. Their ability to think strategically, support management, and steward the club’s mission, ensures the board is not just functional, it’s a driving force for progress and sustainability.

SIX WAYS VOLUNTEER LEADERS ADD REAL VALUE — WITH DO’S & DON’TS
The following principles are recommendations for board members to make a great impact while working in partnership with management:

  1. Drive Membership Culture.
    Be a visible and constructive influence within the membership. Great board members lead by example, reinforcing civility, inclusion, and a positive member experience through their behavior and communication.

    Do    : When a member complains about a club policy, listen respectfully and direct them to the GM or appropriate committee chair. Use it as a chance to model professionalism and support the process.
    Don’t: Engage in gossip or take sides in member disputes. It undermines management and the perception of unity on the board.

  2. Support Capital Planning and Funding.
    Advocate for smart, long-term investments that align with the club’s future. Help members understand the “why” behind projects and funding mechanisms, ensuring transparency and understanding.

    Do    : Help communicate the reasoning for capital projects: why they’re needed, how they were prioritized, and how they benefit the membership experience.
    Don’t: Say “I don’t agree with this project” once the board has voted. Undermining collective decisions erodes member confidence and weakens the board’s credibility.

  3. Recruit and Develop Future Board Talent.
    Clubs should always be building the future pipeline for volunteer leaders. Identify and encourage future board members who reflect the club values, understand governance, and bring strategic, not personal, perspectives to the table.

    Do    : Encourage respected members who demonstrate fairness, collaboration, and strategic thinking to consider committee or board service.
    Don’t: Nominate friends or vocal members who simply “want a say” or have a personal agenda. Those choices damage governance culture and team chemistry.

  4. Think Through Big Decisions Strategically.
    When it comes to big decisions, offer judgment, not management. Provide thoughtful insight and long-range perspective to help management think through complex issues without micromanaging operations.

    Do    : Ask big-picture questions: “How does this support our strategic goals?” or “What data informed this recommendation?”
    Don’t: Tell staff how to schedule employees, run tournaments, or design menus. Those are the jobs of paid management, not the board.

  5. Provide Steady Support in Times of Conflict or Change.
    The best board members remain calm and supportive during challenging times whether it be through financial pressures, leadership transitions, or difficult member situations. Be the voice of reason, not a source of distraction or division.

    Do    : When tension arises, seek facts from the GM or President before reacting. Offer private encouragement to management and help the board maintain perspective.
    Don’t: Panic, spread rumors, or forward angry member emails to others—reactivity creates unnecessary drama and instability.

  6. Model Accountability Through Mission, Vision, Values, and Goals.
    High-performing boards operate with alignment and integrity. Every decision should reflect the club Mission (purpose), Vision (future), Core Values (standards), and Master Goals (strategy).

    Do    : Before approving a policy or expenditure, ask: “Does this align with our mission, vision, and values?” Keep the discussion strategic and disciplined.
    Don’t: Make exceptions for personal preferences or friends—nothing undermines board credibility faster than inconsistency.

DEVELOPING BOARD MEMBERS FOR HIGH-IMPACT GOVERNANCE
Becoming a high-functioning board doesn’t happen by chance. It happens by design. The best clubs intentionally develop their volunteer leaders. Here’s how top performing clubs build boards that think and act on the right level:

  1. Establish a Leadership Development Committee (LDC).
    The most effective clubs have a standing Leadership Development Committee tasked with identifying, educating, and preparing future leaders. The LDC builds and manages the governance pipeline, constantly seeking members who embody the club’s values, demonstrate sound judgment, and prioritize strategic thinking. A well-functioning LDC doesn’t just nominate; it cultivates. It ensures candidates understand the difference between governance and management before joining the board, and it provides structured orientation and mentoring once they’re elected. This process produces a continuous flow of qualified leaders who arrive ready to govern, not to manage.

    Example: At top-performing clubs, the LDC meets quarterly to review upcoming committee vacancies, track potential leaders, and pair emerging candidates with mentors or governance education opportunities well before they’re nominated.

  2. Educate Before Serving.
    Formal governance education should begin before a new board member’s first meeting. Use orientation programs, workshops, online training resources, or retreats to define expectations, clarify fiduciary duties, and establish how decisions are made. Bringing in outside facilitators or using peer club models reinforces best practices and depersonalizes sensitive discussions.

  3. Clarify the Role Early and Revisit It Often.
    Clearly outline what the board is and is not responsible for (governance, not management). Provide written role descriptions, committee charters, and governance policies. Review them annually to ensure alignment as leadership and club needs evolve.

