Author: Linda Dillenbeck

GGA Partners and the Club Management Association of Canada Renew Partnership

Date:
GGA Partners Reinforces its Commitment to the Club Management Profession with Renewal of Club Management Association of America Partnership

TORONTO, Ontario (December 18, 2023) – The Club Management Association of Canada (CMAC) and GGA Partners are pleased to announce a corporate partnership renewal agreement for a three-year period. The CMAC Corporate Partner Program recognizes industry partners that share the values of CMAC and offer members support as leaders in the club management profession in Canada.

The renewal as a Platinum Corporate Partner will continue to showcase GGA Partners long-standing commitment to the professional club industry and CMAC members as a whole. As part of the new agreement, GGA will be providing people services, including the administration of two new research studies for the association. The first study will focus on a General Manager compensation and benefits study. A second study will be completed to provide compensation/benefits data for mid-management positions.

CMAC’s vision is to create great leaders through excellence in professional club management and its mission is to promote and develop the profession of club management. The Association offers a variety of programs and services in response to member needs and expectations including the certification program leading to the Certified Club Manager (CCM) and Certified Chief Executive (CCE) designations. Access to career opportunities, and a forum for networking for COOs, GMs, clubhouse managers, food and beverage supervisors, golf superintendents, chefs, and other professionals involved in club management are also important offerings of CMAC.

“We are excited to extend our relationship with CMAC and its members as a platinum corporate partner,” commented Michael Gregory, a Partner and Managing Director of the firm. “As a trusted advisor to many of the top clubs nationwide, we have the ability to seamlessly integrate our brand with CMAC and provide value to its members through our research and people services contributions.”

“GGA Partners continue to illustrate their dedication to the professional club industry and we’re thrilled to continue working with their group as a platinum corporate partner for the next three years,” indicated Suzanne Godbehere, chief executive officer at CMAC. “As a long-standing corporate partner, the firm has provided guidance and valuable industry insights to our members and we look forward to working closely with Michael and his team.”

About the Club Management Association of Canada

The Club Management Association of Canada is the national professional association for individuals involved in the club management profession in Canada. Since 1957, the association has been supporting members with education, certification, networking and member events to facilitate them being the best in the industry. Members include general managers, chief operating officers, assistant general managers, clubhouse managers, golf superintendents, chefs, controllers, food and beverage supervisors, golf professionals, as well as students interested in pursuing a career in club management. CMAC professionals work at private, semi-private and public golf clubs, country clubs, city clubs, faculty clubs and recreation and leisure clubs.

CMAC is headquartered in Toronto, Ontario with over 650 members and 11 branches across Canada. For more information, please visit www.thecmac.ca.

Michael Leemhuis, CCM, CCE, Master PGA, CMAA Fellow, Joins as a Partner of the Firm

Date:

GGA Partners, a ClubWorks company, announced today that Michael Leemhuis, M.A. Ed, CCM, CCE, Master PGA, CMAA Fellow, has expanded his role within the ClubWorks network and joined GGA Partners support the growth of the Executive Search Practice.

As a Partner at GGA Partners, Leemhuis will be focused on growing the firm’s executive search and people services practice. In his role, Michael will leverage the firms leading recruiting practices, along with his vast network of contacts to find and place top-level talent.

“Michael’s experience in the golf and private club industry will be a tremendous asset to GGA,” commented Managing Director and Partner Michael Gregory.  “His experience managing elite private clubs, coupled with his experience recruiting candidates for top clubs over the past five years, will help GGA continue to deliver the highest quality executive search services to clients.”

Leemhuis will continue in his role at ClubWorks as Chairman & Chief Executive Officer as the organization continues adding to its growing platform of leading service providers to the private club, resort, and hospitality industries.

Michael will be based in the West Palm Beach office. He can be reached via email at michael.leemhuis@ggapartners.com.

Jeff Germond, CCM, to Join GGA Executive Search Team

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Jeff Germond, CCM, will join the GGA Executive Search Team effective February 1, 2024 after completion of his tenure as COO of Mississaugua Golf & Country Club.

