The Common Denominator Found in Successful Clubs
What is it that distinguishes the most successful clubs from the rest? Club consultants
Dick Kopplin and Kurt Kuebler have reported that the top performing clubs that they
have worked with or visited in the last two years have had their most successful years
ever – even in this most challenging economy. The common link between those highly
successful clubs seems to be an active strategic plan. So what is it about a strategic plan
that contributes to a club’s success?
First it is about being proactive rather that reactive. A strategic business plan
helps you identify the true purpose of the club and the best way to meet the needs of its
membership. It helps you to identify those elements that set you apart from the
competition – your competitive advantage. Just take a look at the very high concentration
of clubs on Florida’s Southwest and Southeast coasts, with hundreds of country clubs
with similar clubhouses, golf courses and other amenities and services. It is that distinct
service or offering such as a strong caddie program or an emphasis on family, which has
been identified in the club’s strategic plan that provides the competitive advantage. It is
also very important to focus the club’s efforts and resources on the things they do well those competitive advantages. A theory developed years ago at Case Western University
called Appreciative Inquiry emphasizes that point.
The premise is to focus on the positives, the things you do well and not allow yourself to
get caught-up in the negatives. If you spend more energy emphasizing the things that you
do well (your competitive advantage) that positive culture will help to eliminate your
shortcomings. That does mean you should ignore your weakness, just do not dwell on
them, instead put your energy into emphasizing your strengths.
After all, a private club should be buzzing with positive energy and emphasizing what
they do well rather than dwelling on their weaknesses. This approach will certainly lead
to constant improvement and success.
A strategic plan is also a road map which provides direction and a basis for major
decisions. The foundation from which a long range capital plan is developed is the
strategic plan. According to Bill McMahon, AIA from the McMahon Group, it lays the
groundwork for building consensus among the membership for what future capital
projects are needed and are likely to gain approval. High achieving clubs have looked at
this challenging economic time as an opportunity to make improvements at reasonable
costs rather than let their facilities fall into disrepair. These improvements should be
guided by their strategic plan, providing a good value and pride to its membership. This
is also a key factor in attracting and retaining members.
The final link found at those top performing clubs is someone who takes charge of
the strategic plan. According to former General Electric CEO Jack Welch, “Good
business leaders create a vision, articulate the vision, passionately own the vision and
relentlessly drive it to completion.” In private clubs the person in charge of the strategic
plan should be the general manager. Remember that in most clubs a board can completely
turnover in six years, and according to former CMAA President Michael Leemhuis’
research for his MCM on Leadership, the average tenure for a private club general
manager is now in excess of seven years. Thus, once buy-in of the plan by the
membership has been achieved it is most often the General Manager who will be the one
to drive the plan to completion.
In Jason Jennings’ best seller Hit the Ground Running almost every one of the top
ten corporate executives chronicled highlighted the importance of a strategic plan in their
company’s success.
Private clubs are no different and as stated by Meadow Springs Country Club Past
President Carol Stults, “We have never had a failure at this club because of too much
planning.”
Remember that the purpose of a strategic plan is not to create a plan, rather to create
results – a common denominator in top performing clubs.
John R. “Jack” Sullivan, CCM
Jack Sullivan is Vice President and General Manager at Hamilton Harbor Yacht Club in
Naples, Florida. With 35 years experience in the private club industry at both yacht and
golf clubs, he has also served as a consultant specializing in strategic planning. Jack
served as the President of CMAA and was selected as Club Manager of the Year in 2000.
He can be reached at jsullivan@hamiltonharboryachtclub.com.