Leadership Lessons

One of my favorite authors, Bob Proctor, defines praxis as the alignment of behaviors with beliefs. I have observed that the best private club boards and their general managers are committed to praxis as they govern and manage their clubs. I am convinced that is why they are successful.

I have also observed that clubs facing internal issues and problems often lack praxis. When actual practices don’t match stated beliefs, a disconnect is evident in even some of the most recognized clubs in the country.

One belief, often stated by club presidents and board members, is that the club is committed to the general manager/COO concept. A noble goal and certainly a proven business model that works well in private clubs. Some club boards, however, while espousing that philosophy, behave differently.

An example of such behavior is when a club president or board member acts as a department manager’s supervisor instead of working through the general manager/COO concept that they have said they endorse. I recall getting a phone call at 1:30 a.m. on a Sunday from our bar manager, who wanted to know how he should handle the inebriated board member who happened to be the house chairman.

This board member was entertaining seven other people at the club and told the bar manager that he should keep the bar open to serve his guests. The club policy was to close our clubhouse at 1 a.m. The board member commented to the bar manager that, as house chairman, he could make that decision without talking to management.

Obviously, this board member’s actions did not match his and the board’s stated belief that the club was committed to the general manager/COO concept. The inherent understanding of that concept does not allow board members to direct employees regarding day-to-day operations.

While many club presidents will tell me that their club boards are committed to the general manager/COO concept, they will also admit to sometimes “coloring outside of the lines” when it comes to some day-to-day management issues. Whenever I see that a general manager or department head is being micromanaged, you can be sure that praxis is out of alignment. The behavior of the board members does not match the stated belief that the GM/COO should handle day-to-day operational issues.

Another example of a praxis problem is when club directors state that they want a high level of quality maintenance on the golf course but are unwilling to provide the superintendent and employees with the resources to reach that level.

One club president I worked with many years ago boldly proclaimed that by the end of the summer, our club would have the “best-maintained golf course in the state.” A wonderful and worthy goal for our superintendent and grounds department employees.

However, the board of directors and our club president declined to purchase two important pieces of equipment that the superintendent had requested in his capital budget and vetoed the addition of two groundskeepers, already recommended for hire in the grounds committee budget memo.

Striving to have the “best-maintained golf course in the state” was virtually impossible to achieve without the proper resources. The behavior of the club president and board did not match their stated beliefs and goals.

Another example of misaligned praxis I often observe is the desire for first-class service but a lack of commitment to ongoing training and education for employees. This is often the first budget line item eviscerated during difficult economic times. Employees in every club department need ongoing training. Enlightened club boards and perspicacious general managers commit a portion of every annual budget to this important endeavor.

The more committed club directors are to aligning their governance practices with their stated beliefs, the more they will reap the rewards. Model clubs have discovered that good praxis means good governance. This much I know for sure. 

THE BOARDROOM MAGAZINE – September/October 2025

“This Much I Know for Sure” is a regular feature in BoardRoom magazine beginning Fall 2022. Dick will share some of his reflections based on his 50-plus years of working in the private club business.

Have you ever thought about which committee in your club has the most power and influence? The answer may surprise you, but I truly believe it is the small group of individuals whose only function is to select the slate of nominees destined to become the future leaders of the club. Usually this is an “ad-hoc” committee, appointed once a year with the singular objective of presenting appropriate candidates for election to the board.

The composition of this committee will vary widely from club to club, but I would suggest there is a logical formula in appointing members to this ad-hoc group. Begin with the chairperson, whose support in the club should run wide and deep. He or she should command the respect of the board and will be viewed as a methodical and rational decision maker. Often this individual is a past president or past committee chairperson familiar with the dynamics of the board and management team. Once selected, the nominating committee chairperson should carefully select some “solid club citizens” to assist in the nominating process. Club members who have led the men’s golf committee or lady’s golf association are logical choices. Other viable candidates would include previous club presidents or committee members. Three to five members is the ideal size.

Everyone who belongs to a private club has heard the lament, “We can’t find anyone who wants to run for the board.” This common refrain is understandable with the seemingly endless demands on everyone’s time and the notorious reputation some club boards have earned of conducting lengthy and unfocused meetings. While some members will also decline service because of what they perceive is a liability issue, appropriate directors and officers liability insurance should mitigate any concern regarding litigation.

In working with private club boards, I always ask how much input is given to the nominating committee from the general manager and other department heads. Usually the response is “very little.” A lamentable and unfortunate fact that should be changed. The club general manager and department heads have years of experience in working with a variety of club members. They will know which members could potentially contribute their talents and time in a productive manner, without pursuing hidden agendas. Often vocal and “single issue” candidates will persistently lobby a nominating committee and are often successful in their election to the board because objective and legitimate candidates are not surfaced by the committee. The likelihood of this happening decreases significantly if the key managers in the club are allowed to provide the committee with their views and recommendations.