Jeff’s experience encompasses all aspects of club management, from food & beverage to operations, finances and human resources. His vast knowledge of the inner workings of high-end private clubs and all aspects of food & beverage operations will benefit all clients who need to fill culinary and all leadership positions.

Jeff began his career as an Executive Chef with an emphasis on building and fostering high-performance teams. Over the course of his career, he had the opportunity to work at several of Canada’s premier clubs, including the National Golf Club of Canada, Hamilton Golf & Country Club and St. Catharine’s Golf & Country Club, among others. He is currently completing his tenure as the COO at Mississaugua, after which he will bring his experience and knowledge to GGA.

Jeff will be based in GGA’s Toronto office. As of February 1, 2024, he can be reached via email at jeff.germond@ggapartners.com.

Colin Burns, CCM, Joins GGA Executive Search Team

Date:

Many of you know Colin from his three-decade career as the General Manager at Winged Foot Golf Club. During his tenure at this top-rated club he played an integral role in hosting multiple major golf championships, including the 2006 and 2020 US Opens, the 2004 US Amateur and the 2016 Four-Ball Championship. He also oversaw more than $100 million in capital projects, including the complete restoration of both golf courses.

We are delighted to announce that Colin has joined GGA Partners and will focus on next-level executive search services for clubs seeking high-quality, long-term candidates..

Colin spent 30 years “on the other side” as a client of search firms, the benefit of which is a clear understanding of what makes a good search.  He has spent countless hours in board meetings which has provided the ability to identify both club and board room culture. He has an incredible network of professional contacts from which to recruit the right individual who views your goals strategically and has the knowledge of how to get there. Each of these attributes and experiences will benefit you in your search for the right individual to help your club succeed.

Colin will be based in Connecticut and can be reached via email at colin.burns@ggapartners.com.

Executive Search: Chief Executive Officer for The Glencoe Club & The Glencoe Golf & Country Club

Date:

Chief Executive Officer
The Glencoe Club and
The Glencoe Golf & Country Club

The Glencoe Club

The Glencoe Club is Calgary’s premier private sports and social club providing programs and services for all members of the family. Nestled between the beautiful Calgary neighbourhoods of Mount Royal and Elbow Park, the Club is committed to creating exceptional experiences and to be members’ second home, providing excellence in all aspects of the Club. Members come to the Club to train and play in its excellent sports and recreation facilities; grow and excel in the vast array of programs; enjoy specialty services; dine in first-class restaurants; and create long-lasting memories with friends and family.

The Glencoe Golf & Country Club

With 45 holes across three stunning courses and an expansive Clubhouse overlooking beautiful greens, The Glencoe Golf & Country Club offers an abundance of golf opportunities and amenities. Nestled along the Elbow River and just minutes outside of Calgary, members are welcomed with pristine views and immersed in nature while enjoying an exceptional round of golf with family and friends. The Club’s knowledgeable staff and expert golf professionals, plus the carefully crafted menus and fun events, leave a lasting impression on everyone who visits.

 

About the Club

Mission and Vision

With a Mission of creating exceptional experiences and a vision to be our members’ second home, the Glencoe Club aims to provide excellence in all that we do; stressing values of Respect, Wellness, Integrity, Relationships, Caring and Innovation.

 Brand Attributes

  • Contemporary
  • Family oriented
  • Excellence in quality-of-service delivery in sports, recreation, food and beverage and other services
  • Strong value proposition
  • Efficient and environmentally aware
  • Diverse and inclusive
  • Community aware, support neighborhood lifestyle

Values

Govern self and others according to the values of The Glencoe Club and The Glencoe Golf and Country Club:

  • Show that we care in everything we do.
  • Build relationships with members and employees.
  • Treat everyone with respect.
  • Do what is best for the members, staff and the Club based on integrity.
  • Continuously improve processes, systems and services through innovation.
  • Commit to a pro-active health and safety program that focuses on wellness.

CEO Position Summary

As the Board’s top executive employee and official link to the operating Club, the CEO is accountable for all the operational performance and exercises all authority transmitted by the Board into the day-to-day operations of The Glencoe Club and The Glencoe Golf and Country Club. The CEO works in collaboration with the Board of Directors to set the strategic direction and has a commitment to the achievement of the vision and mission of the Clubs.

