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Evolving Workplaces

Evolving Workplaces

What makes for a good culture among the employees at a club, and how do clubs maintain it in the face of a continually changing environment? The COVID-19 pandemic changed many things about society, including the culture of the service and hospitality industries.

Technology and employee benefits certainly play a part in culture, but other elements such as communication, acceptance of employees regardless of appearance, and adapting schedules have become even more important.

Culture often starts with good communication. Staying connected with employees during the pandemic by updating them, conducting wellness checks, and engaging with them regularly was greatly appreciated, says Lawrence McFadden, CMC. Now that level of communication is expected, especially as employees return to work and evaluate if the organizations they work for still uphold these values.

“During a recent visit to a club, we inquired about the frequency of their notice board updates,” says Annette Whittley, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE. “A young assistant manager responded innocently, stating that there was no need for a notice board as all information could be conveyed through messaging apps such as WhatsApp, Teams, or text message.”

This remark illustrates the importance of communicating with our teams in the manner that suits them best, she continues. “Many of our clients use all three of these methods, and it is crucial to establish clarity on what information should be shared through which platform to avoid overwhelming them. We recommend setting clear expectations with your leadership and team on what topics should be discussed in person, through text, or on an app like Teams.”

Read the full article by Jennifer McNally in the 2023 September/October issue of Club Management Magazine.

Evolving Workplaces2023-10-31T10:57:30+00:00

The Key to High-Performance Boards

Clubs known for their good governance and overall success have one thing in common: a great board orientation. A common complaint heard during club visits by KK&W is that board members feel they could have been better prepared for their role on the board. The perfect opportunity to start board members off on the right foot, set them up for success, and foster greater efficiency is by holding a mandatory board orientation at the beginning of a new board’s term.

Board orientation is a one-time annual event that explains responsibilities, goals, expectations, and sets the stage for constant learning and education throughout the year ahead. To create a high-functioning board of directors, a comprehensive board orientation must occur.

Remember the last time you were a “fresher” or first-timer at anything where there is already a group in place that you were then joining? No matter how long someone might have been a member of the club, becoming a board member is not something to be taken lightly. Shortening the learning curve through a well-organised orientation allows them to become positive contributors more quickly, and feeling comfortable doing so benefits all involved.

The ingredients for a successful board orientation include the necessary time and commitment to do it right. At a minimum, a board orientation should be a one-day event, where all board members (new and existing) are required to attend. Mandatory attendance is critical, and the involvement of returning board members is equally important to help convey the dynamics of how business is done and to help reassure new board members of the desire for a fully participative board.

There is a lot of information to include, and an organised and detailed approach is the key to getting board members quickly up to speed. Proper education and perspective are important as board members must understand that clubs are a different kind of operation and therefore, they are often run differently than most of their own personal businesses. The highest-performing clubs also take reflecting on how they are doing as a board very seriously. They make it a priority to objectively assess themselves through an anonymous board self-evaluation process, to understand how they are performing with respect to connectivity to the membership, strategic direction, board structure and process, and the board’s relationship with the club manager.

KEY ELEMENTS OF AN ORIENTATION

Orientation should start off with a welcome and overview of the day by the general manager and club president. Then the general manager leads the group through an explanation of the club mission statement, club organisational structure, overview/background of the club, and the roles and responsibilities of the board, management team, and committees.

Responsibility Matrix – One of the most important elements in board orientation, the responsibility matrix, is essential for board members to understand their roles, responsibilities, and how they connect to the overall organisation. This is crucial for creating board members who are productive and confident. The responsibility matrix details who is responsible for what, thus creating the foundation for a high-functioning board. When managers “manage” and directors “direct” or governors “govern,” that is when we see clubs operate efficiently.

Governance Documents – The general manager should walk through the details of club governance by explaining the following: committee responsibilities and charters, the role of the committee chair, board member code of conduct, recently amended bylaws, member grievance flow chart, nominating committee description and responsibilities, member conduct and disciplinary actions, and any other documents pertinent to the club’s governance and policy manual. Include core values and guiding principles that are the foundation of how the club operates and ultimately makes decisions. It’s important to explain how the club functions to help board members understand their role on a deeper level. During this section, it is also wise to present supporting industry publications, articles, and other outside sources to help validate your explanation of club governance and provide other opportunities for further education.

