Long ago, when I attended the Hospitality Business School at Michigan State University, I recall one management text that described club management as having characteristics like a “family.” At the time that seemed a strange description for a management style.
Since then, while I have forgotten much of what those management tomes had to say, the description of club management in terms of a family keeps coming to mind. Especially when clubs are dedicated to developing team members in a culture of trust and growth.
In my experience, the reference to a family-mindset in club management is proven by the close relationships that are the hallmark of any successful club community. Of the many club operations that my colleagues at KK&W and I have observed, the most successful clubs are those with a culture that values and uplifts their staff members. It is a culture that is manifested by growth, both personally and professionally.
A family-like management style feels warm and collaborative. Leaders are supportive; caring, approachable, and invested in everyone’s growth. They foster trust, so people feel safe sharing ideas or mistakes. Communications are open, with loyalty and mutual respect at the core. But this family-like culture is not without boundaries. Expectations are clear, and accountability firm. From a family perspective, does that sound familiar? There is downside to this style of leadership. It can blur professional lines or breed favoritism if not balanced. Still, it builds tight-knit teams that stick together through tough times. I have observed this approach to management repeatedly, and practiced it myself, and found it very effective.
TEACHING AND COACHING
One way that clubs exemplify this family-mindset is by teaching new skills and offering coaching services to team members.
Before I retired from the Detroit Athletic Club, we as a management team committed to developing a cadre of coaches and teachers within the ranks of the venerable DAC. What better way could we put our desire to help our team members grow personally and professionally than to become proficient in teaching and coaching throughout the organization? Now, five years after my retirement, that DAC commitment is as strong as ever.
Their growth mindset was affirmed recently when I stopped by for a short visit with the DAC Athletic Director Rob Barr who is celebrating his 25th anniversary at the Club. Over those successful years of growth, besides being an award-winning Athletic Director, Rob has developed as an effective teacher of DAC club culture and as a regular results-oriented coach of team members.
Rob and I discussed the arc of coaching engagements from start to finish. We had an interesting discussion that will help to provide additional insight for an upcoming webinar. Shortly, my KK&W colleague Marcie Mills and I will be presenting a webinar on coaching titled, “Fix it or Exit? Proven Tactics for Coaching Underperformers.” That discussion will cover not only when a coaching engagement should be concluded but more importantly how it should start.
CLARITY
Following the attributes of a family style leadership approach as outlined above every coaching engagement and training workshop should begin with clear expectations, a palpable trust between the coach and coachee or trainer and trainee, open communications, and a stated agreement that accountability is essential for progress. If there is no measurement there will be no improvement.
In essence coaching exemplifies the family-mindset of leadership by patiently helping others and being empathetic while
providing honest feedback without judgement. It is a dynamic process that charts a course of growth where the coach is aligned with the coachee’s vision of themselves, their capabilities, their circumstances and career path.
Goal achievement while deploying something new and better is the ultimate objective.
To have a great finish to any initiative, like coaching, is dependent on why we chose to begin that initiative in the first place. What was the goal we had at the onset and what did we intend to achieve? A good beginning presages a good ending. Both ends of the spectrum must be carefully thought out.
A family-mindset to leadership can serve as a solid foundation for building trust and growth that are essential for a great club culture. To be successful in the club business is to be at heart a person who cares for the wellbeing of others for we are a relationship-based business. The most successful clubs are those with a culture that values and uplifts their staff members. There is value to the discipline of deploying a family-mindset to leadership and could make the difference between being good or great.
THE BOARDROOM MAGAZINE – November/December 2025
J.G. Ted Gillary, CCM, CCE, ECM, CMAA Fellow, Coach, Search & Consulting Executive, KOPPLIN KUEBLER & WALLACE. He can be reached via email: ted@kkandw.com.