The CEO manages the successful operations of The Glencoe Club and The Glencoe Golf & Country Club, and ensures implementation of all Board policies and procedures.

Skills, Experience and Attributes of the New CEO

The Glencoe CEO will be a strategist, planner, implementer and leader. Glencoe now is working very well, is well run, both the downtown club and suburban golf club operations are in excellent shape; capably led and managed by two General managers. The CEO’s focus is forward looking development, leading and developing the operations, not managing them.

Critical factor is a track record of success and experience at senior levels of management, leadership, business development and financial management.  Understanding of operational dimensions within a recreation or sports club, hospitality and/or food service operation is valuable and private club management experience is an asset but not a requirement.

Strategic Leadership and Implementation

  • Working collaboratively and in alignment with the Board, both contributing, leading and following strategic direction.
  • Ability to understand the market, environment, trends, opportunities and obstacles in developing strategies and tactics within the Clubs’ long-term plan.
  • Appreciation, alignment and respect for Glencoe Club’s culture and history.
  • Creative, progressive, innovative, leading evolutionary change not revolution or dramatic shifts in culture or offers.
  • Ability to lead large projects, design and lead program implementation.
  • Understand, manage risk profile and develop mitigation approaches.

Finance and Systems Leadership

  • High degree of financial acumen and experience in strategic development.
  • Qualifications and experience at senior leadership level:
    • Developing and managing budgets and forecasts, long range financial plans
    • Managing balance sheets and cash flow
    • Oversight of financial reports and benchmarking that provide intelligence to effective decision making, within regulatory requirements
    • Ensure effective reward programs that support staffing to achieve strategies
  • Ensure diligence and applicable coverage in all forms of insurance.
  • Risk Assessment Management structures that support appropriate actions.
  • Ensure systems and technology supports strategy and current operations.

People Leadership

  • Respectful and collegial leader and mentor, rising above managing and setting a positive culture and tone from the top.
  • Supporting all levels of management in retaining the right people to deliver the mission, including maintaining market competitive total rewards.
  • With Management and Staff – build trusting relationships. Hold people accountable for results, delegating effectively.
  • Ensure sustainable leadership, identify gaps, build succession opportunities and development plans to reach them.

Relationship Builder

  • With Board – build credibility and respect, develop trusting, transparent and productive relationships. Effective communicator and presenter.
  • With members – visibly exemplify Club values, effective communicator, demonstrate approachability and empathy, effective oversight of issue management.
  • With service providers, local and greater community, regulators, and local, provincial government – engaged, credible, approachable, effective represent the Glencoe brand and values.

Operations

  • Understands operational dimensions within a sports club, hospitality and/or food service operation.
  • Private club management experience an asset but not a requirement.

Qualifications and Skills

  • Excellent communication, writing and public speaking skills.
  • A diplomatic, outgoing personality able to foster relationships with members, Board of Directors and staff.
  • Strong leadership and ambassadorial skills.
  • Experience in administration of Athletics, Recreation, Golf, Member Services, Food & Beverage, Facility Operations and Human Resources.
  • Strong organizational and management skills with the ability to effectively delegate and manage the performance of others.
  • Strong business acumen complimented by financial and entrepreneurial skills.
  • Excellent member service and interpersonal skills.
  • Working towards or having achieved Certified Club Manager (CCM) designation preferred.

Direct Reports:

Glencoe Club General Manager, Glencoe Golf and Country Club General Manager, Chief Financial Officer/Chief Information Officer, Director of People and Culture, Health and Safety Manager, Communications & Creative Director, Executive Administrator.

Compensation:

The successful applicant will receive an attractive compensation package commensurate with experience and qualifications along with a comprehensive health benefits plan and pension program.

Inquiries:

IMPORTANT: Interested candidates should submit a resume along with a detailed cover letter which addresses the position qualifications and describes your alignment with the position by November 19, 2023.

Documents are required to be submitted in Word or PDF format (save as “Last Name, First Name, Glencoe CEO Cover Letter” and “Last Name, First Name, Glencoe CEO Resume”) respectively to: execsearch@ggapartners.com

We thank all applicants for their interest but will only contact those selected for an interview.

