People Strategy

At a private club, culture and brand are not two separate forces. They are two sides of the same coin, and together, they define how your members experience and perceive everything about your club.

General managers and boards often invest heavily in facilities, programs, and communications, but overlook a crucial truth: your internal culture is your brand.

It’s beyond what you say. It’s what members feel every time they interact with a staff member, step onto the grounds, read a club update, or attend an event.

The good news? Culture and brand are not fixed. They constantly evolve and they are both leadership-driven and leadership-shaped. With intention, clarity, and action, general manager/COOs have the ability to strengthen both. And, in doing so, create a more vibrant, loyal, and thriving membership experience.

How Culture and Brand Are Connected
”We often describe a brand as the perception of your club in the eyes of members, staff, and the broader community. Culture, meanwhile, is the reality of how your people interact, communicate, and deliver experiences every day,” explained Derek Sussner, founder/creative at Sussner. “Together, these two forces create the club’s atmosphere, identity, and reputation.”

When the internal culture is strongly aligned around shared values, consistent service expectations, and authentic member interactions, the brand becomes more compelling, more trusted, and more magnetic.

”Strong cultures don’t happen by accident,” confirmed Thomas B. Wallace III CCM,CCE,ECM, partner at KK&W. “They are built intentionally by leadership. Every club has two distinct cultures: the membership culture and the team culture. The most successful clubs we see working across the private club industry invest in both, ensuring that staff behavior and member expectations evolve together toward a shared vision.”

Ultimately, the strongest and most admired club brands are the ones where internal culture and external brand are indistinguishable. Where what members are promised and what they experience are one and the same.

Where Misalignment Happens
Culture and brand begin to fall out of sync when leadership assumes that one will naturally follow the other, without ongoing clarity and reinforcement.

“At Sussner, we see misalignment when member communications, visual identity, or marketing tell one story, but the member experience tells another,” explained Sussner. “For example, a brand that looks highly formal and traditional may confuse members if the actual culture is warm, casual and charismatic.”

These gaps between perception and reality create distrust, dilute loyalty, and ultimately weaken the club’s position in the market. KK&W has seen similar disconnects operationally.

Wallace agrees, “Breakdowns happen when leadership sets a vision, but the team hasn’t been properly equipped with the tools, training, or clarity to deliver it. Poor communication, inconsistent onboarding and a lack of day-to-day reinforcement lead to friction between what leadership intends and what members experience.”

Often, surprise is the first warning sign. When members or guests say, “I thought this club was different,” whether positively or negatively, it’s a clear signal that culture and brand need to be realigned.

How Leadership Can Operationalize Culture
So, how do GMs and boards move from concept to action?

It begins with the recognition that culture must be made operational, visible, understandable, and reinforced on a daily basis.

“KK&W guides clubs to shape their internal culture using what we call the Six Cs,” shared Wallace:

• Clarity: Clear purpose, clear roles and clear expectations.
• Communication: Extraordinary, transparent dialogue across leadership, staff, members and the board.
• Collaboration: Teams that work together toward shared goals, not silos.
• Collegiality: Mutual respect across all levels of the organization.
• Cultivation: Ongoing investment in team development and club improvement.
• Challenge: A dynamic environment where constructive challenges lead to continuous growth.

“When leadership intentionally nurtures these six elements, culture evolves naturally and powerfully,” Wallace continued.

Sussner complements this approach with brand-building tools that bring culture to life for staff.

“Rather than relying on lengthy mission statements tucked away in an employee manual, we encourage clubs to create simple, actionable brand guidelines that show, not just tell, what living the brand looks like day-to-day,” added Sussner.

Some of the most successful clubs use storytelling to make brand values tangible.

During onboarding, they share real-life examples of how staff members have delivered on the brand. They introduce simple rallying cries like internal credos or brand mottos that are easy to remember, and even reward staff for demonstrating them.

KK&W brings this to life with tactics like branded coins or bracelets engraved with a club’s credo. Staff who can recall and demonstrate the credo in action are rewarded on the spot, reinforcing that culture isn’t just talked about, it’s lived.

