Month: November 2024

Executive Search: General Manager/Chief Operating Officer, Derrick Golf & Winter Club

Date:

General Manager/Chief Operating Officer
Derrick Golf & Winter Club
Edmonton, Alberta

 

The Derrick Golf & Winter Club (The Derrick) is more than just a club; it’s a community. A place where tradition meets innovation, and where members come together to create lasting memories. As the General Manager & Chief Operating Officer (GM/COO) of The Derrick, you will oversee all aspects of club operations and world-class facilities, which include a championship golf course, state-of-the-art fitness center, racket sports including badminton, tennis, pickleball, an extremely popular swimming facility, and a variety of social spaces.  You will have the opportunity to lead a dedicated team and shape the future of this iconic institution.

The Derrick is currently moving through a process to create a Master Plan to ensure the club continues to provide the value and activities relevant to its membership.  Currently this plan is in its final stages of development and will result in a five-to-ten-year program of large capital projects aimed at modernizing and expanding facilities, programming and social spaces throughout the club.  This is a very exciting time for the Derrick Club and its membership, and the new GM/COO is expected to play a significant role in the execution of the club’s Master Plan.

THE POSITION

Note: This opportunity is available as the current GM/COO Jim Hope has announced his retirement effective in early May 2025. 

The GM/COO is the most senior member of the Club’s management team reporting to the Board of Directors through the Board President. The GM/COO is responsible for delivering on the Member Experience at the Club and on its strategic and operational management. Direct reports include the Head Golf Professional, Golf Course Superintendent, Facility Manager, Director of Food and Beverage, Athletic Director, Director of Finance, and Executive Assistant/Membership Director. 

Position Description/Requirements

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

George Pinches
Director
george.pinches@ggapartners.com

 

 

Apply Here

 

 

Keys to Effective Communications

Date:

 

3 Keys to Effective Communications

Year after year, private club members demand ever-greater transparency and expect their servant leaders to communicate more effectively. In our experience, club leaders are responding, but the fact is that communications are only effective if they are two-way. Leaders must deliver effective communications, but members must open and read what is sent.

To develop communications your members want to read, GGA Director Linda Dillenbeck, a seasoned communications and brand management expert, offers three keys for club leaders seeking to improve the quality and relevance of the information they send to members:

1. Keep communications short and simple. “Too often, board communications are filled with unnecessary or irrelevant information. Use simple words to engage and inform members,” stated Dillenbeck. “The average person will consume about 200 words before they stop reading and start skimming, so don’t waste time telling someone how to build a watch when all they really need to know is the time.”

2. Separate your key thoughts. Dillenbeck has observed that the internal and external club communications are often complicated, fuzzy, or downright confusing. “Not only do people, and your members, prefer short communications, they also want simple and straightforward messages, “stated Dillenbeck. “The most-read information is the one that separates thoughts into shorter paragraphs and uses subheads and bullet points. In that way, a member in a hurry can get the gist of the message without reading every word.

3. Repeat, Repeat, Repeat. Linda observes, “Your members, like all consumers, are faced with over 3,000 messages of one type or another per day, most of which are not read or retained. If a key message needs to be conveyed about club business, it must be repeated multiple times in multiple communications. Just when you are tired of talking about a subject is when your members are beginning to pay attention.”

Although club members consistently criticize club communications, club leaders consistently put quantity over quality while citing their many attempts to communicate. In most cases, more is not better.

Dillenbeck advises, “The first thing a club can do to manage communications is to develop a Brand Standards Manual.” This document serves as a guide for staff and board members by outlining the overall messages and tone to be used in all internal or external communications. Not only does this help those who may find writing a difficult task, but it also ensures that your messages stay consistent with the image you are projecting of your brand.

With a Brand Standards Manual in place, the board and management team should develop a timeline for communicating with members. “The rule to follow in this regard is to communicate only when there is relevant information to share,” added Dillenbeck. “That means sending a weekly update may not be necessary; rather, every other week may suffice. Otherwise, your messages will be unread.”