Lead Search Consultants: 

Michael Gregory
Managing Director & Partner
GGA Partners™
Michael.gregory@ggapartners.com

 

George Pinches
Director
GGA Partners™
george.pinches@ggapartners.com

For more information on The Glencoe Club, visit https://glencoe.org/web/pages/home

For more information on The Glencoe Golf & Country Club, visit https://glencoegolf.org/

 

Executive Search: General Manager for Royal Victoria Yacht Club

Date:

Royal Victoria Yacht Club logo

General Manager
Royal Victoria Yacht Club

Royal Victoria Yacht Club

I. ROYAL VICTORIA YACHT CLUB

The Royal Victoria Yacht Club is an active and lively organization with over 1,250 members. Founded in 1892, RVYC is the oldest yacht club in British Columbia. Over the past one hundred and twenty-five years, RVYC has made significant contributions to the sailing, seafaring, and cruising communities of the Pacific Northwest. RVYC encourages its members to become involved in many activities that are supported by the Club. The objectives of RVYC are to encourage yachting; boating, navigation, and seamanship; to promote sportsmanship and excellence in competitive sailing; to provide facilities for the use and benefit of members and to preserve yachting traditions.

To learn more about the Club, visit Home – Royal Victoria Yacht Club

Reporting to the Commodore and Board of Directors (Board), the General Manager (GM) oversees the daily operation of the Club and is responsible for various programs and services. The GM is responsible for the efficient operations, staffing, day-to-day financial management, and compliance with statutes, regulations and by-laws.

Royal Victorial Yacht Club harbor

II. POSITION

The Position – General Manager

SPECIFIC DUTIES AND RESPONSIBILITIES                                                                        

Administration and Finance

  • Design, implement, and improve upon operating policies, standards and contracts, and provide recommendations in relation to establishing, terminating, changing or renewing service contracts, with supporting rationale;
  • Provide sound financial management, including support for preparation of the annual budget, and regular variance analysis of actual expenditures compared to budget and year-to-date costs, as well as maintaining sound financial controls;
  • Work closely with the staff accountant to regularly monitor financial activities, ensuring that records are accurately maintained, available, and properly prepared for the annual audit by the Club’s contracted auditor
  • Operate the Club information management system (Jonas) and ensure that all club records are complete, accurate, and up-to-date;

 Asset Management

  • Develop and maintain a capital asset replacement plan;
  • Plan and oversee maintenance of the Clubhouse and grounds;
  • Plan and oversee maintenance of the foreshore, marina facilities and outstations;

Member Services & Communication

  • Assist with marketing and membership generating initiatives in order to promote the Club’s services and facilities to current and potential members;
  • Establish and maintain effective processes to gather and address member and guest feedback, compliments and mitigate complaints;
  • Oversee the management, planning, staffing, finances and daily operation of all club service.

Human Resources

  • Provide recommendations to the Commodore and/or Board members related to staffing levels required to meet operational needs of the Club, including salary levels;
  • Ensure staff job descriptions are kept current and understood by the employees;
  • Set annual staff goals, carry out periodic performance planning reviews with staff and conduct annual appraisals against pre-agreed goals and objectives;
  • Conduct thorough and documented exit interviews with any departing employees.

Club Functions and Events

  • Promote the use of club facilities for member-sponsored events, maintaining a balance with availability of the Club for regular use by members;

Support of the Board and Planning

  • Provide advice and support to the Commodore and Board in the development and implementation of plans, policies and programs;
  • Chair the House & Grounds and Food & Beverage Committees as staff committees.