The key is consistency over time. Orientation is important, but it’s what happens after orientation, when leadership isn’t present, that determines whether the culture thrives.

A Call to Action for General Managers
Culture is not a side project. Brand is not just a marketing exercise. Together, they are the most powerful tools you have to shape member satisfaction, team performance, and long-term club vitality.

The encouraging reality is that you don’t need a full rebrand or a massive cultural overhaul to start making an impact.

• Clarify your expectations internally.
• Refresh your onboarding process and reinforce the club’s values with staff.
• Align your operations, communications, and leadership behaviors with the brand story you want members to experience.

Every step you take to strengthen your culture strengthens your brand. And, every step you take to clarify your brand reinforces your culture.

In today’s evolving club landscape, where member expectations are higher than ever, the clubs that thrive will be the ones where leadership doesn’t leave culture and brand to chance.

They will be the clubs where culture and brand are one, and where every team member understands their vital role in delivering it.

Sussner – July 2025

Sussner is a Minneapolis-based branding firm specializing in helping private clubs define, design, and deliver brand clarity. With a strategic and creative approach, Sussner partners with clubs to modernize their brand identity, strengthen member engagement, and elevate their market perception.

Country clubs are a unique sector in the hospitality industry. They combine the sophistication of championship golf, fine dining, and recreation with a strong emphasis on personalized service and community. To maintain this balance, clubs rely heavily on a well-trained, loyal, and efficient workforce. Yet, many clubs—especially smaller ones—face challenges when it comes to recruitment, retention, and employee training due to limited HR resources.

Enter artificial intelligence (AI). Once considered the domain of large corporations, AI is now accessible and incredibly valuable for clubs looking to modernize their human resources operations. Whether it’s finding the right team members, keeping them engaged, or helping them grow, AI offers practical solutions that directly impact service quality and operational efficiency.

Smarter Recruitment for a Diverse Workforce
Country clubs often employ a diverse staff—from golf pros and groundskeepers to hospitality staff and event coordinators. Managing recruitment across such a wide range of roles can be daunting. AI can streamline this process by helping clubs identify and attract top candidates more quickly and accurately.

AI-powered applicant tracking systems (ATS) can analyze resumes, flag promising candidates, and even suggest interview questions tailored to specific roles. This reduces the time club managers or HR generalists spend sorting through applications and ensures more consistent hiring decisions.

AI can also be used in the early interview stages. Some clubs are adopting video interview platforms that use AI to assess a candidate’s communication style, enthusiasm, and soft skills—qualities critical in member-facing roles. By standardizing the evaluation process, clubs can make better hiring decisions based on data, not just instinct.

Boosting Retention with Predictive Insights
Staff turnover is costly and disruptive, especially in a member-centric environment like a club, where consistency and rapport are key to a positive experience. AI tools can play a pivotal role in identifying employees who might be at risk of leaving—long before they hand in their notice.

For example, AI systems can track behavior patterns such as late shifts, increased sick days, or decreased performance scores. If an employee who’s usually punctual and energetic begins to show signs of disengagement, the system can flag it for management to investigate and address proactively.

Additionally, AI-powered surveys and sentiment analysis tools can gauge employee morale and identify areas for improvement in real-time. Whether it’s dissatisfaction with scheduling, a lack of career growth opportunities, or interpersonal conflicts, AI helps surface these issues early—before they lead to resignations.

Personalized, Scalable Training Solutions
Training is at the heart of excellent service. Club employees are expected to uphold high standards and often wear multiple hats. AI can enhance training by delivering personalized, efficient, and engaging learning experiences.

Instead of static training manuals or one-time workshops, AI platforms can provide interactive, role-specific training modules. A banquet server, a tennis instructor, and a receptionist each have different training needs—and AI can adapt content to match. These systems also track progress, quiz retention, and offer additional support in areas where learners struggle.

Moreover, AI can create virtual simulations of common service scenarios. New employees can practice responding to a dissatisfied member, handling a scheduling conflict, or managing a high-end event through realistic simulations—without risking real-world errors.