Some club presidents have expressed concern about their general manager “manipulating” the political process of the club by suggesting candidates to the nominating committee. Baloney! The general manager of a private club works in a very political environment and should have every opportunity to participate in the direction of the club and that direction is determined by the quality of candidates elected to the board. Too often a club manager struggles to satisfy the demands of a board member whose single-issue agenda is divisive for the entire board and can seriously jeopardize the progress of the club. The solution is to carefully review the nominating process in your club and select a chairperson and committee members whose qualifications will be above reproach. The future of your club is in their hands! This much I know for sure.

THE BOARDROOM MAGAZINE – May/June 2025

“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.

In my “Board Dynamics/Model Clubs” seminar, I ask for a volunteer board member with a golf handicap of 20 or higher to raise their hand. I then select this volunteer as my “golf student,” and I make the following wager to the rest of the board members.

“I will bet anyone in this room one hundred dollars (and I toss my money clip with at least that amount to another board member to verify and hold) that I can have Joe, my golf student volunteer, my 20 handicapper, hitting to the pin on the 18th hole from 75 yards, with more accuracy than
Rory Mcllroy. Any of you in this room can take Rory by wagering your hundred dollars against my golfer, Joe, and we will take Rory and Joe out to the 18th hole at the same time.”

Typically, I will have at least one board member who will gladly take the opportunity to bet on the legendary Rory against my high handicapper, Joe.

After I have secured the board member who accepts the wager, I tell him the “rest of the story.” I am going to take Joe, my high handicapper, along with a bucket of range balls, out to the 18th hole to make sure that he can physically hit the golf ball onto the green from 75 yards. Then I am going
to take your guy, Rory McIlroy, and I am going to blindfold him and spin him around a few dozen times. Then I ask, “Do you still want the bet?”

“Of course not,” will be the typical response. And I agree with you withdrawing from such an unreasonable bet. After all, how do you expect someone to hit a target they can’t see?

But I have an even better question for you. How do you expect your club general manager to hit targets they don’t even have? How do you expect your club department managers to achieve goals they don’t know about? And most importantly, how do you expect to lead this club as board members if you don’t know what direction your club is taking?

If you don’t have a mission statement and clearly defined supporting goals for your club board, you will be like a blindfolded, dizzy Rory McIlroy, popping off balls in any direction and hoping that some of them might come close to the target. “Model clubs” have taken the time to develop a meaningful mission statement that continues to be a guiding light for successive boards.

Let me share with you a couple of club experiences that underline my premise that mission statements and supporting goals form the foundation for true success in model clubs.

While meeting with a recent search committee, a committee member who had also served as a past club president was adamant about the importance of the club’s mission statement. He was emphatic that prospective club general manager candidates should understand how important the club directors
viewed the mission statement and supporting goals.

This club has enjoyed great success in a competitive environment in its Southern California market. The club president would credit the mission statement and supporting goals for the club’s ongoing success.

The second story I want to tell you is about a small club that had financial problems and was ready to sell the course to a home developer. Then the club discovered the power of the mission statement and supporting goals.

After the club formed an ad hoc committee to craft a mission statement, it proclaimed the new statement to the entire membership and published a list of supporting goals. Each club committee developed its own set of supporting goals, which fed into the club’s mission statement.

The net result of this goal-oriented planning was a complete financial turnaround. Within one year, the crisis was over, and within two years, the club was on solid footing, with nearly full membership. Today, the club enjoys a waiting list for new members and a new clubhouse that is the envy of every club in the city.

The model clubs that set themselves apart in the private club world are the clubs that have clearly defined their mission statement and supporting goals. For the board, committees and the management team. They will thrive regardless of the challenges the economy or competition may present, and they will achieve the goals they have defined in a carefully crafted plan.

If your club develops an appropriate mission statement and supporting goals, you will also enjoy the success of the model clubs. This much I know for sure.

THE BOARDROOM MAGAZINE – July/August 2025

“This Much I Know for Sure” is a regular feature in BoardRoom magazine beginning Fall 2022. Dick will share some of his reflections based on his 50-plus years of working in the private club business.

After working with hundreds of private clubs and thousands of club board members over the past 50 years, I am confident I have discovered the secret to being a great board member.

Club members who agree to dedicate hours of their time to private club board duty come in all shapes and sizes. They have all types of career experiences and range in age from the X, Y or Z generations, to the Baby Boomers, to the maturing retirees. Their political and religious beliefs can differ as much as their personal and family use of the private club experience.

Board members will display varying degrees of dedication, passion and commitment as they tackle their roles. Some will lead their assigned committees effectively and others will assume more passive roles.

One trait will set great private club board members apart from “those who also served.” It may not be evident at first and may take careful observation, but if you look closely, you will find a few of these superstars in every private club boardroom.

What is the distinguishing characteristic that sets these club leaders apart? Which trait do the most successful board members possess? Why have these superstars gained the respect of the rest of the board and most members?

The secret that great board members have discovered is the ability to ask the right questions. Not the most questions but the right questions. They have learned to communicate effectively not by dominating the conversation but by asking key questions.

