Actively challenging the status quo, not for the sake of disruption itself, but to create significant improvements, is a leadership attribute many clubs are looking for in their executive leaders. But how do you balance disruption and being disruptive in a private club environment?

A visionary approach to fostering change that stimulates growth and creativity while being ultra-aware of norms is a journey some of the most iconic leaders have navigated. Take for example legendary innovators like Jeff Bezos, Elon Musk, Steve Jobs, Danny Meyer, Will Guidara, and Sara Blakely, who transformed their industries by disrupting traditional modes of thinking and operating. As a result, their organizations experienced insurmountable success. While a disruptor who breaks old habits, evolves practices, and steps away from what’s expected can make a positive contribution to a private club, that same person can quickly become destructive if their approach isn’t harnessed carefully.

“Change is slow and hard in a traditional club operating environment. We approach our work at Interlachen like it is a 115-year-old start-up with our leadership team as its founders,” says Joel Livingood, General Manager/CEO at Interlachen Country Club in Edina, MN. “Start-ups are mission-driven. Founders are product (experience) and customer (member)-obsessed, and they know the details of their business – they act like owners. Start-ups also avoid bureaucracy in favor of agility, adaptability, and front-line decision-making. Clubs require more communication – and patience – but success favors the bold, and results build support.”

When a new General Manager/COO joins the staff, he or she must be additive to the club culture. This means they are listening, understanding, and researching to gain perspective on what has been done, what’s working, what isn’t working, and recognizing why. Thinking like a disruptor, the General Manager/COO questions standard operating procedures, considers new ways forward, presents new ideas, tries new things, and seeks out solutions to problems – but only after they have taken the time to build trust, fully understand, and made a point to learn first.

Amber Read, CCM, General Manager at Piedmont Driving Club in Atlanta, GA shares, “Leading change in a traditional club environment requires respect for the past and a clear vision for the future. It’s about understanding that disruption isn’t about breaking things, but rather about bending the rules to create new opportunities for growth. By fostering a culture that embraces curiosity, collaboration, and calculated risks, we’ve been able to challenge standard practice through thoughtful and intentional disruption. My approach has always been one of evolution over revolution, ensuring that progress aligns with the evolving needs of our members while preserving the core values that define the Club.”

Where a new GM/COO can quickly turn destructive, is when they start changing things to be like their previous club simply because of pride or comfort with that mode of operation. Or, when they make changes just for the sake of making change. Disruptors become destructive when they make too much change too quickly, causing turmoil among the members and staff.

Without patience, study, and relationship building, these forced changes can quickly damage the culture, cause key employees to disengage, and result in frustrated members.

A new committee or board member is much the same. While their fresh perspectives, new ideas, and creative energies are valuable and beneficial, they must first listen to and recognize long-term strategic goals, identify where the challenges really are, and hear out what’s worked in the past. Simply coming into volunteer leadership and shouting out ideas or demanding certain changes be made leads to destruction. There are practices and strategies that must be acknowledged and honored. Club executives and volunteer leaders must first come together on long-term plans before they can collaborate on enhancing productivity, improving outcomes, and driving sustained success.

Keys to be a positive disruptor at your club:

• Be additive to the culture.
• Do not force change for personal gain or for the sake of change.
• Listen more than you talk and ask questions.
• Take time to reflect on what works/worked and what doesn’t/didn’t.
• Put together a plan for communicating the need for change.
• Be mindful and intentional about how you present new ideas.
• Drive change that impacts organizational harmony and member satisfaction.

Club Executives, Boards, and Committees should consider the following:

• Evaluate and make incremental changes.
• Navigate being patient without sitting on your hands for too long.
• Bring fresh ideas but also keep pride in history, tradition, and groundwork.
• Steer clear of “This is how we do it in my business, this is how we should do it at the club
  too.”
• Identify the difference between the true values of the club and practices/programs that
  have become bad habits.

By building a culture that embraces change and promotes continuous improvement, club leaders can be catalysts for continued growth and relevant evolution. Club leaders who push boundaries, value new ideas, embrace new technologies, and aim to improve facilities, programming, and operational efficiency naturally position themselves as disruptors.

“In leading innovative programming within traditional club environments, I’ve focused on striking a balance between honoring long-standing traditions and introducing fresh, forward-thinking ideas,” says Brett Morris, General Manager/COO at The Club at Admirals Cove in Jupiter, FL. “For instance, we’ve engaged new technology across all departments to streamline operations and enhance member interactions. We’ve also placed a strong emphasis on wellness and sustainability practices, integrating them into our daily operations and long-term planning. Additionally, we’ve made constant investments in our facilities and staff, ensuring that both remain at the forefront of industry standards. By fostering a culture that encourages creative problem-solving and open dialogue, we’ve been able to challenge the status quo in ways that drive meaningful improvements. This approach has not only enhanced the member experience but has also positioned our club as a leader in embracing change while respecting our rich heritage.”

Striving to be additive to the club, encouraging creative thinking, and focusing on strategic change brings forward momentum. Simply forcing change without proper understanding quickly becomes destructive.

Jeffrey McFadden, CCM, CCE, and The Union League of Philadelphia are a perfect example of understanding innovation and historical club value offerings. Over the past two decades, the club has strategically expanded from a traditional city club in Philadelphia to owning a restaurant for members in Stone Harbor, New Jersey, acquiring three different premiere golf courses, offering a car service to members, hosting a luxury suite at the Wells Fargo Center, providing members premiere parking in a neighboring parking garage, along with numerous other unconventional member benefits. As a result, the club has grown to become a Five Star Platinum Club with over 3,500 members and has been recognized as the #1 City Club in the nation numerous times.

A forward-thinking approach to enhancing the member experience is crucial for sustaining relevance and exceeding expectations, and the commitment to innovation and excellence shouldn’t stop with the members. Equally important is a dedicated progressive mindset within the club’s staff and team. Just as members deserve the best, so does the team that supports them. Investing in the growth, development, and well-being of the club’s staff is essential for creating a cohesive and motivated workforce that will deliver exceptional service and drive the club’s success from within.

Carmen Mauceri, CCM, ECM, General Manager/COO at The Club at Mediterra in Naples, FL shares, “In a traditional club environment, leading innovation requires more than just introducing new ideas— it’s respecting established values and developing a culture that embraces change as a pathway to growth. By focusing on employee engagement and creating facilities and programs that address both personal and professional development, we’ve been able to not only empower our team but also enhance our operations and drive meaningful improvement within our club. It’s about challenging the current state to thoughtfully improve the experiences of both the Membership and the Team.”

By questioning the conventional, we open doors to new possibilities, nurturing an environment where thinking outside the box thrives and meaningful growth becomes the constant. The path of disruption may be adventurous and uncomfortable, but it is through this courageous and well- thought out pursuit of improvement that we create a lasting, positive impact. We hope this article will inspire you to lead with purpose, disrupt with intention, and shape a future for your club where change is not feared, but appreciated for making possible a sustainable and enduring private club.

CLUB DIRECTOR – Fall 2024