Automating HR Operations for Greater Efficiency
Beyond recruitment and training, AI is a powerful tool for automating everyday HR tasks—something especially beneficial for clubs with a small HR department, if any. Timekeeping, payroll, benefits administration, and scheduling can all be streamlined with AI-driven systems.

One of the biggest advantages is predictive scheduling. AI can analyze patterns in member activity, seasonal trends, and past events to help create optimal staff schedules. This ensures adequate coverage during busy times like holiday weekends or tournaments while minimizing excess labor costs during slower periods.

A Competitive Edge for Progressive Country Clubs
Implementing AI doesn’t require a massive investment. Many tools are available as cloud-based services with scalable pricing models, making them accessible even for smaller clubs. The real value lies in how AI enhances member experience through better-trained, more engaged staff.

By freeing up management to focus on strategy and member satisfaction, AI allows clubs to operate more efficiently while preserving the personal, high-touch service they’re known for. In an industry where reputation and consistency are everything, leveraging AI in HR is not just a smart move—it’s a strategic necessity.

Try it out for Yourself
Jumping into AI use may be a bit intimidating at first, but here are a few ways to test the waters.

First, check out OpenAI such as ChatGPT. Here you can use some simple prompts to generate great (and free!) information. Here are a few of my favorites:

For Job Description Creation & Optimization:
– “Help me write an inclusive and engaging job description for a [Job Title] in [Industry/Company Type].”
– “Summarize the key responsibilities and qualifications for a [Job Title] role.”

Resume Screening:
– “Create a checklist of must-have and nice-to-have qualifications for a [Job Title].”
– “Review the following resume and tell me if it matches this job description: [paste job description] / [paste resume].”

Interview Planning & Questions:
– “Generate a list of behavioral interview questions for a [Job Title].”
– “Write a structured interview scoring rubric for evaluating candidates for a [Job Title] position.”

Training & Development
– “Create a 10-question quiz and answer sheet on this menu.”
– “Share examples of development activities for a food server to become a food and beverage manager.”

Workplace Behavior
– “Create a disciplinary action for an employee with a [Performance Issue].”
– “Create a disciplinary conversation for a manager to use with an employee who has excessive absenteeism.”

Coaching & Feedback:
– “How do I talk to an employee who is being disrespectful to coworkers?”
– “Generate weekly check-in questions for a team member on a development plan.”

Documentation & Policy
– “Draft a formal write-up for violating the company dress code.”
– “Help me write a clear policy reminder about using personal phones at work.”

When you don’t know where to start or what to say, ChatGPT can help kickstart action.

Second, reach out to your HRIS/Payroll System provider. Most resources such as Paylocity, Workday, UKG, ADP, Paycom, etc have AI components built right in them. They can help you screen resumes, automate communication with candidates, and incorporate AI into communication and performance management with your current team. You may need to enhance your subscription, but the efficiencies these AI resources provide will pay for themselves in the long run.

AI is Not Going Away so the Time is Now
AI offers clubs the ability to modernize and streamline their HR functions in ways that directly benefit both staff and members. From recruiting and retaining the right people to offering smarter training and more efficient operations, AI brings a level of sophistication and support that matches the values of the club itself. For clubs looking to stay competitive and provide exceptional experiences, now is the time to embrace the future of human resources.

Club + Resort Business – April 2025

Jodie J. Cunningham, SPHR, SHRM-SCP is a HR/Talent Strategist, Consultant and Search Executive with KOPPLIN KUEBLER & WALLACE. She can be reached via email: jodie@kkandw.com.

Every word spoken—whether to a member, colleague, subordinate or manager—can contribute to a positive, respectful environment or undermine the overall morale. One particular phrase that stands out to me as detrimental is “do me a favor.”

For example, the food and beverage director asks a restaurant manager, “Do me a favor and fix the table setups in the main dining room.” On the surface, it may seem like a harmless request, but the condescending undertone is unmistakable. It’s as if the director is saying, “Do me a favor and do your job,” which is not a favor at all. The server’s role is to ensure that the tables are ready for service, so framing it as a personal favor implies that the task is an inconvenience to the director rather than part of the manager’s responsibilities.