Responsibility_Matrix

Strategic Plan – It is also crucial to offer an overview of the history of how the multi-year, rolling strategic plan has been developed and guides annual goals and objectives for the entire club, including committees. Articulating the primary focus of the boards from past years helps to maintain clarity of purpose and provide a scorecard of success. It is a best practice for the outgoing board to set goals and objectives for the incoming board and committees.

Finances – Including a review of the budget, budgeting process, and overall financial status of the club is beneficial. This portion may be conducted by the chief financial officer and should include a description of what it means to be a truly private club and how it impacts tax-exempt status (if applicable). Detail legal issues pertinent to the club and review any other local or industry issues that are specific to your club. It’s also important to emphasise and remind board members of the high level of fiduciary responsibility they have both legally and morally.

Membership – Have the membership director provide an overview of the membership process, how member recruitment works, an update on the club’s membership status/growth, membership pricing philosophies, and any member recognition efforts. This is also a great time to remind board members that member recruitment is part of their responsibility as well.

Club Organisation Chart – Another key element in board orientation is having the general manager walk through the organisational structure, main positions, and their backgrounds/previous experience, any human resources initiatives, employee handbook updates, scholarship programs, internship programs, and any other pertinent staff issues or information that would be beneficial for board members to know. High-performing clubs allocate half a day to building trust and confidence between the board and key department heads. Staff leadership should be encouraged to share their professional background and unique capabilities, club tenure, the details of their role, the number of people within their team, the level of interaction the board can expect, and interesting facts about their department.

Club Tour – This also presents a great time for a detailed tour of the club property—both front and back of house. Have each department head stationed in their area and allow him or her to show board members around, introduce essential employees, discuss the department layout and overall operations. Consider adding unique ways to provide information on the tour. For example, consider parking several high-dollar pieces of equipment in a visible location during the golf course/grounds building tour. Include a “price tag” on each piece of equipment so board members can see just how much one mower may cost. The same may be helpful with equipment in the kitchen. Give department heads the opportunity to answer questions and showcase their recent achievements. This is a great way to build rapport with department heads and recognize their contributions to the success of the operation.

Goal Setting – Dedicate time to discussing goal setting, which is essential for a high-performing board. This is a great opportunity to correlate the board’s own self-evaluation results from the outgoing board responses with the goals presented and design a focused action plan for the coming year.
Meetings – Include a review of how board time should be spent by giving them an agenda. This can help them to understand the significance of their impact on strategic vs. operational issues. Below are the three key areas of focus for boards to channel their influence:

  • Fiduciary – Board actions that involve annual accounts, budget directives and initiatives, auditors’ reports, planning and committee review.
  • Talent – Measuring and acting on talent reviews, setting talent objectives for the year, reviewing top management, and utilising a club engagement survey.
  • Decision – Focus on decision-making for budgets, investments, and nominations, while approving a yearly business plan utilising a balance scorecard approach.

Plan appropriate breaks, meals, and allow time for questions and answers as you go along. The key to a successful board orientation is engaging board members, keeping things light and informational, and not getting too mired in details. Review pertinent topics and then provide resources or hard copies for a more in-depth analysis on an individual basis. Allow time for questions, discussion, and bonding between board members and department heads in order to further build confidence, trust, and focus on results.

Contributed by Richard M. Kopplin, Kurt D. Kuebler, CCM & Thomas B. Wallace III, CCM, CCE, ECM
Partners at KOPPLIN KUEBLER & WALLACE

CLUB TRENDS – Summer 2021

Board-Orientation-Checklist-2
The Key to High-Performance Boards2023-08-08T18:26:37+00:00

Watch Your Language

Watch Your Language

I have worked in the private club industry for about 12 years. A love of the industry and recognition of how unique and special the people and the clubs are spurred me to engage full time with KOPPLIN  KUEBLER & WALLACE.

The more clubs I visit and the more educational opportunities I attend, the more I know this is true. And I’m also aware of how many cultural issues mirror my previous corporate clients.

When I’m invited to a club to work on a search, coach, consult, or deliver team building or communications training, I observe first. One of the things I notice is the language they use. I listen and note how the team members communicate ─ verbally and non-verbally. It helps me to get a better sense of the overall culture.