One concern many clubs face is measuring the effectiveness of communications. How does one know if members are getting the message? “The most reliable way to track effectiveness is to use an email service that provides data about how many members opened the email, clicked on a link or responded to a question,” stated Dillenbeck. “If the numbers are low, club leaders must ask members why they are not opening the correspondence through intermittent member surveys.

Effective club communications set top-performing boards apart from other well-intentioned club boards. It is said that one should not feed the pigeons because they return wanting more when – in fact – feeding your members a steady diet of interesting and helpful messaging keeps your club relevant in their lives.

This article was written by GGA Partner Henry DeLozier and appeared in the November 16, 2024 edition of BoardRoom Briefs.

 

Executive Search: General Manager, Birmingham Country Club

Date:

General Manager
Birmingham Country Club
Birmingham, Michigan

 

Birmingham Country Club: Where Tradition Meets Membership.

Birmingham Country Club is a premier, full-service family club rich in history. Tucked away in a quiet corner of Birmingham, the Club is an ideal place for members to unwind and charge up. The Club features a scenic 18-hole championship golf course, racquet and paddle courts, a competition-sized pool and diving area, fitness facilities, fine and casual dining, and a full calendar of events.

Birmingham Country Club, an exclusive family-oriented private club, proudly counts over 600 families as its members, with an impressive 85% residing within a 5-mile radius of the Club. Acknowledged by many as a cherished second home, the Club holds in high esteem the authentic care and camaraderie shared among the members. The devoted staff is unwavering in their pursuit of excellence, exemplified by team members with remarkable tenures of 15, 20, or even 30 years of dedicated service. Embracing communal, family-oriented values, we not only honor our robust history but also forge ahead, building a tradition of excellence that will endure in Birmingham for generations to come. Dining is a popular draw because members have a choice of multiple dining locations. The Club Room offers outstanding a la carte dining (80 seats). A full menu is provided in both the Founders Pub and the Maguire Bar, which is a popular gathering spot because of the panoramic view. Poolside dining includes the Dive Bar and the elevated High Dive Observation Deck, which specializes in custom pizzas.

POSITION SUMMARY

The General Manager reports directly to the Board President and is responsible for leading and inspiring the entire team to consistently provide Members with the best hospitality experience possible. This position oversees all operational functions of the Club. Direct reports include the Controller, Director of Membership, Golf Course Superintendent, Executive Chef, Director of Golf, Director of Operations, and Director of Racquets.

Position Description/Requirements

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

Eric Hutchison, MBA, Ph.D.
Director
eric.hutchison@ggapartners.com

 

 

Apply Now

 

Executive Search: General Manager/COO, Peterborough Golf & Country Club

Date:

General Manager/Chief Operating Officer
Peterborough Golf & Country Club

Peterborough Golf and Country Club (PGCC) was established in 1897 and is located along the Trent Canal in the heart of the Kawartha Region. In the late 1920s renowned course architect, Stanley Thompson was engaged to design the 6,472 yard, 18-hole championship layout. The PGCC is proud of its rich tradition and history and provides its more than 1,100 Members with an exceptional year-round experience, offering curling, golf, dining, and meeting facilities. The Club has made important advances in the past years – building a strong year-round member base that is committed to increasing funding for the golf course and other club improvements.

Peterborough Golf and Country Club is seeking an experienced General Manager/Chief Operating Officer to join us in Peterborough – to lead our staff and to work with our Members and our Board of Directors as we build for the future. If you are ready for the next step in your club management career and would value the opportunity to be the leader of this historic club as we continue to make it better, we welcome you to apply for this position.

POSITION SUMMARY

The General Manager/Chief Operating Officer (GM/COO) is the most senior member of the Club’s management team reporting to the Board of Directors through the Board Chair. The GM/COO is responsible for delivering on Members’ and guests’ curling, golf, and other experiences at the Club and on its strategic and operational management. Direct reports include Office Manager, Accounting Manager, Executive Chef, Food & Beverage/ Events Manager (includes Banquet/ Events Coordinator), Sports Director, Maintenance Supervisor, Greens Superintendent (includes Assistant Greens Supervisor).

