Tag: private club general manager

Executive Search: General Manager, The Surf Club

Date:

General Manager
The Surf Club
Wrightsville Beach, North Carolina

 

The Surf Club: A Timeless Gathering Place

The Surf Club, founded in 1941, was originally inspired by the residents of Wrightsville Beach to have a place to dine and entertain during the summer months when many of the inhabitants of the inland communities would come to escape the summer heat. It quickly became the hub of many of the social activities of the area and became a prominent location to hold upscale dining events during the bustling summer season.

Throughout its history, The Surf Club (the Club) has always had a very distinguished membership roster representing all factions of the business and social community. Today, the Club continues to offer a warm and inviting atmosphere for members and their guests.

Whether members are seeking casual beachside dining or elegant clubhouse events, the commitment to excellence remains unwavering. As the perfect setting to celebrate life’s special moments, the Club is also very popular for beachfront weddings, receptions, and other intimate gatherings.

Steeped in history, the Club maintains a traditional environment where members and their families gather to engage in meaningful social interactions and build lasting relationships.


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, Two Assistant Managers, the Culinary Director, and the Pavilion Manager.

Position Description/Requirements

 

SEARCH EXECUTIVES

 

Eric Hutchison
Director
eric.hutchison@ggapartners.com
614.271.9355

 

 

Kelly Simons
Director
kelly.simons@ggapartners.com
435-655-1509

 

Apply Now

 

Executive Search: Golf Course Superintendent, Credit Valley Golf & Country Club

Date:

Golf Course Superintendent
Credit Valley Golf & Country Club

 

“Building relationships that last a lifetime.”

Golf Course Architect Robbie Robinson once stated that when he first viewed the “raw” property, he thought that he had never seen a more perfect natural setting for a golf course. This is a high praise indeed from a man who has built golf courses all over the world.

Credit Valley Golf and Country Club combines breathtaking scenery with a consistently challenging parkland design that combines tight fairways with large and fast, undulating greens. Incorporated with 5 sets of tees, golfers of all skill levels agree that Credit Valley is a true, fair test of golf.

The course is one with nature as the river winds throughout the valley lands. Red-tail hawks and deer are seen on the course early morning and late evening as golfers begin and end their adventures. The finest course conditions are enjoyed by members and guests as the course superintendent and his staff deliver an exceptional daily golf experience.

POSITION SUMMARY
This Golf Course Superintendent is responsible for the overall maintenance and management of the entire (180 acre) property. This includes the golf course, practice facility, clubhouse landscape areas, and all other outdoor spaces. This position involves oversight of all aspects of turfgrass management, irrigation, landscaping, equipment and facility maintenance, and personnel. The person in this role will work closely with the COO and the rest of the leadership team to deliver an exceptional golf and outdoor experience to Credit Valley members and their guests. The individual will lead, educate, and foster an environment for continuous learning and improvement. Direct reports include the Assistant Superintendent and the Equipment Manager.

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 Now

 

Executive Search: General Manager, The Boulevard Club

Date:

General Manager
The Boulevard Club

Apply Now

The Boulevard Club – An unrivaled social and sporting oasis on the waterfront. 

The Boulevard Club is a vibrant, lakeside community carved out of the peaceful shores of Lake Ontario. As the only lakefront, multi-sport recreation and social club in Downtown/West Toronto, The Boulevard Club delivers an unmatched member experience that’s rich in history and tradition yet focused on the future. From spectacular views and year-round recreational activities to family-friendly services, an easy-access marina, and top-notch sports facilities, it simply does not get more relaxed or vibrant.

For over a century, The Boulevard Club has built a reputation around time-honored traditions, exemplary service, and unrivaled athletics programs for all ages and abilities, including tennis, badminton, water sports, fitness, swimming, pickleball, recreational gym, and more.

The Club takes pride in creating an exceptional Member experience thanks to an equally diverse and inclusive team. Team members are vital to the success of the Club and the Club continues to value and develop their exceptional staff. If you would like to lead a team of professionals and build your career at one of Toronto’s top private clubs, The Boulevard Club may be a great fit.

CORE VALUES

– Welcome and include everyone with warm hospitality.
– Listen to and recognize diverse points of view.
– Treat others with the utmost respect.
– Support continuous improvement and long-term financial viability.
– Commit to being an environmentally sustainable Club.