Now, we all have a bad day from time to time and may go into one of the freezers, close the door and yell a few choice words…but that’s not what I’m talking about. I’m talking about one little word that can cause toxicity, infiltrate a culture, demoralize a team and increase attrition. It’s simple. The word is “I.”

Let me share some recent examples. Several weeks ago, a friend and I went to dinner at a trendy, casual restaurant in Manhattan. The server approached our table with a young lady right behind him. He smiled and said, “Hello, I’m John. I’ll be your server, and I’ll be taking care of you today. This is Lindsey; she’s training with me. I’ll give you a few more minutes to look over the menu.”

Lindsey did not seem happy when she left the table. I was embarrassed for both of them. It also seemed that Lindsey was questioning the type of team culture she had joined. It certainly didn’t feel inclusive. It also seemed to me that John needed some training. Specifically, he needed to work on his “we.”

The language of non-inclusion can manifest at so many touchpoints.

Another example was a job posting I recently read by a club looking for someone to fill a somewhat senior-level role. The position level doesn’t matter, but the posting began with “I am seeking a (blank) to join my team.” If I were an applicant, I would already be turned off. Whose team is it? Read that sentence out loud. Now read this: “We are seeking a (blank) to join our team.” Simple. Can you feel and hear the difference?

Or how about the department head who brings a team member or two to a presentation where perhaps those team members provided some input? Let’s say they addressed the group by saying, “I am here today to present” instead of “We are here to present.”

How does watching the language being used shift the culture in a positive direction? If you are a department head discussing an issue with the staff, think about how you open up the dialogue. What do you say? “I’ve noticed during the past month that many of you seem distracted.” Or this: “I’ve noticed during the past month that many of us seem distracted.”

The replacement of one little word says a lot about the department head’s leadership style. The department head is part of the team and reinforces that notion, even when something needs to be addressed and corrected. It bolsters overall trust and emphasizes the team concept.

Multiple linguistic and psychological studies conclude that using words that are more “other-focused,” such as “we,” “us” and “our,” is advantageous to building a more trusting, friendlier, more collaborative, more open to connectivity, communal environment.

In contrast, several studies showed that excessive “I” talk, using pronouns such as “I,” “me” and “you” — talk that is inward or self-focused — actually decreases connectivity, is associated with depression and causes employees to disengage.

Is it possible that the workplace is a bit depressed? Gray and gloomy? Are we striving for a dynamic, positive team culture but are not quite sure why we aren’t getting there? Maybe we need to take a deep dive into how our people communicate with each other and the language we use.

If we watch our language and are more mindful of being other-focused in our words, our words become actions and actions become habits. And … guess what? Positive habits are the foundation of a positive culture.

So, let’s all watch our language.

THE BOARDROOM MAGAZINE – March/April 2023

Michelle Riklan is a career strategist, consultant, and search 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.

Watch Your Language2023-06-06T19:54:03+00:00

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Hideaway Golf Club

“From the outset, your team demonstrated a level of expertise that was both impressive and reassuring. The thoroughness and attention to detail exhibited throughout the process were nothing short of exceptional. Your commitment to ensuring that only the highest potential candidates were presented to our Board was evident in every step of the journey.”

PRESIDENT | THE HIDEAWAY GOLF CLUB
OKCGCC 2

“I am writing to express my utmost appreciation and admiration for the exceptional services provided by KK&W, a remarkable search firm that played an integral role in assisting the Oklahoma City Golf & Country Club through a challenging and vital search process. Their exemplary work resulted in the successful identification and recruitment of an outstanding candidate to lead our racquets department. Mr. Simard’s expertise and guidance were instrumental in guiding our search committee through the complex process with unparalleled professionalism.”

CHIEF EXECUTIVE OFFICER | OKLAHOMA CITY GOLF & COUNTRY CLUB

“Throughout our Director of Culinary search process, both Chef McFadden and Ms. Whittley maintained open lines of communication, provided regular updates, and addressed any concerns or questions promptly. They exhibited a high level of professionalism, integrity and discretion. Lawrence’s intensity and Annette’s charm made this a very enjoyable process. I firmly believe KK&W are leaders in the field of executive search and their commitment to excellence sets them apart. Thank you for your outstanding service.”