KNOWLEDGE, SKILLS AND ABILITIES

  • Completion of a post-secondary degree program plus five years related experience or equivalent combination of education and experience;
  • Progressive management experience in delivering Financial Management, Human Resource Management, Information Systems Management, Administrative Management and Operations Management services;
  • Experience managing staff, developing administrative budgets, managing contracts, developing policy related to a variety of administrative, human resources, information systems and operations management;
  • Knowledge of the principles of an Occupational Health and Safety Program;
  • Comprehensive knowledge of human resources principles, practices, policies and procedures and related legislation and regulations in the areas of recruitment and selection, classification, employee and labour relations, occupational health and safety, human resources planning, training and development and operations;
  • Ability to manage individual and team performance by setting goals and standards, evaluating performance and correcting where applicable;
  • Ability to manage programs effectively by anticipating needs and operational implications, including planning, operations, budgeting, implementing and evaluating results;
  • Ability to quickly identify, analyze and evaluate operational problems or issues and recommend innovative solutions;
  • Ability to establish and maintain effective working relationships with staff, colleagues, external agencies and a variety of groups or individuals to meet objectives, complete projects and influence outcomes;
  • Ability to prepare, provide and obtain clear, concise and complete oral and written information of a complex and technical nature at a level appropriate to diverse audiences in a timely manner;
  • Ability to organize and manage projects, adapting as needed to changing priorities and deadlines, emerging issues, impacts of decisions, competing and conflicting demands, and to keep staff, colleagues and the Executive Committee informed as required;
  • Ability to exercise appropriate conflict resolution, mediation and negotiation skills to work towards effective employee/labour relations;
  • Ability to use standard computer applications efficiently to produce correspondence, reports, spreadsheets and presentations;
  • Ability to develop and maintain effective and respectful working relationships with the Executive Committee, committees and members of RVYC; and,
  • Ability to prioritize one’s own work, and coordinate the workload of other staff effectively, efficiently, and independently, achieving results with acceptable timeframes while taking into consideration changing priorities, deadlines, volume available resources and reporting relationships.

COMPENSATION:

The Club will offer an attractive compensation package, commensurate with experience, which will include a competitive base salary, bonus opportunity and benefits.

APPLICATION PROCESS AND DEADLINE:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by Wednesday, July 20.  Those documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, RVYC Resume” and “Last Name, First Name, RVYC Cover Letter”) respectively to: execsearch@ggapartners.com.

SEARCH CONSULTANTS

Michael Gregory, Partner
George Pinches, Director

GGA Partners Inc.
execsearch@ggapartners.com

 

Executive Search: Director of Golf for Marine Drive Golf Club

Date:

           

Director of Golf
Marine Drive Golf Club

The Club and the Course

Marine Drive Golf Club (“MDGC” or the “Club”) is one of Canada’s most prestigious and historic private golf clubs, situated in the heart of Vancouver and boasting a diverse membership of 1,300 resident and non-resident enthusiasts. Founded in 1922, MDGC combines the heritage of a top-rated golf course on the shores of the Fraser River with a stately clubhouse for member services, dining and events. MDGC prides itself on delivering an outstanding member experience over approximately 40,000 rounds in a typical 12-month season.

The Club and course have been central to Canadian amateur golf for 100 years. MDGC’s Junior Development Program is widely recognized for the quality players it cultivates from its over 125 young players. The Club has produced multiple champions including Stan Leonard, Dick Zokol and Doug Roxburgh – and it has hosted numerous prestigious amateur events including the 2018 Canadian Women’s Amateur and the 1992 World Amateur.

Jim Urbina served as the Club’s Golf Course Designer from 2009 to 2019, completing the renovation of all bunkers and green surrounds. In 2015, the Club invested in a state-of-the-art 1.5-acre short game practice area. Rod Whitman is the Golf Course Designer working with the Club today following the members’ recent approval of a $3.9 million investment into its driving range to round out the state-of-the-art practice experience.

Our Core Values

Passion for People, Strive for Excellence, Be Vulnerable, Do Right.

The Position

As a key member of the Senior Leadership Team, the Director of Golf will play a pivotal role in exceeding the expectations of our members by delivering an exceptional golf experience that positions the Club for sustained leadership in our community and our industry. Reporting to the Chief Operating Officer, the Director of Golf will operate our golf operations at the highest service levels as expected by our membership and guests. Delivering exceptional service, programs and teaching at this facility will be paramount to the Director of Golf’s success in the role.

