After decades of working with hundreds of clubs across the country, we have seen what separates functional club leadership models from truly exceptional ones. High-performing board members don’t just attend the meetings, they drive progress. These boards are aligned, strategic, purposeful and accountable to the club’s mission and to one another.
High-performing boards recognize that good governance is not an event, it is an ongoing process. Many elements must be aligned for a club to have effective governance. It requires a clear vision, defined roles, transparent communication, strong leadership, and a culture of trust. But at the foundation of it all are quality board members who understand their role and see their responsibility as an essential pillar of the club’s long-term success.
GMs and COOs who have great boards know what a gift that is. The best board members understand that their role is strategic governance, not day-to-day management. They come prepared, ask thoughtful questions, and keep discussions focused on what matters most. They act as ambassadors for the club, modeling its culture and values, while providing the continuity and perspective needed for long-term stability. Most importantly, these board members trust their professional staff to execute initiatives and they show that trust through support, gratitude, and collaboration.
At the center of a high-performing board are individuals who are willing to serve. The caliber of a board is only as strong as the commitment, mindset, and character of the members who serve on it. Board members who insert themselves into daily operations, pursue personal agendas, undermine staff, or disregard established processes make the GM’s role exponentially more difficult. Their actions erode relationships, stall progress, and create conflict. Their presence diminishes the experience for others and distracts the board from its core purpose: stewarding the club for the benefit of the entire membership.
Private club boards add the most value when they elevate conversations beyond personal interests and focus on what’s best for the entire membership. Their ability to think strategically, support management, and steward the club’s mission, ensures the board is not just functional, it’s a driving force for progress and sustainability.
SIX WAYS VOLUNTEER LEADERS ADD REAL VALUE — WITH DO’S & DON’TS
The following principles are recommendations for board members to make a great impact while working in partnership with management:
- Drive Membership Culture.
Be a visible and constructive influence within the membership. Great board members lead by example, reinforcing civility, inclusion, and a positive member experience through their behavior and communication.
Do: When a member complains about a club policy, listen respectfully and direct them to the GM or appropriate committee chair. Use it as a chance to model professionalism and support the process.
Don’t: Engage in gossip or take sides in member disputes. It undermines management and the perception of unity on the board. - Support Capital Planning and Funding.
Advocate for smart, long-term investments that align with the club’s future. Help members understand the “why” behind projects and funding mechanisms, ensuring transparency and understanding.
Do: Help communicate the reasoning for capital projects: why they’re needed, how they were prioritized, and how they benefit the membership experience.
Don’t: Say “I don’t agree with this project” once the board has voted. Undermining collective decisions erodes member confidence and weakens the board’s credibility. - Recruit and Develop Future Board Talent.
Clubs should always be building the future pipeline for volunteer leaders. Identify and encourage future board members who reflect the club values, understand governance, and bring strategic, not personal, perspectives to the table.
Do: Encourage respected members who demonstrate fairness, collaboration, and strategic thinking to consider committee or board service.
Don’t: Nominate friends or vocal members who simply “want a say” or have a personal agenda. Those choices damage governance culture and team chemistry. - Think Through Big Decisions Strategically.
When it comes to big decisions, offer judgment, not management. Provide thoughtful insight and long-range perspective to help management think through complex issues without micromanaging operations.
Do: Ask big-picture questions: “How does this support our strategic goals?” or “What data informed this recommendation?”
Don’t: Tell staff how to schedule employees, run tournaments, or design menus. Those are the jobs of paid management, not the board. - Provide Steady Support in Times of Conflict or Change.
The best board members remain calm and supportive during challenging times whether it be through financial pressures, leadership transitions, or difficult member situations. Be the voice of reason, not a source of distraction or division.
Do: When tension arises, seek facts from the GM or President before reacting. Offer private encouragement to management and help the board maintain perspective.
Don’t: Panic, spread rumors, or forward angry member emails to others—reactivity creates unnecessary drama and instability. - Model Accountability Through Mission, Vision, Values, and Goals.
High-performing boards operate with alignment and integrity. Every decision should reflect the club Mission (purpose), Vision (future), Core Values (standards), and Master Goals (strategy).
Do: Before approving a policy or expenditure, ask: “Does this align with our mission, vision, and values?” Keep the discussion strategic and disciplined.
Don’t: Make exceptions for personal preferences or friends—nothing undermines board credibility faster than inconsistency.