GENERAL MANAGER/COO | COLLETON RIVER CLUB
Greenwich Country Club

“We have been very pleased at Greenwich Country Club with our decision to transition from a traditional controller model to a Chief Financial Officer. Our partnership with Michelle and KK&W is what made this transition possible. Our national search yielded outstanding professional candidates who are leaders in the profession of finance. I am always willing to speak with any General Manager on behalf of Kopplin Kuebler & Wallace.”

GENERAL MANAGER | GREENWICH COUNTRY CLUB

CONTACT2024-04-17T21:41:13+00:00

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Board President | The Dunes Golf & Beach Club | Myrtle Beach, SC

LEADING MINDS. LATEST INSIGHTS.

When it comes to professional development, one of the most important aspects often gets overlooked, relationship-led development. Most professionals consider professional development to be [...]

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Home20232023-10-11T16:16:46+00:00

KOPPLIN KUEBLER & WALLACE Renews CMAA Partnership

CMAA-Partnership-Renewal

KOPPLIN KUEBLER & WALLACE, a leading club industry recruiting and consulting firm, has renewed its partnership with CMAA through December 2023.

Alexandria, VA—November 30, 2022—KOPPLIN KUEBLER & WALLACE, a leading club industry recruiting and consulting firm, has renewed its partnership with the Club Management Association of America (CMAA) through December 2023. KOPPLIN KUEBLER & WALLACE (KKW) has been a long-time corporate sponsor and educational partner.

CMAA’s Partnership Network provides opportunities to companies looking for deeper engagement with CMAA and its members. Through the sharing of knowledge, resources, expertise, and common goals for the future of the industry, these partnerships play a key role in fulfilling CMAA’s mission.

CMAA’s President & CEO Jeff Morgan, FASAE, CAE, explains “We are excited to continue to work with KOPPLIN KUEBLER & WALLACE and extend the depth of their expertise to the CMAA membership and their club boards.”

As a Business Partner, KOPPLIN KUEBLER & WALLACE will continue to be the official sponsor of the Club Leadership Summits which they helped to develop. To date, Principals Richard Kopplin, Kurt D. Kuebler, CCM, and Thomas B. Wallace III, CCM, CCE, ECM, have shared their expertise with more than 360 club management professionals and club board members through these in-person and virtual Summits, helping to create a better-educated club industry.

“Dick Kopplin, Kurt Kuebler, and I are honored to have again renewed our partnership with CMAA to continue building on a foundation laid almost 30 years ago. The pillars of CMAA that support professionalism, education, and leadership align seamlessly with KK&W. We look forward to our continued partnership and opportunities to educate on leadership, governance, and best practices. 2023 is sure to be another banner year for CMAA,” shared KK&W Partner Tom Wallace.

Further, KOPPLIN KUEBLER & WALLACE supported the virtual 2022 Mid-Management Conference, held October 24-25, and will collaborate on the Let’s Talk Club Management podcast and Club Management magazine, featuring career development advice and perspective. Past contributions include:

Bringing Diversity Into The Club
Navigating Career Moves

About CMAA

Founded in 1927, the Club Management Association of America (CMAA) is the largest professional association for managers of membership clubs with more than 7,000 members throughout the US and internationally. Our members contribute to the success of more than 2,500 country, golf, athletic, city, faculty, military, town, and yacht clubs. The objectives of the Association are to promote relationships between club management professionals and other similar professions; to encourage the education and advancement of members; and to provide the resources needed for efficient and successful club operations. Under the covenants of professionalism, education, leadership, and community, CMAA continues to extend its reach as the leader in the club management practice. CMAA is headquartered in Alexandria, VA, with 42 professional chapters and more than 40 student chapters and colonies. Learn more at cmaa.org.

About KOPPLIN KUEBLER & WALLACE

People Focused & Quality Driven. When you work with KOPPLIN KUEBLER & WALLACE, you can expect an experience that will be centered around the well-being of their clients, the candidates they place, and the industry as a whole. Their process has been fine-tuned for 26 years and involves merging more than 500 years of combined expertise with a comprehensive understanding of stakeholders’ needs. They are an award-winning executive search and consulting firm and a trusted partner dedicated to the success of the organizations they work with. Executive search expertise includes: GM/COO, CEO, Assistant General Manager/Clubhouse Manager, Director of Food and Beverage, Executive Chef, Director of Golf/Head Golf Professional, Golf Course Superintendent/Director of Agronomy, Director of Tennis/Director of Racquets, Fitness & Wellness Director, Chief Financial Officer, Director of Finance, Controller, Human Resources Director, Membership and Marketing Director Searches, and Consulting Services for Private, Resort and Developer Owned Properties, Clubs and Communities as well as Senior Living Communities and Property Owners Associations. For more information, visit kkandw.com.