The Director of Golf will be responsible for the following:

  • Manage the Club’s entire golf operation, including the practice facilities, golf professionals, non-professional golf staff, teaching programs and seasonal golf activities and events.
  • Enthusiastically promote the game of golf and excellence in every member and guest experience at MDGC.
  • Build and lead a strong team of golf professionals, pro shop staff and back shop team members.
  • Be a visionary leader and represent the Club with pride in support of our brand and goals.
  • Lead and advance our comprehensive teaching program, including clinics and private instruction.
  • Direct and organize all golf activities, including member and invitational events/tournaments, practice facilities, tee time reservation program, back shop and cart operations.
  • Manage golf-related administration and financial activities such as budgeting and reporting.
  • Actively participate in golf committees, external events and conferences, and serve as an ambassador in the industry.

Candidate Profile

  • Recent and relevant experience in a high-end golf club environment.
  • Demonstrated commitment to exceptional member service.
  • Strong leadership and relationship-building. Track record of motivating and inspiring a team towards a common vision and defined goals.
  • Demonstrated interest in the golf industry, a considered perspective on where the industry is moving and how private golf clubs will adapt to these developments.
  • Post-secondary degree or PGM college diploma.
  • Business sense and experience as it relates to golf shop management within a private golf club.
  • Class “A” professional capable of playing at a high level.
  • Member in good standing with the PGA of Canada or the US (eligible for Canadian membership).
  • Collaborative contributor to the Senior Leadership Team with a Club-wide perspective and focus.
  • Commitment to excellence in all aspects of the game of golf:
    • Organization & promotion of events / tournaments
    • Understanding of golf instruction
    • Ability to tactfully enforce the rules and regulations of golf and of the Club

Compensation

The successful applicant will receive an attractive compensation package commensurate with experience and qualifications along with our comprehensive health benefits plan and retirement savings matching program.

Inquiries

IMPORTANT: Interested candidates should submit a resume along with a detailed cover letter which addresses the position qualifications and describes your alignment/experience with the prescribed position by Sunday, July 31st at 5:00pm EDT. Please include up to [5] professional references within your resume.

If you require any accommodations to be considered for this position, please include that information in your submission. Documents are required to be submitted in Word or PDF format (save as “Last Name, First Name, Marine Drive Director of Golf Cover Letter” and “Last Name, First Name, Marine Drive Director of Golf Resume”) respectively to: execsearch@ggapartners.com

Interested candidates are asked NOT to contact any Club employees directly in relation to this posting. Please direct all inquires to Michael Gregory at the contact information listed below.

We thank all applicants for their interest but will only contact those selected for an interview.

Lead Search Consultant

Michael Gregory
Managing Director & Partner
GGA Partners™
michael.gregory@ggapartners.com

For more information on Marine Drive Golf Club, visit www.marine-drive.com.

Executive Search: General Manager Green Boundary Club

Date:

Green Boundary Club

General Manager
Green Boundary Club
Aiken, South Carolina

Green Boundary Club

Our Club

The Green Boundary Club resides in an Aiken mansion built in 1928. At the time, Aiken  served as the winter home of many wealthy East Coast equestrians and the Club’s location, very close to Hitchcock Woods, a 2000 acre sanctuary for riders and hikers, proved the ideal location.

In 1956 the home was sold to a group of winter colonists and the Green Boundary Club was formed. For many years it was a small, private dining club only open during the winter, but has since evolved into a year-round dining and social club with an active membership that frequents the club as their “home away from home.”

In addition to our dining options, amenities at the Club include two croquet courts, a tennis/pickleball court and a beautiful new patio area. The Club also has six recently-updated hotel rooms on property for use by our members and their guests. The Club also has reciprocal agreements providing members access to golf and private clubs across the world.

In 2022, Green Boundary Club will embark on a $1.5 million enhancement process to create a spacious club room with a working bar, two new restrooms and improvements to its infrastructure. When complete, the area will link to the ever-popular patio area.

Today the Green Boundary Club is a hub of activities. While fine dining is the primary focus, the Club is replete with activities, social interactions and events that embrace the future with confidence drawn from its rich history.

Overview

Over 400 comprised of resident, junior and non-resident categories

  • Initiation fee (Resident Member – $2,000)
  • Annual Dues (Resident Member – $135 monthly plus $300 for maintenance)
  • $1.2M Gross volume
  • $560K F&B volume
  • $600K Gross payroll
  • 23 Employees
  • 12 Board members

Green Valley Club

The General Manager Position

The General Manager reports to the Board of Governors, with the Executive Committee, and in particular, the President as the point of contact. Direct reports to the General Manager include the Assistant General Manager, Executive Chef, Membership & Marketing Director and the accountant.