  4. Conduct Annual Board and Committee Evaluations.
    High-performing boards measure their own effectiveness. Annual self-assessments help identify strengths, gaps, and behaviors that may undermine trust or progress. Evaluations are not about criticism. They’re about continuous improvement and reinforcing a culture of accountability.

  5. Integrate Strategic Planning and Governance Training.
    Combine annual retreats with strategic planning and governance refreshers. This keeps the focus of the board on mission, vision, and strategy rather than operational distractions. The strongest boards connect every major decision back to their strategic plan and lean in to their governance training to maintain clarity of purpose.

  6. Model and Reinforce the Culture You Expect.
    Board behavior sets the tone for the entire organization. Model civility, curiosity, and collaboration in every interaction with fellow board members, staff, and the membership. Celebrate when leaders embody the club’s values and course-correct gently but firmly when they do not.

  7. Strengthen the GM/COO and Board Partnership.
    The relationship between the GM/COO and the Club President (or Board Chair) sets the tone for the entire leadership team. Trust, transparency, and established communication channels, and an educational partnership are essential. Schedule regular check-ins, maintain no surprises, and approach challenges as shared opportunities rather than isolated issues. When the GM/COO and Board Chair operate as true partners, alignment cascades through the entire governance system creating clarity, confidence, and continuity.

  8. Stay Informed.
    High-performing boards seek industry education to make informed decisions for their clubs. Rather than focus solely on what’s happening within their four walls, the best boards seek information on industry trends, benchmarking, data and evolving member and employee expectations. Ongoing, external education gives board members the perspective and context needed to make sound decisions and ensure the club remains relevant, competitive and well-positioned for the future.

THE FUTURE OF VOLUNTEER LEADERSHIP
It’s becoming increasingly difficult to attract and retain quality volunteer leaders. Many members today have demanding professional and personal lives and therefore, limited time. Yet great governance depends on their engagement. The most forward-thinking clubs are tackling this head-on by teaching expectations early.

Progressive clubs are discussing member decorum and service expectations as early as new member orientation, and in some cases, even during the waiting list process. They make it clear that joining a club means more than access to amenities; it means embracing a shared responsibility for the club’s success.

Members are reminded that volunteerism is part of the fabric and culture of great clubs. Being a member means thinking like an owner, not a customer. Every member plays a role in sustaining the traditions, values, and excellence of the organization.

This way, when someone is tapped on the shoulder to serve, whether on a committee or the board, it is seen as an honor and a privilege, not an inconvenience. It is that mindset shift that fuels lasting engagement and ensures the next generation of volunteer leaders is ready, aligned, and proud to serve.

After seeing hundreds of boards in action, we can confidently say: great governance is what separates thriving clubs from struggling ones. When volunteer leaders embrace their role and exemplify these traits, they elevate not just their GMs and COOs, but the entire member experience. The most effective boards understand where their true value lies, and in doing so, they create a sustainable foundation for progress, stability, and long-term success.

Club Director – Winter 2026

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What Do GMs & COOs Need from Great Private Club Board Members?2026-04-24T16:08:04+00:00

New GM, New Direction – The Importance of the First 90 Days

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A new general manager’s first 90 days often seem routine—introductions, tours, onboarding, operational briefings. But beneath that lies a rare opportunity: a moment when long-standing habits can be questioned without resistance.

This period isn’t about disruption for its own sake. It’s about recognition. A new GM sees the club as it truly is. They notice:

  • Gaps between the story the club tells and the experience members actually have.
  • How staff navigate competing priorities.
  • Which communications feel authentic — and which do not.

Crucially, the GM has permission to ask why.

Yet too often, that window closes before this opportunity is taken advantage of. Boards push new GMs to “hit the ground running,” reinforcing old norms. And GMs, eager to prove themselves, chase visible wins instead of diagnosing deeper issues.

The first 90 days shouldn’t just be an operational handoff. They’re a strategic moment. A chance to ask whether the club’s culture and brand still align with its mission.

The Listening Leader
From KK&W’s experience, the most successful GMs begin not by acting, but by listening. By being diagnostic.

Culture reveals itself through behavior, not through policy. The most perceptive leaders look for signals of cultural health, looking for answers to questions such as:

  • How does the team respond when plans change?
  • What gets celebrated—and what gets ignored?
  • Do staff treat challenges as obstacles or opportunities?