ABOUT THE CLUB
Member-Owned Private Club
Total Members: ~4,000
Gross Revenue: $18M
Annual Dues Revenue: $6.6M
Annual F&B Revenue: $4.5M
Full-Time Equivalent Employees: 267

AMENITIES

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 all-around sporting and hospitality experience possible. This position oversees all operational functions of the Club. Direct reports include the Director of Marketing, Communications, & Membership; Director of Finance; Human Resources Director; Clubhouse Manager; Racquets Director; Yachting Director; Athletics & Wellness Director; and the Club’s Executive Administrator.

KEY COMPETENCIES
To be successful in this role, the General Manager will need to demonstrate the following competencies. These same areas will be a focus for your performance evaluation, ensuring clear expectations and ongoing support.

Models Hospitality and Service Excellence: Creating a welcoming and exceptional experience for members and guests in all areas of the Club. Setting high standards for service and ensuring staff are well-trained and empowered to deliver.

Leadership – Interpersonal: Building strong relationships with members, staff, and board members. Demonstrating empathy, active listening, and effective communication skills to foster collaboration and address concerns.

Leads Change & Supports Innovation: Championing new ideas and initiatives that improve the club’s operations and member experience. Effectively communicating and managing change processes to gain buy-in from the Board, Members and Staff.

Values & Promotes Diversity: Fostering a welcoming and inclusive environment that respects and celebrates the diversity of the membership.

Club Governance: Understanding the legal and ethical frameworks that guide private club operations, including member rights and responsibilities, board structures, and regulatory compliance.

Emotional Intelligence: Being aware of and managing one’s own emotions, while understanding the emotions of others. This allows for navigating complex situations and building trust.

Strategic Management: Developing long-range strategic and capital planning that aligns with the club’s vision, mission, and competitive landscape. Setting goals, allocating resources, and measuring progress.

Financial Acumen: Understanding financial statements, budgeting, cost control, financial analysis, and capital funding strategies that are specific to the private club industry.

KEY RESPONSIBILITIES
The following responsibilities align with the competencies outlined above and are crucial for ensuring the Club’s continued success and member satisfaction. The GM must be able to lead with empathy, innovate strategically, and manage the club’s resources effectively while maintaining a strong focus on service excellence and inclusivity.

Models Hospitality and Service Excellence

  • Enhance Member and Guest Experience: Lead the ongoing refinement of the club’s culinary approach and oversee the operational plan to implement these improvements. This includes enhancing service standards, upgrading facilities, and reimagining the food and beverage offerings for the Club.
  • Staff Training and Empowerment: Coordinate and oversee comprehensive training programs to ensure staff are well-equipped to deliver high-quality service. Empower staff by providing them with the tools, resources, and authority to resolve issues on the spot, enhancing the overall member experience.
  • Monitor and Improve Service Standards: Regularly assess service delivery and financial viability through member feedback and performance metrics, while implementing continuous improvement initiatives to maintain high service standards.

Leadership – Interpersonal

  • Build Strong Relationships: Engage regularly with members, staff, and board members to understand their needs, concerns, and expectations. Use active listening and empathy to build trust and foster a collaborative environment.
  • Effective Communication: Maintain open lines of communication with all stakeholders, ensuring that information is shared transparently and that concerns are addressed promptly. Implement feedback mechanisms to gauge member and employee satisfaction, addressing issues proactively.
  • Conflict Resolution: Address conflicts or complaints with empathy and professionalism, ensuring that all parties feel heard and respected.

Leads Change & Supports Innovation

  • Champion New Initiatives: Lead the development and implementation of an innovative Master Plan to modernize club facilities, enhance programming, and improve overall operations. This involves driving improvements in outdated areas (dining spaces, sports facilities), and making recommendations to the Board regarding maintenance and capital allocations.
  • Manage Change Processes: Effectively communicate the benefits of change initiatives to the board, staff, and members, securing their buy-in and managing transitions smoothly. Provide clear timelines, expectations, and support during the implementation of new initiatives.
  • Continuous Improvement: Stay informed of industry trends and member preferences, using this information to drive continuous improvement in club offerings and operations.