The General Manager is responsible for developing operational policies as well as the  creation and implementation of standard operating procedures for all areas. These includes the preparation of the annual operating and capital budgets and management of operations to attain the desired results.

The General Manager coordinates all management functions and works in concert with committee chairs to assist in the development of proposed policies, programs and events. He/she serves as the lead coordinator of programming and development of synergy among all departments. An additional, yet critical, part of the position entails overseeing the internal and external marketing strategies for membership growth.

The General Manager should have a strong presence and seek to be highly visible to the membership and staff. He/she will set the tone for consistently treating members with first class hospitality and communicate this expectation to the entire staff.

Important Individual Characteristics

  • A naturally enthusiastic personality and passion for the club management profession.
  • A leadership style that creates dedication to the Club’s mission by a team focused on elevating the member experience daily.
  • A thought partner providing quality and timely communication to the board and committee members.
  • An effective verbal and written communicator who can utilize web and social media tools to communicate with the membership and staff.
  • Disciplined follow-through to ensure the vision and goals of the Club come to fruition.
  • The ability to cultivate a high-level of member services and satisfaction.
  • A strong understanding of top-notch food and beverage experiences for Club members and guests.
  • Effective fiscal management through delivery of actual operational and capital results in alignment with approved budgets.
  • The desire to maintain a high level of visibility to members and staff as the face of the Club.
  • A knowledge of the marketing tools required to increase visibility. both internally and externally. to ensure the Club maintains a high profile within the community.
  • Leadership of the development and implementation of all marketing and member relations programs to both attract new members and foster positive relations with existing members and their guests.
  • Responsible for initiating membership research and keeping current on all social, demographic, and corporate trends that impact the Club’s ability to meet its objectives.

Candidate Qualifications

  • A minimum of 5 years of progressive leadership and management experience in a private club or hospitality environment. Current Assistant General Managers or Clubhouse Managers at well-recognized clubs, with verifiable records of achievement will also be considered.
  • A Bachelor’s Degree from an accredited college or university, preferably in Hospitality Management or Business.
  • Certified Club Manager (CCM) designation preferred or in pursuit of one.

Note: A pre-employment drug screen and background check will be required. The position is available immediately.

Salary & Benefits:

Salary is open and commensurate with qualifications and experience. The club offers an excellent bonus and benefit package.

Inquiries:

IMPORTANT: Interested candidates should submit resumes along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the described position by Friday, February 4, 2022.

Documents must be saved and emailed in Word or PDF format (save as “Last Name, First Name, Green Boundary GM Cover Letter” and “Last Name, First Name, Green Boundary GM Resume”) respectively to: execsearchus@ggapartners.com Please e-mail resume with references.

For more information about Green Boundary Club, please visit greenboundaryclub.com

 

 

 

 

 

 

3 Reminders for Every Leader

Date:

Now, More Than Ever

Three reminders for every leader, every day – from a coaching perspective

Over the past 18 months after speaking with managers and their teams, I have found myself frequently saying “Now More Than Ever”. I rarely leave a coaching session or conversation without being reminded that there are some principles of leadership that can’t been forgotten or taken for granted, especially now.

Sometimes managers think they are displaying these “leadership musts” more than they really are. The truth is that managers are tired, their teams feel exhausted and overworked, and the challenges keep arriving.

In the midst of fighting the fires of urgencies like the labor shortage and the pandemic’s next crisis, it is so important to remember to lead. That’s the secret – to remember that along with managing the business, they have the opportunity to make a huge impact on their most valuable resource, their people.  The challenge is on to find good people to fill the available positions. Even more important is creating the culture to retain them.   Here are three simple, yet powerful reminders for everyday leadership.