KOPPLIN KUEBLER & WALLACE Renews CMAA Partnership2022-11-30T18:37:14+00:00

Len Simard

Len Simard, PTR & USPTA Master Professional

Search & Consulting Executive

Len Simard, PTR & USPTA Master Professional conducts all racquet sports, fitness, wellness, and GM/COO professional searches for the firm’s club clients. Len is the industry’s leader in private club placement of Racquets Directors. Len also performs facility consulting that includes performance and programming evaluations, compensation reviews, racquet committee retreats, and effective solutions for all types of racquets facilities throughout the Country. Under Len’s guidance, KK&W has partnered with The Professional Tennis Registry (PTR) to provide PTR members, clubs, and employers the opportunity to be the most educated and connected in the business.

Len has been directing, teaching, and coaching at well-respected country clubs throughout North America for more than 35 years and is regarded as one of the country’s leading racquet directors and managers. From 1998 – 2019 Len served as the director of racquets at the New Canaan Field Club in New Canaan, CT, and concurrently at the Isleworth Golf and Country Club in Orlando, FL between 2004 and 2017. Len was also the former director of tennis & fitness at Boca Lago Country Club in Boca Raton, FL from 1990 to 2004. He was formerly the COO of the New Canaan Racquet Club in New Canaan, CT. Len has hired, trained, and worked with hundreds of professionals in his career and is extremely proud that more than 50 of his former assistants are leading prominent clubs in the U.S. and Canada.

Simard was named Professional of the Year three times and twice Player of the Year by the Florida Division of the USPTA. In 2019, Simard was named National Club Manager of the Year by the USPTA. As a player, Len holds 15 national singles and doubles titles in the U.S. and Canada. He has represented Canada in international play for almost three decades in the veteran categories. Simard, a past president of the USPTA Florida Division, has lectured on many industry topics at PTR, USPTA, USTA, TIA, PGA, and CMAA educational forums and conventions for more than 30 years. Len chaired the USTA committee to bring the first ever “Online Certification to become a Racquets Director” to the industry. This certification is now available through the University of Florida, is endorsed by the USTA, and is certified through the PTR and USPTA. It is now the new industry standard in determining qualified directors of racquets.

Email: len@kkandw.com

Phone: 407-463-8923

LinkedIn

Trusted Partners of Simard Enterprises

Sarosiek is certified by the PTR, PPR, PPTR, one of only 200 professionals that are certified in three (3) racquet sports. Sarosiek is also certified as an Elite Professional by the USPTA, and works as a search executive and consultant within the racquet sports industry with Simard Enterprises.  Additionally, Sarosiek currently serves as the Head Racquet Sports Professional at Farmington Country Club, in Charlottesville, Virginia.  Farmington Country Club is perennially recognized as a “Platinum Club of America”, an accolade given to the top 150 country clubs in the United States.

Previously, Sarosiek was the Director of Sports & Wellness at Boar’s Head Resort, and was the Director of Tennis at Wintergreen Resort.  Both resorts are ranked inside the top 25 tennis resorts in the world, by Tennis Resorts Online. 

Harry Gilbert, USPTA, PTR, joins the team at Simard Enterprises, Inc., as a consultant and search executive in the racquet sports industry. Harry is an industry leader in racquets with over 40 years of experience in the hospitality, resort, and private clubs.

Harry currently serves as the Director of Tennis at Waccabuc Country Club in Waccabuc (Westchester County), NY, during the summer seasons. Prior to joining Simard Enterprises, he served as the Executive Director of Tennis at Albany, a luxury resort community in the Bahamas for 6 winter seasons.

Harry served on the USPTA FL Board of directors for 12 years including a 3-year term as President of the Division. He was twice named FL Division “Pro of the Year”. His service to the USPTA continued as he then served for 14 years on the USPTA National Board of Directors including a 2-year term as National President. Harry has also been very active with the USTA serving on committees at the National and Sectional level.