Position Description/Requirements

 

SEARCH EXECUTIVES

 

Michael Gregory
Managing Director & Partner
michael.gregory@ggapartners.com
905.475.4030

 

 

Jeff Germond, CCM
Director
jeff.germond@ggapartners.com

 

 

 

Eric Hutchison, MBA, Ph.D.
Director
eric.hutchison@ggapartners.com

 

 

Apply Now

 

Strategic Planning that Makes the Difference

Date:

Strategic planning has become important in most private clubs, riding the wave of membership growth across the U.S. Long a proven tool for the best-performing private clubs, strategic planning brings intention and clarity to the board’s efforts. Beyond the textbook matters of sound strategy, five strategic priorities have emerged as a part of the novel coronavirus pandemic.

1) Regeneration of Members
Baby boomers have long been the driving force in private clubs. Many are progressively aging out of clubs. The youngest Boomers were born in 1964 and are now 60 years old, while their older siblings—born as early as 1946—are well into their 70s. Boomers are now being replaced by GenX, who range in age from 59 (born in 1965) to 43 (born in 1980). Each group has different needs and wants, requiring understanding the priorities driving the decision to become and remain private club members.

Generation gaps are appearing in clubs where the most tenured members—the oldest by profile—do not wish to pay for capital improvements that younger members consider overdue. Most clubs are working through the generation gaps, and all boards are faced with regenerative choices.

2) New Priorities in Clubs
The new wave of members introduces a regenerative change in clubs’ priorities and needs. Four new-wave points of emphasis in most clubs include:

  • Fresh-air Dining: The onset of the pandemic caused the need for open-air dining options. Members’ preference for fresh air and a sense of openness has persisted. New solutions for window treatments and patio spaces are taking the day.
  • Facilitated Lifestyle: Members require more assistance to enjoy their clubs. Matters such as loading and learning how to use the club app, meeting new members who joined the club during the pandemic, and organizing emerging interest groups now require support from management and staff.
  • Pickleball: Having swept onto the scene as an engaging and highly social activity, new demands for capital and square footage are placing this active adult sport at the forefront.
  • Cyber-Security: Reflecting the world around the club, cyber threats are more prevalent in private clubs. It is time to audit your club’s cyber-security.

3) Investment in Capital Assets
Most clubs have benefited from increased capital funding as new members have restored capital reserves, enabling many to address long-deferred capital needs.

New capital projects are usually funded from Capital Improvement accounts while replacing existing club assets is typically considered Capital Maintenance.

The prevailing trend is catching up on capital maintenance projects – like new roofs, patio upgrades, parking lot resurfacing, and HVAC needs. Capital improvement projects include pickleball courts, swing simulators, sports training technologies, and golf course improvements.

4) Importance of Transparent Governance
In these troubled times, some clubs have begun to act out the behaviors from the evening news…name-calling…stubborn resistance to needed changes…and internal segmentation of member groups. The time for open and transparent governance practices is now. Topmost among the changes coming to club boards:

  • Board Policy Manuals: Use of a BPM has spread actively into private clubs where the backbone of transparent governance is a clearly stated method of governing. The BPM tells members how their board will function and holds boards accountable for their efforts.
  • Diversity and Inclusion: Leading clubs have taken responsibility for making their leadership profiles more diverse and inclusive. Although there is still much to be done, clubs have begun to embrace the tenets of DE&I.
  • Robust Board Communications: Many club boards have increased the frequency and quality of content in their board communications. Members now expect to know what matters are important to their board.

5) New Focus on Brand Management
Clubs are brands, and the most sophisticated board members recognize the necessity of managing the club’s brand proactively and consistently. Many clubs enjoy solid brand ratings but have not understood the importance of intentionally projecting the club’s brand. The evolution of brand management in private clubs requires a thorough understanding of the U.S. Tax Code and the particular club’s obligations therein.

Following these insights as you develop the strategic plan for your club will ensure intention, purpose, and clarity in your efforts to achieve success.

This article was written by GGA Partner Henry DeLozier and appeared in the October 26, 2024 edition of BoardRoom Briefs.

 

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