International

Throughout my career in the private club industry, I’ve come to appreciate the dynamic and nuanced demands of club leadership. The role of a General Manager truly exemplifies the word “general” in the best sense—requiring a broad and diverse skill set that often goes beyond what’s captured in a title. Years of experience and countless conversations with inspiring club leaders have highlighted for me that some of the most essential competencies in this role can often be overlooked in the hiring or development processes. Though perhaps less celebrated, these skills are fundamental, distinguishing clubs that merely operate from those that create exceptional member experiences. Below are just a few of these invaluable skills which can truly set club leaders apart…

Agility in this evolving private club world means much more than just making quick decisions. It’s a fluidity under pressure from moment to moment throughout the day from reviewing financial statements, to dealing with a sensitive member situation, to taste-testing a new menu offering. The core of this kind of mental and operational flexibility is crucial, particularly when these situations turn out unplanned due to unexpected staffing issues or last-minute event changes.

Emotional intelligence in club management is more than reading the room. It is the emotional arbitration among members, staff, and board directors. All people with prejudiced expectations, and sometimes even radically different perspectives. EQ is especially relevant when there is a need to build consensus or work one’s way through sensitive situations for example, unpopular but necessary changes, or conflicts between members.

Stakeholder relations is not just a board of directors, but multiple committees and various segments of the membership from legacy to new. It also involves maintaining strong relationships with third party business partners and a cohesive staff team. The talent component involves leading a culture that attracts and retains people who consistently deliver outstanding service because of the motivation, training, and development programmes in place. Each group of stakeholders requires a different interface. The secret to success lies in transparency and clear communication of strategic goals across all constituencies.

Trust goes beyond reliability and requires building a platform of credibility upon which you can make unpopular decisions with assurance that members and staff will support your decisions. For real-life applications, it requires a track record of good judgment time after time, clear and consistent communications, and being viewed as the person in whom confidences can be placed in an organization. It is composed in crisis situations, delivering on commitments made, and having designed stable systems that guarantee continuity of service delivery even in your absence.

Financial acumen goes deeper than budgeting and cost control. Great club leaders prioritize the balance of maintaining exclusive services, managing member expectations, planning for deferred maintenance, and leading a strategy for achieving capital improvements relative to dues and fees. This translates into the ability to make meaningful investments yet preserve the financial health of the club for generations to come.

The role of a club general manager is one of continual learning and growth, where the true impact comes from a combination of technical expertise and interpersonal skills. As the private club industry evolves, the managers who stand out as remarkable leaders are those who blend these essential competencies with genuine authenticity and a personal touch. All qualities that make them invaluable to their club members and staff teams.

For those aspiring to advance into club management or senior leadership, consider these skills not only as areas to develop but as ways of thinking that will enrich your journey and enhance your impact throughout your career. By embracing these aspects, you position yourself to be the kind of leader clubs will seek and members will remember.

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.

One of the greatest traits of a good leader is the ability to empower and develop others. There are many ways this can be done, one of which is delegation. Often, we assume that as a manager, you would naturally delegate. However, it’s hard to do, especially if you have been promoted from a departmental role and are letting go of operational duties…or, if you are a perfectionist!

If you are struggling to let go of operational duties following a promotion, it’s likely because you know the job well and can do it quicker and more efficiently than your successor. It is also probably something you may have done for a long time so naturally, it is engrained in you.

If you are a perfectionist, you like things to be done right because you want to make sure everything at your club is running smoothly. By doing it yourself, you know it will get done ‘properly’ and to the standards you have set. But there are several things you should take into consideration. By not delegating:

• You run the risk of making your team feel undervalued and not empowered.
• You have less time for projects and strategy.
• You may have less time to spend with your team and members.
• Your workload becomes undeliverable, and you may risk burnout.
• It becomes harder to step away from the club for annual leave or education days.

In the paragraphs that follow, you will see the impacts of delegating effectively. Hopefully, the positives will overshadow the painful points of training and transitioning responsibilities!

Team Development

When someone is new to the role, it can be hard to ‘hand over the reigns’ but trust me, when that person becomes trained and settled in the role, great things can happen. Often, a ‘fresh pair of eyes’ comes up with new solutions, SOPs, and unexpected departmental enhancements.

There are surely things you have been holding on to that could benefit from more time, dedication, and delegation. Because you are too busy you maintain instead of progress! By giving responsibility and accountability to your team, they feel empowered to make decisions and find pride in their work. Employees who are happy normally thrive in their roles and deliver to a higher standard.

Whilst someone is managing a department, they are constantly learning and developing, hopefully, both on the job and through a form of formal education. These growth opportunities can lead to incredibly high levels of satisfaction and improved staff retention.

If you are lucky enough to have a team member do so well that they leave the club to move into a more senior role, that is high praise for your work as a leader. Think about it, if you can support the growth of one person progressing into a bigger role, surely you can organize a process to help more, right!? A reputation for professional development for yourself and your organisation can be a foundational element of your recruitment strategy, attracting a pipeline of motivated and goal-oriented talent.

Stay Strategic

The job of a General Manager is to lead the team to achieve the club’s operational and strategic goals while delivering an exceptional member experience. If you can delegate and let managers manage, you are then able to take more time to review the operation, identify opportunities to enhance existing programs, and deliver major capital projects for the club. You can provide guidance, support, and training to your team so they can continuously improve and exceed member expectations.

Unique within the hospitality industry, in the club business members want to see their General Manager and build a relationship. By effectively delegating, you can spend more time connecting with the members, reviewing feedback, and understanding their feelings. A strong awareness of member perspectives and values will most definitely contribute to your success as a leader.

Work-Life Balance

Empowering and trusting your team by delegating allows you to step away from the club for a holiday or a few days of education with confidence. It’s important to know you will go back to an operation that has continued to thrive when you are away so that you can make the most of your own personal and professional growth opportunities. Allowing yourself to switch off at times can be refreshing and allow you to perform at a higher level on your return. Stepping away for education and networking offers inspiration for yourself, and your team, and a positive ROI opportunity for your member experience.

Effective delegation should be positioned as a cornerstone of your leadership approach. By entrusting tasks to capable people, you will foster a culture of growth, collaboration, and meaningful commitment. You will be better positioned to focus on strategic initiatives that drive the club forward and achieve greater heights for all stakeholders, the membership, staff team and yourself.

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.

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.