DEVELOPING BOARD MEMBERS FOR HIGH-IMPACT GOVERNANCE
Becoming a high-functioning board doesn’t happen by chance. It happens by design. The best clubs intentionally develop their volunteer leaders. Here’s how top performing clubs build boards that think and act on the right level:
- Establish a Leadership Development Committee (LDC).
The most effective clubs have a standing Leadership Development Committee tasked with identifying, educating, and preparing future leaders. The LDC builds and manages the governance pipeline, constantly seeking members who embody the club’s values, demonstrate sound judgment, and prioritize strategic thinking. A well-functioning LDC doesn’t just nominate; it cultivates. It ensures candidates understand the difference between governance and management before joining the board, and it provides structured orientation and mentoring once they’re elected. This process produces a continuous flow of qualified leaders who arrive ready to govern, not to manage.Example: At top-performing clubs, the LDC meets quarterly to review upcoming committee vacancies, track potential leaders, and pair emerging candidates with mentors or governance education opportunities well before they’re nominated.
- Educate Before Serving.
Formal governance education should begin before a new board member’s first meeting. Use orientation programs, workshops, online training resources, or retreats to define expectations, clarify fiduciary duties, and establish how decisions are made. Bringing in outside facilitators or using peer club models reinforces best practices and depersonalizes sensitive discussions. - Clarify the Role Early and Revisit It Often.
Clearly outline what the board is and is not responsible for (governance, not management). Provide written role descriptions, committee charters, and governance policies. Review them annually to ensure alignment as leadership and club needs evolve. - Conduct Annual Board and Committee Evaluations.
High-performing boards measure their own effectiveness. Annual self-assessments help identify strengths, gaps, and behaviors that may undermine trust or progress. Evaluations are not about criticism. They’re about continuous improvement and reinforcing a culture of accountability. - Integrate Strategic Planning and Governance Training.
Combine annual retreats with strategic planning and governance refreshers. This keeps the focus of the board on mission, vision, and strategy rather than operational distractions. The strongest boards connect every major decision back to their strategic plan and lean in to their governance training to maintain clarity of purpose. - Model and Reinforce the Culture You Expect.
Board behavior sets the tone for the entire organization. Model civility, curiosity, and collaboration in every interaction with fellow board members, staff, and the membership. Celebrate when leaders embody the club’s values and course-correct gently but firmly when they do not. - Strengthen the GM/COO and Board Partnership.
The relationship between the GM/COO and the Club President (or Board Chair) sets the tone for the entire leadership team. Trust, transparency, and established communication channels, and an educational partnership are essential. Schedule regular check-ins, maintain no surprises, and approach challenges as shared opportunities rather than isolated issues. When the GM/COO and Board Chair operate as true partners, alignment cascades through the entire governance system creating clarity, confidence, and continuity. - Stay Informed.
High-performing boards seek industry education to make informed decisions for their clubs. Rather than focus solely on what’s happening within their four walls, the best boards seek information on industry trends, benchmarking, data and evolving member and employee expectations. Ongoing, external education gives board members the perspective and context needed to make sound decisions and ensure the club remains relevant, competitive and well-positioned for the future.
THE FUTURE OF VOLUNTEER LEADERSHIP
It’s becoming increasingly difficult to attract and retain quality volunteer leaders. Many members today have demanding professional and personal lives and therefore, limited time. Yet great governance depends on their engagement. The most forward-thinking clubs are tackling this head-on by teaching expectations early.
Progressive clubs are discussing member decorum and service expectations as early as new member orientation, and in some cases, even during the waiting list process. They make it clear that joining a club means more than access to amenities; it means embracing a shared responsibility for the club’s success.
Members are reminded that volunteerism is part of the fabric and culture of great clubs. Being a member means thinking like an owner, not a customer. Every member plays a role in sustaining the traditions, values, and excellence of the organization.
This way, when someone is tapped on the shoulder to serve, whether on a committee or the board, it is seen as an honor and a privilege, not an inconvenience. It is that mindset shift that fuels lasting engagement and ensures the next generation of volunteer leaders is ready, aligned, and proud to serve.
After seeing hundreds of boards in action, we can confidently say: great governance is what separates thriving clubs from struggling ones. When volunteer leaders embrace their role and exemplify these traits, they elevate not just their GMs and COOs, but the entire member experience. The most effective boards understand where their true value lies, and in doing so, they create a sustainable foundation for progress, stability, and long-term success.
Club Director – Winter 2026