Newsletter Volume 2

It’s Definitely Not All Bad News in the Club Industry These Days

In the course of our many travels around the country visiting and working with clubs of all types, we get to see some truly great leaders, and very enlightened and energized club operations. I recently had the good fortune to see three such operations first hand while conducting board retreats and a member ‘ambassador’ committee focus group.

The first club was holding its first off site board retreat wherein the new GM/COO was looking to both identify and prioritize goals and objectives for 2011, and also ensure that the board continued its already respectful, committed and energized ways. Getting off site at another club that had accommodations was the first key. Then, starting with an initial “what does our club of the future look like” discussion over dinner, the board became very introspective and thoughtful, recognizing that discussions the next morning would really start to clarify a number of scattered and unfocused discussions from the past year.

The next morning began with an insightful look at ‘best practices’ of boards and in club governance around the country, recognizing that the ‘same old, same old’ ways just don’t work very well any longer. That led into a full and balanced discussion of the club’s real strengths (to be leveraged), weaknesses (to be mitigated), opportunities (to be capitalized on) and threats (to be ever vigilant of). We were able to gain real consensus and had a great airing of thoughts and perspectives on each of these issues.

But, the REAL key in this case, was to see this group take the same approach (SWOT) to evaluate THEIR OWN performance as a board. Listening to them challenge one another (in a very positive way), support one another, and really ‘look in the mirror’ at themselves, how they make decisions, how they treat one another, and so on was really a wonderful thing. While I wouldn’t characterize it as a ‘group hug’ or ‘intervention’ as the group was already high performing and focused, it really gave them all pause for thought and reflective awareness of their roles and responsibilities in the greater well being of the club as a whole.

I have little doubt that as we monitor the future of that club, it will be one that out performs its neighbors in a very competitive club market!

The club where I was able to view and assist with a focus group session had a much different focus on its intended result, but nonetheless was impressive with its goal and execution.  Like many

[most?] clubs these days, this one would love to have about 40 more members than it does at present. Its manager recognized that it needed someone dedicated full time to the recruitment effort, beyond the traditional membership committee, which had highly variable results each year depending upon the dedication of its chairperson.

They recently hired a full time membership director and were looking to help her with an initial prospect list, as well as other thoughts to help identify prospective members to this well-established club. In this round table, focus group-like setting, we again employed the SWOT method of recognizing the member attendees’ perspectives on the club’s historical membership process, as well as its retention efforts. Being able to facilitate it to keep all discussions positive, productive and goal focused was my role.

In the end, the large number of attendees who were being asked for their input, suggestions and support were energized and the positive discussions led to a strong commitment for continued involvement and support of this ‘new normal’ world of necessary recruitment. It further focused the fact that existing members can be their own ‘best’ and ‘worst’ enemies in the recruitment and retention effort if always focused on what’s wrong rather than what’s right with the club. And, it gave the board in this case, welcome support to deal with the bad behavior exhibited by a few members, which this group identified as being a hindrance to attracting new members.

Please go on to the next page of Club Industry Good News…

It’s Definitely Not All Bad News in the Club Industry These Days2019-09-04T20:00:37+00:00

Strategic Planning in Private Clubs – Who Should Take Charge?

Less than ten years ago at a CMAA World Conference educational session Bill McMahon of the McMahon Group asked those in attendance how many clubs represented had a strategic plan? The answer was less than ten percent! Fortunately when that question is asked today, the answer is often more than thirty-five percent and climbing. So what are club executives coming to realize that those in the other business world have known for some time; a strategic plan has the following characteristics:

  • It is a road map for the future of the club.
  • It is not just a Capital Plan, but a combination of identified issues, needs, goals and objectives to help ensure the perpetuation and continued viability of the club.
  • It determines who and what you are, and what purpose you serve as a club.
  • It helps you understand what sets you apart from the competition.
  • It helps prepare for and manage change, which is inevitable in today’s club world.
  • It allows for stability and continuity in club governance.
  • It provides the club management team with clear and measurable goals and objectives.
  • It is about being proactive rather than reactive.
  • It is one of the common denominators found in today’s top performing clubs.

In Jason Jennings’ best seller Hit the Ground Running almost every one of the top ten corporate executives chronicled highlighted the importance of a strategic plan in their company’s success. So what parallel can we draw to the private club industry? Clubs with successful, active strategic plans usually have three key players driving their plan; a President or Committee Chair, a Facilitator and their General Manager/COO! So why should the general manager play such a key role in ensuring the success of the Club’s strategic plan? Often he or she is the keeper of the plan. Remember that in most clubs a board can completely turnover in six years, and according to CMAA Past President Michael Leemhuis’s research for his MCM on Leadership, the average tenure for a private club general manager is now in excess of seven years. Also as indicated earlier in this article, the strategic plan is a road map for the club, and it provides the club management team with direction and clear and measurable goals and objectives. Thus, it is apparent that a well developed and active strategic plan will benefit both the Club and the management team, another well known fact in the corporate world. That is why most successful corporate executives take charge of their company’s strategic plan and why many of the successful clubs that we have seen have General Managers/COO’s who work closely with their Boards and Facilitator in doing the same. Unfortunately we have also seen the reverse, where a strategic plan is not properly implemented and thus the Club does not realize the true benefits because the General Manager does not “buy-in” to the plan and take a leadership role. It is important to point out that for a strategic plan to be successfully implemented in a private club, it has to be embraced by the overall membership, not just the board and management. It needs to be the Club’s plan which has been developed by the board and management with “buy-in” from the membership. Only then can it be successfully implemented with club management playing a significant leadership role. This is the model that is seen at today’s top performing clubs. – JS

John R. “Jack” Sullivan, CCM Jack is Vice President of Hamilton Harbor Yacht Club and provides consulting services to private clubs. He specializes in strategic planning and other private club operational issues.