Language plays an outsize role in shaping the culture of a high-touch service environment like a private club, where every member’s experience matters. A simple change in wording can drastically shift how workers perceive their tasks and roles. When leaders misuse phrases like “do me a favor,” they risk souring the collaborative spirit essential for team success.

WHY “DO ME A FAVOR” HURTS TEAM MORALE
The phrase “do me a favor” carries implicit assumptions. It suggests that the person making the request is asking for something outside the ordinary that may require extra effort. However, when used in a context where the task falls squarely within the employee’s job description, the phrase trivializes the employee’s role and can seem dismissive. Instead of fostering a sense of shared responsibility, it can make the worker feel belittled.

Employees—from the pro shop staff to the groundskeepers and kitchen crew—are expected to work together seamlessly in a private club setting. Every role is integral to maintaining the club’s high standards. When management or colleagues misuse language, even unintentionally, it can create an environment where employees feel undervalued.

Let’s consider another example. A golf course superintendent says to a groundskeeper, “Do me a favor and make sure the bunkers are raked.” The message might be clear, but the phrasing subtly implies that the task is a personal favor rather than an essential part of maintaining the course’s standards. Over time, this type of communication erodes respect, making employees feel their work is not recognized for its inherent value.

OTHER PHRASES THAT CAN SOUR WORKPLACE CULTURE
The “do me a favor” mentality isn’t the only linguistic trap managers and co-workers can fall into. Other phrases that may seem benign but can have similarly negative effects on team morale are:

1. “It’s not that difficult.” This phrase is often used when someone believes a task should be easy, implying that the employee’s struggle is due to incompetence. For instance, a clubhouse manager might say to a server having a problem with the POS, “It’s really not that difficult, you just need to …” The assumption that a task is easy for one person can make the recipient feel inadequate or embarrassed.
2. “You’re lucky to have this job.” Sometimes used to motivate employees, this phrase has the opposite effect. It frames employment as a favor given to the worker rather than a mutual agreement where both the employee and employer benefit. In a private club, where staff often take pride in their work, this phrase can be particularly demoralizing, stripping away the sense of partnership that should exist between employer and employee.
3. “That’s not my job.” While used in response to feeling overburdened, it can also serve as a roadblock to teamwork. In any club setting, everyone’s efforts contribute to the overall experience. Saying “That’s not my job” when asked to help out during a busy time can alienate co-workers and send the message that you’re unwilling to contribute beyond the bare minimum.

SHIFTING THE DIALOGUE FOR A HEALTHIER WORKPLACE CULTURE
So, how can we shift our language to create a more positive and respectful culture? It starts with reframing how we ask for help or delegate tasks. Instead of saying, “Do me a favor and fix the table setups in the main dining room” try “Please fix the table setups in the main dining room.” This subtle change respects the worker’s role by framing it as a task rather than a personal favor.

Similarly, rather than using condescending phrases such as “It’s not that hard,” a more constructive approach would be offering support: “Let me know if you need any help with POS.” This would open the door for collaboration and demonstrate respect for the challenges others may face.

At the heart of a successful workplace is respect. Private clubs rely on their staff to create a seamless experience for members, and how staff communicate is critical to maintaining a harmonious environment. Leaders and managers set the tone, and by paying attention to their language, they can foster an atmosphere where employees feel vlaued, respected and motivated to contribute. The words we choose in the workplace matter. In a private club’s fast-paced, service-driven environment language can either lift or tear down employees. By avoiding saying “Do me a favor,” “It’s not that hard,” and “You’re lucky to have this job,” managers and co-workers can ensure they aren’t inadvertently undermining the very teamwork they seek to promote. When communication is respectful and clear, the workplace becomes more efficient and a place where employees feel recognized for their valuable roles.

As leaders and colleagues, it’s essential to watch our language.

THE BOARDROOM MAGAZINE – January/February 2025

Michelle A. Riklan, ACRW, CPRW, CEIC, CJSS, is a Certified DiSC Trainer Career Strategist, Search and Consulting Executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries. Michelle can be reached at (908) 415-4825 and at Michelle@kkandw.com.