Industry Press Releases

Scottsdale, AZ – KOPPLIN KUEBLER & WALLACE (KK&W) is pleased to announce that we have joined the Club Spa & Fitness Association’s (CSFA) Corporate Partner Benefits Program.

This partnership represents a commitment by KK&W to support CSFA’s operations and educational offerings as content matter experts delivering key insights relevant to the club wellness industry.

> Read More

Scottsdale, AZ – KOPPLIN KUEBLER & WALLACE (KK&W) the nation’s leading hospitality search and consulting firm has partnered with The Professional Tennis Registry (PTR). KK&W is the leader in Senior Executive placement and consulting in the club and resort industry and will specialize in educating PTR professionals in many areas of their profession. The partnership will give PTR members, clubs and employers the opportunity to be the most polished and connected in the industry.

> Read More

USPTA AwardLAS VEGAS – The United States Professional Tennis Association held its Awards Lunch this past Wednesday during the 2019 USPTA World Conference presented by Havana Bob’s at the Westgate Las Vegas Resort & Casino. Simard (New Canaan, CT), the general manager at New Canaan Racquet Club in Connecticut, was named 2019 Small Facility Manager of the Year.

In 2018, Simard incorporated pro/ams, weekly one-day junior tournaments and mixed doubles socials to increase programming by 300%, leading to a revenue increase of $150,000. He also instituted midterm and final evaluations within the junior program and created a full pickleball program that includes learn-to-play classes, socials and tournaments.

Simard employs a staff of 10 full-time tennis professionals, seven of which are USPTA certified and three that will become USPTA certified, and retrained them to be fully compliant in the USTA 10 and Under protocol. Simard is a USPTA Master Professional and a past president of USPTA Florida.

###

About the USPTA

Founded in 1927, the USPTA is the global leader in tennis-teacher certification and professional development. With more than 14,000 members worldwide, the association raises the standards of tennis-teaching professionals and coaches and promotes a greater awareness of the sport.

Articles & Education

Industry leaders are taking a very different approach to racquet director pay structure such as considering higher base salary and limited lessons.

As a club general manager or chief operating officer, you have likely already realized that the racquet sports operation is the unsung hero of a successful club organization.

With a vibrant and robust racquet sports program (tennis, pickleball, squash, platform tennis, Paddle and POP tennis) serving as the heart­ beat of your club, it is important to review the different components of your director of racquet sports compensation package to attract and retain top talent.

> Read More

Len Simard2023-08-15T11:55:25+00:00

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Chief Financial Officer
Boca Woods Country Club
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General Manager/COO
Cherokee Plantation 
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Director of Culinary
Winged Foot Golf Club 
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Golf Course Superintendent
Desert Mountain Club 
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General Manager/COO
The Forest Country Club 
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General Manager/COO
Philadelphia Country Club 
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Director of Golf Operations
Links at Perry Cabin
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General Manager/COO
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Los Altos Golf & Country Club
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 Executive Chef
The Point
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Champions Retreat Golf Club
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General Manager/COO
Club Pelican Bay
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General Manager/COO
California Tennis Club
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Encinal Yacht Club
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Clubhouse Manager
Hyannisport Club
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Golf Club of Avon
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Chief Financial Officer
The Forest Country Club
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Clubhouse Manager
Big Easy Ranch
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Genesee Valley Club
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Diablo Country Club
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Executive Director
NETRESULTS Tennis
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Active Private Club Career Opportunities2024-04-16T18:25:06+00:00

2022 President’s Council Workshop at CMAA World Conference and Club Business Expo

2022_Club_President_Workshop

An Experience Designed For Private Club
Presidents, Board Members, and Executive Level Team Members.

presented by Club Leadership Alliance

CMAA WORLD CONFERENCE WORKSHOP

The industry is facing many challenges and the data shows it. We believe fundamentally that rapid societal changes, the club leadership model, and the direct need for innovation and impactful strategic planning are all areas that need to be focused on today.

This unique networking opportunity will bring together Club Presidents, Board Members, and Executive Level Team Members to learn what the highest performing clubs are doing to stay relevant and vibrant in today’s competitive market. The education featured will leverage decades of hands-on advisory experience and in-depth analysis as the club industry’s premier consultants share insights and experiences gained through their partnerships with the most successful clubs in the country.

