Interim Management Archives | KOPPLIN KUEBLER & WALLACE

Interims: A Smart Strategy for Clubs

Leadership transitions are inevitable, but losing momentum during a changeover doesn’t have to take place. According to Kurt Kuebler and Tom Wallace of KOPPLIN KUEBLER & WALLACE, appointing an interim GM can be the smartest move a private club can make during a leadership change. While it may seem practical to appoint a high-performing department head or even have the club president step in temporarily, this approach can create lasting confusion in authority, strain internal relationships and derail accountability. However, a professional interim manager can maintain stability, ensure operational consistency and step away cleanly once a permanent hire is in place—all without any political baggage.

KK&W emphasizes that seasoned interim managers bring three critical advantages. First, they maintain clear lines of authority, preventing blurred reporting structures between staff and the board, which can be difficult to reset later. Second, interims offer valuable objectivity. With no long-term ties or personal agendas, they can provide honest assessments of governance practices, operations, and staffing—making necessary changes and identifying areas needing attention before a new GM arrives. Third, interims protect the momentum of the business. They prevent gaps in leadership from stretching staff too thin or causing the club to “pause and hold on” during the search, which can be a costly mistake at any time of the year.

Beyond maintaining operations, professional interims often act as a catalyst for positive change. They address lingering issues, remove red tape and reset expectations—giving the incoming GM a smoother runway and the freedom to lead without cleaning up inherited problems. “Interims can be the ones to make tough decisions that might otherwise burden a new GM, positioning the permanent leader for early success with a fresh start, fewer obstacles and less risk for upsetting members and staff with dramatic changes,” shared Wallace.

According to KK&W, interim leadership isn’t a placeholder—it’s a strategic investment. Though it may appear logical to leave a leadership role vacant during a search, the resulting loss of momentum can be costly. “When well-intended boards appoint a department head as interim GM, they rarely backfill that person’s original role, leaving them stretched thin trying to manage two jobs—and often doing both halfway,” said Kuebler. Worse yet, when an internal interim hopes to land the permanent role, objectivity and tough decisions can give way to self-preservation. “In those cases, progress stalls, and very little positive momentum is accomplished,” he added.

Hiring an interim who is likely a retired or seasoned expert for a GM, CFO, Executive Chef or Director of Golf, helps clubs safeguard culture, avoid disruption and protect long-term success. It’s a proactive choice that ensures the club doesn’t just survive a transition but rather uses it to strengthen its foundation and set the next leader up to thrive.

NOTABLE – August 2025

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Interims: A Smart Strategy for ClubsRoxanne2025-08-11T22:49:46+00:00

Interim or No Interim: Navigating Leadership Transitions in Private Clubs

During a leadership transition, clubs often consider asking an internal leader, such as the chief financial officer, assistant general manager, director of golf, or superintendent, to serve as interim general manager/chief operating officer. At first glance, this approach seems efficient: it leverages existing talent, rewards high performers, and avoids additional costs. However, appointing someone from within can create unintended challenges that complicate the transition for the incoming GM/COO.

When internal leaders step into interim roles, their temporary authority may leave lasting impressions. Staff may continue to rely on the interim long after the official leadership change, and board members may struggle to shift their trust and communication to the newly appointed leader. These dynamics can blur lines of authority, lead to conflicting loyalties and hinder the new leader’s ability to establish their role effectively. Comments like “Things worked better when you were in charge” or “They should have hired you permanently” are not uncommon and can undermine the fresh start the club hopes to achieve.

A more complicated scenario arises when a board member, particularly the club president, assumes operational control during the interim period. This creates direct reporting relationships between department heads and the board, which are often difficult to undo. The result can be fragmented operations, reduced accountability, and weakened collaboration.

To avoid such pitfalls, many clubs choose to bring in an experienced, external interim manager. A professional interim can offer objective leadership, maintain continuity, and exit cleanly when the permanent GM/COO arrives. Free from internal politics and long-term relationships, they can focus on stabilizing the club and setting the stage for a successful handoff.

Beyond simply maintaining operations, a qualified interim can also improve them. Their external perspective often helps identify inefficiencies and introduce best practices. Since they are not concerned about long-term political consequences, they can make necessary changes swiftly and decisively. This objectivity is especially valuable during times of uncertainty.

However, not all interims are equally equipped. Clubs should seek professionals who have successfully served as full-time GMs/COOs in the past. Proven leadership experience is essential; an interim should be vetted as rigorously as any permanent candidate. The ability to lead a club effectively requires a deep understanding of the role and the dynamics of private club management.

An effective interim leader supports more than just day-to-day operations. They help keep departments aligned, address unresolved issues, and create a smoother on-ramp for the incoming manager. By setting expectations and resolving lingering challenges, they allow the new leader to begin with authority, focus and momentum.