Values & Promotes Diversity

  • Foster Inclusivity: Create an inclusive environment where all members feel welcomed and valued, regardless of their background or preferences. This includes ensuring that club programming and events cater to a diverse membership.
  • Cultural Awareness: Provide diversity and sensitivity training for staff to ensure they can effectively interact with and serve a diverse membership.
  • Diverse Programming: Expand the variety of programs and events offered to reflect the diverse interests and backgrounds of the club’s membership.

Club Governance

  • Ensure Regulatory Compliance: Stay updated on legal and ethical guidelines related to private club operations, ensuring that all club activities comply with relevant regulations.
  • Governance Best Practices: Work closely with the Board of Directors to implement governance best practices, including clear communication of member rights and responsibilities, and adherence to board structures and procedures.
  • Policy Development: Assist in the development and enforcement of club policies that align with legal standards and reflect the club’s mission and values.

Emotional Intelligence

  • Self-Awareness and Regulation: Maintain self-awareness and emotional control in all interactions, particularly in high-stress or conflict situations, to model professionalism and composure.
  • Understand and Manage Member Emotions: Be attuned to the emotional states of members and staff, using this awareness to navigate sensitive situations and build strong, trusting relationships.
  • Empathy and Support: Provide support and understanding to both members and staff during challenging times, demonstrating genuine concern for their well-being.

Strategic Management

  • Develop Long-Term Plans: Lead the creation of strategic plans that align with the club’s vision and mission, focusing on long-term sustainability and member satisfaction. This includes addressing capital investment needs and facility upgrades.
  • Resource Allocation: Ensure resources are allocated efficiently to meet strategic goals, including budgeting for necessary maintenance, improvements, and a major facilities upgrade.
  • Measure and Report Progress: Regularly assess progress towards strategic goals, using key performance indicators (KPIs) to guide decision-making and provide updates to the board, staff, and membership.

Financial Acumen

  • Financial Planning and Budgeting: Strong understanding of financial and capital management. Work closely with the Controller to support the development and management of budgets that align with the club’s strategic goals, ensuring financial stability and sustainability. This includes awareness of cost control measures and financial planning for capital projects.
  • Financial Analysis: Regularly review financial statements and performance metrics to identify areas for improvement and ensure the club remains financially healthy.
  • Optimize Revenue Streams: Explore and implement new revenue-generating opportunities while managing costs effectively, particularly in the food and beverage sector and member programming.

CANDIDATE PROFILE

The General Manager is responsible for leading the team to achieve The Boulevard Club’s strategic objectives. The ideal candidate will possess the following qualifications:

Professional Experience: Proven success as a General Manager/Chief Operating Officer at a member-focused hospitality, recreational, or resort facility of similar size and volume. Demonstrated expertise in operational management, enhancing guest experience, and leading high-impact and complex projects.

Leadership: A dynamic, results-oriented leader with a proven ability to build and motivate high-performing teams, effectively engage with a board of directors, drive a strong governance structure, and uphold the mission and vision of the Club.

Business Acumen: Strong financial acumen, including negotiating, budgeting, forecasting, and profit and loss management. Knowledge of investment and financial structuring is preferred.

Member Focus: An understanding of the culture in a membership-driven organization and a commitment to fostering exceptional member experiences.

Strategic Thinking: Ability to develop and implement strategies to drive revenue, enhance member satisfaction, and ensure the club’s long-term success.

Operational Excellence: Experience in overseeing all aspects of Club operations and events.

Communication and Collaboration: Excellent communication and presentation skills and the ability to build strong partnerships within the club and with members.

Professional Development: A passion for continuous learning and staying current with industry trends.

COMPENSATION

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

INQUIRIES

IMPORTANT: Interested candidates should submit their resume along with a detailed cover letter which addresses the qualifications and describes your alignment/experience with the prescribed position by September 22, 2024. Those documents must be saved and submitted in Word or PDF format (save as “Last Name, First Name, Boulevard Club Resume” and ‘Last Name, First Name, Boulevard Cover Letter”) respectively to: https://bit.ly/4dz1QSb

LEAD SEARCH EXECUTIVE

 

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

 

Apply Now

 

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.

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