That’s the title of a book I’d like to write someday.
Inside, I’d include chapters that help demystify strategic planning for private club leaders and board members—the uninitiated who know they need a plan but aren’t sure how to launch one, sustain one, or make it successful.
If You Think You’re Going to Be Here Another 50 Years…
…then act like you’re going to be here another 50 years.
Most private clubs operate on a generational timeline. While change should never happen for change’s sake, clubs must evolve over time to remain relevant and maintain an attractive business model for future members.
Unfortunately, many boards struggle to see beyond the horizon of their current terms. As a result, they hesitate to commit to the strategic labor required to build a stronger organization—a deliberate, step-by-step process that transcends individual leaders and creates continuity from one administration to the next.
This Just In From the Ivory Tower
We’ve all seen it: the club president acting as Chief Visionary Officer, passionately advocating for “their” plan without much concern for what it costs or what the resulting assessment might look like.
It’s amazing how many clubs get stalled by legacy thinking before they even begin. The objective is often off from the outset, and when the aim is wrong, progress becomes nearly impossible.
We Are in the Business
It’s both funny and a little depressing how many board members get this wrong.
Common answers include golf, dining, socializing, tennis, pickleball, or family recreation. But that’s not the business a private club is in. Private clubs are in the membership business.
Everything depends on attracting members, retaining members, and creating an experience that motivates others to join. Clubs that focus exclusively on preserving tradition and legacy often ignore the marketplace demands of the next generation.
Even worse, some continue to wave the banner of past glory as if yesterday’s reputation is enough to guarantee tomorrow’s success—the proverbial emperor with no clothes.
Damn the Torpedoes, Full Speed Ahead
The strategic plan is complete. The board is excited. So why are the members rebelling? Even the best plans fail when members don’t understand why change is necessary.
Yes, boards should own the strategic vision. But members must also understand the “why”—especially when there is an ask involved, whether that’s a closure, assessment, capital project, redirection of resources, or other meaningful change.
The boards that build trust through honest communication position themselves for success. They explain the club’s needs, invite dialogue, and speak with members rather than at them.
Develop a strategic plan with the membership, not in spite of them.
The Shared Vision
Boards have a difficult job governing their clubs. It’s even more difficult to remain strategic rather than tactical. The ultimate goal of strategic planning is to create a shared vision—one that can be understood, supported, and championed by the membership.
The clubs that successfully engage their members in understanding and embracing a strategic plan are often the same clubs that enjoy strong member satisfaction, organizational stability, and healthy waiting lists.
Strategic planning isn’t simply about preparing for next year. It’s about ensuring the club is positioned to thrive for the next generation.
Strategic planning is one of the many ways The Club Council helps clubs prepare for the future. Through facilitated discussions, stakeholder engagement, and long-range thinking, we help clubs develop a shared vision and a practical path forward. Contact Us For More Information
