Today’s private clubs face rising member expectations, competitive pressures, and the need for long-term financial sustainability. In this environment, the relationship between the Board and the club’s Chief Operating Officer/General Manager (CEO/COO/GM) is essential. Yet too often, that partnership is hampered by inefficient communication, unclear roles, and missed opportunities for strategic alignment.
Drawing on best practices from both corporate board governance and club leadership, here are ten steps to help foster a more effective and collaborative relationship between the Club Board and the COO/GM.
1. Build Relationships Outside the Boardroom
Don’t wait for formal meetings to engage. Encourage informal check-ins over lunch, coffee, or during a walk around the course or club facilities. These relaxed conversations create trust and provide a safe space to address emerging concerns or clarify misunderstandings before they escalate.
2. Agree on a Yearly Agenda Roadmap
Collaboratively develop a board calendar that outlines key agenda items for the year—strategic priorities, capital projects, budget review, membership trends, etc. This helps ensure that board time is spent on what matters most and avoids last-minute surprises for the COO/GM.
3. Prioritize and Structure Board Materials
Clearly separate topics that require board action (e.g., capital approval), board advisement (e.g., strategic initiatives), and information-only updates (e.g., operational reports). Keep presentations focused and ensure consistency across materials.
4. Use Pre-Reading Effectively
Reduce meeting time spent on updates. Send Board members pre-reading with concise summaries and visual aids. Aim to make board decks discussion ready. Each page should invite strategic conversation, not data overload.
5. Frame Issues in Terms of Club Risk and Opportunity
Directors understand risk. Whether discussing member retention, deferred maintenance, or changing demographics, frame decisions in terms of what’s at stake for the club. This invites thoughtful Board engagement and elevates the conversation beyond operations.
6. Avoid Common Presentation Traps
Don’t overwhelm the Board with:
· Data dumping: Too many metrics, not enough meaning.
· Random deep dives: Detail disconnected from the club’s strategy.
· Cover everything: Broad overviews that bury key insights.
Instead, focus on what matters – member experience, financial sustainability, and strategic alignment.
7. Clarify What Happens Next
End meetings with clarity. What decisions were made? What needs follow-up? Who owns it? Too often, Board members leave with differing interpretations. A brief recap from the COO/GM or board president helps eliminate ambiguity.
8. Leverage Director Expertise Thoughtfully
Many Club Directors have deep expertise in fields like finance, construction, or running their own business. Invite them to offer guidance between meetings, when appropriate, on specific issues. A quick call or informal visit can move initiatives forward faster than waiting for the next board meeting.
9. Debrief After Each Meeting
The COO/GM and Club President should briefly debrief after every meeting to align on outcomes and expectations. Then, the COO/GM can meet with the leadership team to ensure key takeaways and action items are addressed before the next board meeting.
10. Regularly Review Board Composition and Strategic Alignment
Just as Clubs evaluate their membership pipeline, Boards should periodically assess whether the current composition and committee structure align with strategic needs. Consider skills, experience, and engagement—not just tenure—when planning future board succession.
Final Word
A strong Board–COO/GM relationship is grounded in trust, alignment, and shared purpose. These 10 steps can help Clubs not only avoid friction but also maximize the talents and time of both the Board and management in service of a vibrant and sustainable club future.