LEADERS ARE ALWAYS AFFECTING CULTURE

When it comes to your people, everything matters. Managers often underestimate the importance of their presence. As they tackle the big picture issues, it is easy to leave it up to supervisors to keep teams engaged and deliver the best member experience possible. While managers surely have a lot on their plates right now, it is crucial and critical to stay connected with every employee at every level.  Model what you want to see. Your visibility is surely important to your members. It’s even more important to your staff members. As the late motivational speaker Zig Ziglar often said:

“People don’t care how much you know,
until they know how much you care – about them.”

Years ago a Sous Chef proudly showed me a thank you note he received from his GM. It was a simple hand written note on a white piece of paper.  He carried it with him every day in his wallet for over 10 years and I bet he still has it.

Connect with as many staff and managers as possible every day. Call them. Text them. Stop for a few minutes and talk with them. Ask them how they are doing, how their family is doing, what they need to do their job more effectively, and thank them genuinely for specific contributions they are making. Giving bonuses, gift cards and extras can be meaningful. However, nothing replaces a sincere thank you on a regular basis. Nothing. Keep connecting. Keep acknowledging.  Keep encouraging.

SET PEOPLE UP FOR SUCCESS

Are you an Employer of Choice? The labor shortage has brought a new set of challenges – finding qualified people.  The selection process is important, yet even more critical is retention. Here are some insights about how you can keep these new valuable recruits as well as your current invaluable team members:

  • Revisit your onboarding process to determine if it is working. Does each new team member get what they need. Do they feel welcome and part of a team, or do they just receive the basics and head out onto the floor? Get as many team members involved as possible during this most important phase.
  • Make sure the General Manager is part of the orientation process. As the GM, be sure to welcome every single new hire, get to know them, and then challenge them to add value that will make your club better. If you give employees something to live up to, they can make a difference.
  • Every manager and supervisor should keep asking – Does everyone have the tools they need to do their job? Do they have the daily information and updates they need? Are they trained properly? Do they know how to answer the latest pandemic questions and club policies? When staff aren’t equipped for success, they will surely get frustrated and leave. They may say they are leaving because of the money. They aren’t.

ASK QUESTIONS VERSUS GIVING ANSWERS

Most managers are in their role because of their technical competence and proficient operational skills. The tendency when engaging with staff is to give all of the answers. There is certainly a time and place for telling people what to do, however, leading others and engaging your team is the perfect opportunity not to give all of the answers. Every manager I have spoken with during the pandemic has said that one of the big lessons they have learned is that we don’t always have all of the answers. Exactly. So let’s apply that to our teams.

Dr. Peter Hawkins, author and Professor of Leadership at the Henley Business School, states that “The 21st century leader realizes that they can’t solve problems on their own, and they need the skills to orchestrate the team to come up with the best answers.”  Most team members are engaged in the culture when they can contribute, learn, and grow. They want to give their ideas and be a part of the solution.

Before you give the answers, think about what powerful questions you can ask to engage your team, then watch what happens.

Now more than ever is the time to lead.

Shelley MacDougall is a Director, Leadership Development at GGA Partners specializing in leadership coaching and training. She is passionate about developing leaders who want to make meaningful change where it counts: within themselves, with their teams, and in their organizations. To view Shelley’s profile, click here.

Board Room Best Practices

Date:

In partnership with the National Club Association (NCA), we are pleased to release the inaugural issue of Club Governance, a publication focused on the fundamentals for effective club leadership developed to provide key insights into pressing board room issues and outline board room best practices to effectively govern your club.

In our inaugural issue, Henry DeLozier and GGA’s governance expert Fred Laughlin, discuss the following topics:

Three Keys to Effective Governance: Who Serves on the Club Board?

A Model for Club Governance: Policies and Practices of High-Performing Boards

How to Build a Board of Directors: Selecting Your Dream Team

Building Accountable and Transparent Boards: The Board’s Path to Excellence

Gaining Governance Consistency: How to Reduce the Annual Speed Bump

A Case Study of Good Governance: Greensboro Country Club

NCA members will receive Club Governance semiannually as a special insert in Club Director magazine. Through our partnership with NCA, we are making each publication available to our valued clients.

Read or download Club Governance here

A print version of Club Governance is available to GGA Partner clients. If you would like us to send one, please provide your name, club name and mailing address via email to linda.dillenbeck@ggapartners.com.

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