The same logic applies across other key roles. Interim chief financial officers, executive chefs and directors of golf with proven track records can provide stability and maintain standards during transitions. These positions are too critical to be left in limbo.

Ultimately, hiring an interim isn’t about standing still—it’s about setting the club up to move forward. When done thoughtfully, it can serve as a strategic reset, giving the new leader the best possible chance to succeed from day one.

THE BOARDROOM MAGAZINE – July/August 2025

Dan Miles, CCM, CCE and Zachary Platek, CCM, CCE are Interim Management Directors with KOPPLIN KUEBLER & WALLACE and can be reached via email at Dan@kkandw.com and Zach@kkandw.com.

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Interim or No Interim: Navigating Leadership Transitions in Private ClubsRoxanne2025-08-08T04:36:03+00:00

Building an Effective Search Committee

A smooth, effective, and trusted hiring process is crucial for private clubs seeking their next executive leader or department head. The success of a club is closely tied to selecting the most qualified candidate who aligns with the club’s values and goals. At Kopplin Kuebler & Wallace (KK&W), with experience in the private club executive search business since 1997, we’ve found that the composition of the Search Committee is one of the most critical factors influencing the outcome of the hiring process.

The Role of the Search Committee

The Search Committee is a central component in shaping the success of the hiring process, with its members carefully chosen to reflect the club’s priorities and needs. Committee members should not only meet specific qualifications but also demonstrate a willingness to invest the necessary time and energy. The committee plays a pivotal role, with its members making decisions that will directly shape the future of the club.

At KK&W, we firmly believe that confidentiality is a vital, non-negotiable part of this process. Committee members must agree to keep candidate information strictly confidential, as any disclosure could compromise the process and damage the club’s reputation. Even an unintentional comment to a friend or colleague could risk the jobs of candidates or reduce the pool of viable candidates, underscoring the need for discretion and trustworthiness among committee members.

Structuring an Effective Search Committee

The Search Committee should be representative of the club’s membership. Members from various demographics and constituencies, such as frequent club users and a mix of tenured, senior, and newer members, are essential. Including individuals who actively serve on club committees can be especially valuable, as these members are familiar with the club’s governance and are deeply committed to its success.

Additionally, committee members should be enthusiastic about the club and represent it positively, as candidates will observe committee members just as closely as they are observed. Committee members who can convey a welcoming, professional image make an excellent impression on potential candidates, demonstrating the club’s alignment with their career goals and values. Adopting a “chamber of commerce” approach, where committee members act as champions of the club, can be beneficial.

Ideally, the Search Committee should be composed of at least five but no more than seven members. An odd number is preferable to prevent ties, and keeping the group small promotes efficiency and confidentiality.

Commitment and Responsibility

Serving on the Search Committee requires a significant commitment. Members receive extensive information about candidates, including resumes, assessments, and portfolios, which may total over 200 pages. Participation in interviews and social interactions with finalists is also essential. This involvement is critical to the committee’s ability to make an informed recommendation.

In our experience, it’s effective for the committee to present a candidate recommendation to the Board of Directors, who then meet with the final candidate(s) before making the final decision. This process fosters support and alignment between the committee and the board.

Selecting Committee Members

A well-constructed Search Committee should bring together individuals with diverse experiences and insights relevant to the role. Some groups to consider include:

Board Members – They bring a deep understanding of club governance and operational interactions, aligning the search with the club’s mission and strategic goals.
Executive Committee Members – Members of the club’s Executive Committee, such as the president or treasurer, may serve on the committee, especially if hiring for senior roles like the general manager. This ensures the search aligns with leadership priorities.
Committee Members – Club members who serve on other committees often understand the club’s broader governance and can provide valuable input from an operational perspective.
Club Members – Including club members who are not on the board but bring unique perspectives or skills, particularly those reflecting different age groups or interests, can help ensure broader alignment with the membership’s needs.
Past Presidents and Former Board Members – Those who have served as past presidents or board members often bring invaluable institutional knowledge and a reputation for wisdom and respect within the club community.

Balancing Size and Representation

While it may seem that a larger committee could offer more diverse perspectives, our experience shows that a committee of three to seven well-chosen individuals is most effective. This keeps the process streamlined and focused while ensuring a range of relevant insights are considered.

Creating a successful hiring process for private clubs hinges on forming Search Committee that is both efficient and representative. By selecting committee members who are committed to the club’s goals and can maintain confidentiality, the club can foster a smooth, trusted, and effective hiring process that yields the best candidates. The thoughtful assembly of a dedicated and strategic Search Committee will contribute significantly to the long-term success of the club.

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Building an Effective Search CommitteeHannah2025-06-17T21:12:38+00:00

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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Clubs Need to Plan and Prepare for TransitionHannah2025-06-17T21:15:05+00:00