Strategic Planning in Private Clubs – Who Should Take Charge?2019-09-04T20:00:37+00:00

Setting You Up for Success!

As coaches for CMAA our role is to help industry professionals raise their professionalism and their security. People come to coaching calls with various goals and outcomes in mind. We often get the opportunity to work with people in transition, many of whom are getting ready for the next chapter in a career and life. If this is where you are we would suggest you give us a call at 1-866-822-3481 to use your CMAA benefit and get the support of a coach in reaching your next goal. Here are some of the things we suggest you consider if you are getting ready to interview for a new opportunity.

  • There is a difference between a job and the right job.
  • Show up authentically! You can act the part or be the part, be the part!
  • Take a look inside and truly know what you are selling.
  • Eliminate recycled beliefs and behaviors that can get in the way.
  • Get past matters that are unresolved. Don’t take previous pain into the interview.
  • Learn to get your needs met and show up attractively.
  • Find the energy you are going to need to do the job brilliantly.
  • Get clear on how you are going to live your life, and how you will do your job.

Kevin MacDonald and Shelley MacDougall 

Kevin MacDonald and Shelley MacDougall are the coaches for CMAA and a coaching resource for Kopplin & Kuebler.

Setting You Up for Success!2014-12-22T21:05:29+00:00

Have You Completed Your Security Audit?

We are all again in that “start of the new year” review mode. You may have reviewed your position descriptions, updated your insurance policies, prepared your operating budget, and looked over and spruced up the menus, but have you reviewed your security program? Chances are you may not even have one. It doesn’t take a Herculean effort, but the payoff might be beyond price. I don’t like to be the voice of doom, but putting in a little time on the front end in the security world can payoff big. The trouble is that, if you are successful, no one will know what a great job you did. A security plan is something like an insurance policy- if you spend the time in preparation now, you may get the payoff later. But the security plan is better in one way. If you do it right, you may not have that problem later. Do an audit of your property. A simple walk through and review by you, the GM, is better than nothing. A full audit by your security director or a consultant is even better. Here are the basics:

  • Look at your locks. Make sure they are high quality deadbolts. Make sure you know who has keys. If you are not sure, get them re-keyed.
  • Have a functioning quality alarm system, and use it. Be sure to have cellular backup on the monitoring system.
  • LOOK at your exterior lighting at night. Does it cast light on the areas that a burglar would prefer to have dark?
  • Check your security attitude. Are your security policies up to date? How are your information security protocols? Are you following your policies?
  • Do you have a surveillance system? Remember that cameras are only good if you can actually see a usable image.

These few points are enormously simplified and are really intended to get you started thinking. Security is not overly complicated, but it takes your focus. You have to look at it like anything else at your property. Consider, review, act. Be safe! – KP

Kevin R. Peters Kevin Peters is a retired federal agent and former club manager who conducts the candidate backgrounding for Kopplin & Kuebler, LLC. He is also owner of KR Peters Security, LLC, a security consulting company primarily servicing the private club industry.

Have You Completed Your Security Audit?2019-09-04T20:00:37+00:00

Ask Nan: “What can I do to prepare for the interview?”

We are always asked by candidates “What can I do to prepare for the interview?” We provide the candidates with all of the tools to be successful at the interview with information on the club, the search process, how to dress, etc. There is, however, sometimes another aspect of the interview process that gets overlooked. The candidates that are invited by a Search Committee to come to a club to interview are all, in our estimation, qualified to do the job and should consider themselves the final candidate. That being said the interview is not a ‘tire kicking’ opportunity. Candidates should have sincerely discussed their career objectives and the consequences of being selected as the final candidate with their spouse, families, etc., and be prepared for the possibility of being selected. Securing, in advance of an interview, their full support in making the transition to a new club, and most times a new location, is one of the most important aspects of the process. It’s not fair to our clients when someone ‘kicks the tires’ and hasn’t made a sincere attempt to ensure that, if selected, they have the full support of their families, surprising us and the club by suggesting that they then have to have this “family” conversation. There are other things for candidates to keep in mind as well:

  • When making your travel arrangements, do so with the host club’s financial interests at heart since they will be reimbursing you, i.e., no first class airline tickets, making arrangements as much in advance as possible to take advantage of advance fares, etc.
  • Be candid with your search director (Dick or Kurt) regarding any other opportunities that you are considering simultaneous with the one you’re in. Our firm doesn’t ‘own’ you during a search, but all of this work is based on ‘trust’. We need to understand other impacts on the process, which at times include a candidate’s interest in another position not being served by our firm. Knowing those situations in advance has actually been advantageous for candidates, and certainly has never caused someone to be excluded from an invitation to interview.

If you have questions about anything, just ask us! Here’s wishing you a safe and Happy Holiday season! – NF

Nan Fisher Nan has worked with Dick Kopplin for over 10 years. She is the Administrative Manager at Kopplin and Kuebler. E-mail your “Ask Nan” questions to:

Ask Nan: “What can I do to prepare for the interview?”2019-09-04T20:00:37+00:00
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