Attendee feedback from a CLA event hosted in November 2021, at Carmel Country Club in Charlotte, NC:

“I would highly recommend that all Club leaders attend a President’s Council event. The opportunity to discuss such relevant data-driven information that is supported by decades of hands-on experience from the industry’s most highly regarded experts is truly indispensable in our quest to remain on top of our game and provide our members with the most exceptional day-to-day experience.”

WHO WE ARE

KOPPLIN KUEBLER & WALLACE, McMahon Group and Club Benchmarking, three of the most highly respected firms serving private clubs, have established the Club Leadership Alliance. After more than ten years of working together independently, the firms felt it was essential to work more closely in order to more effectively serve clubs in all their operational, financial, staffing, strategic and facility aspects.

WHAT WE DO

Whether it is management search, understanding club finances, strategic planning or facility planning; the Alliance member firms have the unequaled expertise and skills to resolve any club challenge. We are here to provide your club with our expertise, as clubs are our business.

WHAT ATTENDEES ARE SAYING

If you missed us in November at Carmel Country Club for the 2021 President’s Council event, we invite you to add this Pre-Conference Workshop to your 2022 CMAA World Conference and Club Business Expo Registration.  Highlights from past attendees follow….

“A must attend for club leaders serious about leading their Club to the next level of member value.”

“The President’s Council is a fantastic opportunity for club leadership to take a deep data dive into the latest industry trends and gain a better understanding of best governance practices. Managers and Directors have a unique opportunity to hear from top industry leaders in a highly collaborative environment. This program should be on the annual calendar for every Executive Committee.”

“The ability to network with successful Club leadership, review their strategic governance principles and learn best practices for specific, current situations at our Club was invaluable.”

“The President’s Council Experience provided a much needed reconnection with other Club Managers and Board Members. The program was in sync with the new challenges of the private club industry and provided new information, solutions, and best practices to address those challenges.”

2022 President’s Council Workshop at CMAA World Conference and Club Business Expo2021-12-10T18:37:29+00:00

The Key to High-Performance Boards

Clubs known for their good governance and overall success have one thing in common: a great board orientation. A common complaint heard during club visits by KK&W is that board members feel they could have been better prepared for their role on the board. The perfect opportunity to start board members off on the right foot, set them up for success and foster greater efficiency is by holding a mandatory board orientation at the beginning of a new board’s term.

Board orientation is a one-time annual event that explains responsibilities, goals, expectations and sets the stage for constant learning and education throughout the year ahead. To create a high-functioning board of directors, a comprehensive board orientation must occur.

Remember the last time you were a “freshman” or first-timer at anything where there is already a group in place that you were then joining? No matter how long someone might have been a member of the club, becoming a board member is not something to be taken lightly. Shortening the learning curve through a well-organized orientation allows them to become positive contributors more quickly and feeling comfortable doing so benefits all involved.

The ingredients for a successful board orientation include the necessary time and commitment to do it right. At a minimum, a board orientation should be a one-day event, where all board members (new and existing) are required to attend. Mandatory attendance is critical, and the involvement of returning board members is equally important to help convey the dynamics of how business is done and to help reassure new board members of the desire for a fully participative board.

There is a lot of information to include, and an organized and detailed approach is the key to getting board members quickly up to speed. Proper education and perspective are important as board members must understand that clubs are a different kind of operation and therefore, they are often ran differently than most of their own personal businesses. The highest performing clubs also take reflecting on how they are doing as a board very seriously. They make it a priority to objectively assess themselves through an anonymous board self-evaluation process, to understand how they are performing with respect to connectivity to the membership, strategic direction, board structure and process and the board’s relationship with the club manager.

KEY ELEMENTS OF AN ORIENTATION

Orientation should start off with a welcome and overview of the day by the general manager and club president. Then the general manager leads the group through an explanation of the club mission statement, club organizational structure, overview/background of the club and the roles and responsibilities of the board, management team and committees.

Responsibility Matrix – One of the most important elements in board orientation, the responsibility matrix, is essential for board members to understand their roles, responsibilities and how they connect to the overall organization. This is crucial for creating board members who are productive and confident. The responsibility matrix details who is responsible for what, thus creating the foundation for a high-functioning board. When managers “manage” and directors “direct” or governors “govern,” that is when we see clubs operate efficiently.

