There are times in many clubs when the financial reality collides with emotion. Perhaps the numbers are saying one thing, while the room feels something very different. The conversation may be about dues increases or a capital assessment. Maybe the discussion is about a long-anticipated project that needs to be delayed. The numbers may be right, and the strategy may make sense, but the room itself is heightened with a sense of anxiety, and it feels anything but cool and calm.
This is when leadership is needed most, and the CFO needs to be present and visible.
We know that private clubs are not simply businesses, especially not to the membership. They are communities that are built on tradition, relationships, and shared interests. Clubs are often members’ “second home,” and therefore, when financial decisions affect dues, desires, services, or legacy projects, the discussion quickly moves beyond the numbers. It becomes incredibly personal.
Board members are asked questions and are expected to justify their decisions to other members. They may feel pressure from their peers and so finance committees and board members may divide. Some may advocate stricter financial discipline, and others may prioritize preserving tradition. Where is the CFO? Often, the CFO is smack in the middle of it all.
Courage Is Not About Winning
The courageous CFO is not focused on winning over the room. They know not to overwhelm with spreadsheets or to hide behind technical jargon. They also know that they should not dilute the message when the discussion grows tense. What they do know is that they need to create clarity and communicate clearly what the data shows. They explain the risks of delay and tell the story in a way that is understood, while presenting options and defining the long-term implications of each.
Then, they understand they need to listen, provide thoughtful answers to questions, and most importantly, remain composed. Sometimes, courage means temperance.
Saying What Needs to Be Said
When topics are sensitive, some financial leaders will soften the message, downplay the issue, or procrastinate about having the conversation, hoping circumstances will improve.
Hope, however, is not a strategy.
Credibility is built through consistency. When boards are sure that they will receive clear, accurate information, especially when the news is difficult, trust and credibility are strengthened. When is trust earned? Usually, not as much when all is well, as when decisions are complex, and the stakes feel high.
Reading the Room
Today’s boards often include accomplished current and former executives such as CEOs, entrepreneurs, investors, and CFOs. Financial discussions can become lively, so to speak. Effective CFOs are prepared and ready for what may be thrown at them. They anticipate the objections and concerns they may face and understand board dynamics. Their experience tells them when to lean into the details and when to refocus everyone on the club’s direction.
Equally critical is alignment and partnership with the head of the club (GM, GM/COO, CEO). Visible division between financial and operational leadership erodes confidence. Unified leadership reinforces stability. The objective is not dominance. It is direction.
The Cost of Avoidance
Avoiding financial realities may reduce short-term tension, but it almost always increases long-term consequences. When deferred maintenance compounds, reserve gaps widen, and the future dues increase becomes steeper, the members’ confidence begins to weaken. Addressing issues early may feel uncomfortable, but it does protect long-term stability. The courageous CFO understands this and acts accordingly.
Emotional Intelligence as a Leadership Advantage
Technical expertise is expected. What distinguishes exceptional CFOs is emotional intelligence. They understand the club’s culture. They recognize the energy in the room.
They frame recommendations in ways that balance fiscal responsibility with member experience. They remain steady when challenged because they are grounded in both the numbers and the mission, and confident that they are the expert in the room.
Clubs require financial discipline, but they also require hospitality, tradition, and community. The CFO who can honor both dimensions becomes indispensable.
Final Thoughts
We live in a world of rising costs, evolving member expectations, and increasingly sophisticated governance, and therefore, clubs need financial leaders who deliver hard truths with calm clarity while preserving trust.
Sometimes the most important responsibility of a CFO is not managing the numbers. It is safeguarding credibility. When credibility is strong, even some of the most difficult decisions can move forward with confidence.
HFTP Clubs Online – February 2026
Michelle A. Riklan, ACRW, CPRW, CEIC, CJSS is a Career Strategist, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE (KK&W). KK&W is the leading executive search and consulting firm in the private club industry. Michelle can be reached at 833-KKW-HIRE (559-4473) ext. 717 and at michelle@kkandw.com.