At one club, a GM was brought in to “modernize operations.” She quickly noticed a paradox: the culinary team produced excellent food, yet dining satisfaction was low. The issue was rhythm, not quality. Families wanted earlier meals; business members wanted quicker ones. The kitchen’s fine-dining tempo clashed with members’ lifestyles.

Instead of immediately changing schedules, she asked her team:

“If you were designing service from scratch—for today’s members—what would you change?”

The team’s response revealed frustration and, importantly, the energy to evolve. By inviting curiosity before change, she built ownership rather than resistance.

That’s the lesson: leadership starts with understanding. An incoming GM’s role isn’t to repeat a previous playbook—it’s to help the club become the best version of itself.

The Board’s Role in Setting Direction
For a club to become its best version, boards must create clarity before the new GM arrives. They should ask themselves:

  • What must this leader preserve?
  • What must they transform?
  • Which truths have we been avoiding?

When a board defines those answers early, meaningful goals can be identified, empowering the GM to lead strategically—not reactively.

When Brand and Culture Don’t Match
While KK&W focuses inward on culture, Sussner looks outward—at the brand. A new GM often spots brand misalignment first by simply walking in the door.

Common warning signs:

  • The website promises “casual elegance,” but spaces feel overly formal.
  • Marketing celebrates multigenerational families, but events cater mostly to retirees.
  • The tagline speaks of connection, yet communications feel transactional.

These aren’t cosmetic problems—they’re signs of identity confusion. When a club’s brand no longer reflects who it truly is, staff lose focus, members lose trust and prospects lose interest.

At one club, a rebrand around “innovation and forward thinking” failed to change the experience itself. Programming stayed predictable, spaces outdated and technology lagged. The new brand had painted the walls but not changed the foundation.

The incoming GM reframed the challenge by asking:

“What do we truly believe about the experience we want to create?”

The answer revealed that members didn’t want disruption—they wanted thoughtful evolution: honoring tradition while adapting to modern expectations. Once that truth surfaced, the club could align what it said with what it did.

This is the heart of Sussner’s 3C Framework:

  • Clarity (know who you are)
  • Consistency (express it reliably)
  • Connection (make people feel it)

Branding isn’t a paint job. It’s the alignment of belief, behavior, and expression.

Seeing Culture and Brand as Mirrors
The most effective GMs assess culture and brand together—because each reveals the other’s weaknesses (and strengths).

Examples:

  • A culture celebrates collaboration, but the brand markets exclusivity → disconnect.
  • The brand promises family-friendliness, but staff are uneasy with kids → misalignment.
  • Leadership preaches innovation but punishes risk-taking → contradiction.

A GM focused only on culture may fix internal issues while leaving the external story unchanged. One focused only on brand risks, polish without authenticity. But a GM who evaluates both gains a full picture—and can align strategy accordingly, authentically, and effectively.

When boards, staff and club partners work in parallel, they don’t just communicate alignment—they create it.

The Strategic Opportunity for Transformation
Too often, clubs treat GM transitions as operational events: find the right leader, onboard efficiently, and return to normal.

That mindset preserves continuity but prevents transformation.

A new GM’s arrival is one of the few moments when a club can safely ask:

  • Have our members evolved while our systems stayed static?
  • Do our values actually guide decisions?
  • Does our brand attract the right audience?

When boards use this moment to ask honest questions—and GMs use it to listen and diagnose—clarity follows. And clarity informs everything: strategy, staffing, experience, and communication.

When culture is healthy and the brand is clear, everything becomes easier. Staff know what’s expected. Members feel aligned. Recruitment and retention follow naturally.

Leading Forward
Transitions are inherently disruptive—but disruption doesn’t have to mean instability.

Handled with intention, it’s the moment when old patterns can be examined honestly and new ones chosen deliberately.

A new GM offers a fleeting yet invaluable perspective: the ability to see the club as it truly is, before habits return. That’s why the first 90 days matter most.

In that window:

  • A GM can ask questions without offense.
  • A board can confront legacy habits.
  • The organization can commit to evolution.

When that happens, clubs don’t just get a new leader — they rediscover, or reaffirm who they are.

The Real Question
For boards: Will you give your GM the time and clarity to diagnose before acting?

For GMs: Will you prioritize understanding before change?

Clubs that embrace this 90-day transition as a chance for alignment—not just succession—emerge stronger, clearer and more authentic.

THE BOARDROOM MAGAZINE – November 2025

This article was co-authored by Sussner, a private club member engagement firm, and KOPPLIN KUEBLER & WALLACE, a private club executive search and consulting firm.

New GM, New Direction – The Importance of the First 90 Days2025-12-01T21:59:44+00:00
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