Governance Documents – The general manager should walk through the details of club governance by explaining the following: committee responsibilities and charters, the role of the committee chair, board member code of conduct, recently amended bylaws, member grievance flow chart, nominating committee description and responsibilities, member conduct and disciplinary actions and any other documents pertinent to the club’s governance and policy manual. Include core values and guiding principles that are the foundation of how the club operates and ultimately makes decisions. It’s important to explain how the club functions to help board members understand their role on a deeper level. During this section, it is also wise to present supporting industry publications, articles and other outside sources to help validate your explanation of club governance and provide other opportunities for further education.

Responsibility_Matrix

Strategic Plan – It is also crucial to offer an overview of the history of how the multi-year, rolling strategic plan has been developed and guides annual goals and objectives for the entire club, including committees. Articulating the primary focus of the boards from past years helps to maintain clarity of purpose and provide a scorecard of success. It is a best practice for the outgoing board to set goals and objectives for the incoming board and committees.

Finances – Including a review of the budget, budgeting process and overall financial status of the club is beneficial. This portion may be conducted by the chief financial officer and should include a description of what it means to be a truly private club and how it impacts tax-exempt status (if applicable). Detail legal issues pertinent to the club and review any other local or industry issues that are specific to your club. It’s also important to emphasize and remind board members of the high level of fiduciary responsibility they have both legally and morally.

Membership – Have the membership director provide an overview of the membership process, how member recruitment works, an update on the club’s membership status/ growth, membership pricing philosophies and any member recognition efforts. This is also a great time to remind board members that member recruitment is part of their responsibility as well.

Club Organization Chart – Another key element in board orientation is having the general manager walk through the organizational structure, main positions and their backgrounds/previous experience, any human resources initiatives, employee handbook updates, scholarship programs, internship programs and any other pertinent staff issues or information that would be beneficial for board members to know. High-performing clubs allocate half a day to building trust and confidence between the board and key department heads. Staff leadership should be encouraged to share their professional background and unique capabilities, club tenure, the details of their role, the number of people within their team, the level of interaction the board can expect and interesting facts about their department.

Club Tour – This also presents a great time for a detailed tour of the club property—both front and back of house. Have each department head stationed in their area and allow him or her to show board members around, introduce essential employees, discuss the department layout and overall operations. Consider adding unique ways to provide information on the tour. For example, consider parking several high-dollar pieces of equipment in a visible location during the golf course/grounds building tour. Include a “price tag” on each piece of equipment so board members can see just how much one mower may cost. The same may be helpful with equipment in the kitchen. Give department heads the opportunity to answer questions and showcase their recent achievements. This is a great way to build rapport of department heads and recognize their contributions to the success of the operation.

Goal Setting – Dedicate time to discussing goal setting, which is essential for a high-performing board. This is a great opportunity to correlate the board’s own self-evaluation results from the outgoing board responses with the goals presented and design a focused action plan for the coming year.

Meetings – Include a review of how board time should be spent by giving them an agenda. This can help them to understand the significance of their impact on strategic vs. operational issues. Below are the three key areas of focus for boards to channel their influence:

  • Fiduciary – Board actions that involve annual accounts, budget directives and initiatives, auditors’ reports, planning and committee review.
  • Talent – Measuring and acting on talent reviews, setting talent objectives for the year, reviewing top management, and utilizing a club engagement survey.
  • Decision – Focus on decision making for budgets, investments and nominations, while approving a yearly business plan utilizing a balance scorecard approach.

Plan appropriate breaks, meals and allow time for questions and answers as you go along. The key to a successful board orientation is engaging board members, keeping things light and informational and not getting too mired in details. Review pertinent topics and then provide resources or hard copies for a more in-depth analysis on an individual basis. Allow time for questions, discussion and bonding between board members and department heads in order to further build confidence, trust and focus on results.

Contributed by Richard Kopplin, Kurt D. Kuebler, CCM & Thomas B. Wallace Ill, CCM, CCE, ECM
Partners at KOPPLIN KUEBLER & WALLACE

CLUB TRENDS – Summer 2021

Board_Orientation_Checklist
The Key to High-Performance Boards2023-07-31T14:22:27+00:00
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