One of those questions might be: “What kind of orientation process will the general manager provide as I begin my duties as a new board member?” The most effective board members have experienced a thorough orientation that gives them the framework to make informed, rational decisions. This orientation includes a complete physical review of club assets and an introduction to department managers.

Another question: “Are the roles and responsibilities of the board members, the general manager and the department managers defined in writing?” Model clubs have clearly outlined the role of board members in club governance and the role of the general manager and department managers in the day-to-day management of the club. This practice discourages “coloring outside of the lines,” which can happen without written guidelines.

A frequently asked question: “Has the club engaged in a strategic planning process, and do we have a written report that is updated on a yearly basis?” The most progressive and successful private clubs have developed a strategic plan that provides a template for ongoing success. Clubs that are not engaged in this process may find that they will be transitioning in the future to semi-private status or become good candidates for takeover by a management company.

An important question often asked: “How can we as board members effectively support the general manager/chief operating officer model of club management?” The best-managed and best-governed clubs have embraced this management concept because many club board members can relate to how effective this model is or how effective it has been during their business careers.

Another frequently asked question: “How can we as board members demonstrate a ‘unity of purpose’ once we have made a decision?” It doesn’t matter whether an issue has been decided unanimously or by a close vote. What matters is that once board members leave the boardroom, they support the decision and leave the details of their discussions in the boardroom.

Outstanding board members will ask many other questions during their tenure, but those five are certainly common in club boardrooms.

The secret to being a great board member is not how much you have to say but how good your questions are.

This much I know for sure.

THE BOARDROOM MAGAZINE – November/December 2024

“This Much I Know for Sure” is a regular feature in BoardRoom magazine beginning Fall 2022. Dick will share some of his reflections based on his 50-plus years of working in the private club business.

I have observed that truly successful private club general managers/chief operating officers have developed the skill of tapping into the rich resource they have sitting at their board tables: each board member’s expertise.

Too often club general managers overlook this resource, yet their board members are some of the most successful businesspeople in their community and maybe even the country. Why not tap into this rich reservoir of business expertise and talent?

Private club board members have volunteered their time and most of them would be honored if asked to contribute their knowledge-based experience for a better-governed club. Here are three strategies you can use at your club to benefit from this incredible resource.

First, your preparation for the new board member orientation is the perfect time to gather the information you will need regarding the talent each new board member possesses. I suggest a biographical data sheet similar to what was probably presented to the club shareholders when they elected the board members. You will want to expand this format, however, to include specific information outlining the accomplishments and expertise of each new board member.

Ask them to share some of their career highlights and most noted achievements. Make sure you have received approval of the draft version from your respective board members before publishing any of their biographical data. Explain to them that you will probably be calling on them to share some of their business knowledge as you manage the club, and it would help you to know as much about their careers as they are willing to discuss.

I am always pleasantly surprised at the eagerness of successful people to open up and share their stories. This information can be instructive for the general manager/chief operating officer, and many fundamental business success stories can be replicated and adapted to the private club environment. Some of the “best practices” I have seen model club general managers engage in often result from tapping into the business experiences of their board members.

The second strategy is to use the annual board retreat to develop the “experience model.” Have the retreat facilitator go around the table and ask each board member how many years of experience they have in their respective careers. With a typical nine-person board, this number can range from 250 to 350 years and higher. The facilitator will write that number on the flip chart and discuss the significance of the cumulative total.

Frequently, board members are surprised at the years of experience and the “collective wisdom” that sits around the board table every month. Once this resource is acknowledged, club issues and problems often don’t loom as large or seem daunting. There is a sense of confidence that no matter what issues might arise in a typical club environment, this governing body has hundreds of years of experience resolving problems.

The third strategy is “the office visit.” During my early years as a club manager, I was having difficulty with a particular board member. No matter what I did he responded negatively or, even worse, indifferently. And then I called him and made an appointment to visit him at his office. The ruse I used was that I wanted to discuss a couple of issues regarding the committee he was chairing, but I preferred to meet with him away from the club.

I found him cordial, and we covered the club committee issues within minutes. However, sitting in his office, I noticed a Notre Dame diploma on his wall. My brother-in-law graduated from Notre Dame and this provided the perfect “ice-breaker” as we chatted about their storied football program.

He then gave me a tour of his manufacturing facility, introducing me to every employee we encountered, and then suggested we have lunch at a nearby restaurant. From that day on our relationship changed. The dynamic shifted in a very positive manner; I don’t know why, it just did.

The office visit can be one of the most powerful strategies for a general manager to develop trust with board members. The management/governance dynamic will change positively and the club will benefit.

Mentorize your board members by engaging the above three strategies and your role as general manager will take a dramatic turn for the better. By tapping into the best business practices of your current board members, you will be viewed as a wise and resourceful general manager/chief operating officer who successfully adopts the expertise readily available at the board table.

THE BOARDROOM MAGAZINE – September/October 2024

“This Much I Know for Sure” is a regular feature in BoardRoom magazine beginning Fall 2022. Dick will share some of his reflections based on his 50-plus years of working in the private club business.