IT IS OFTEN SAID the three things never to be discussed in mixed company are money, politics and religion. But given the very nature of private clubs and the boards and committees that serve them, robust discussions and debates about money and politics are unavoidable
Caption: “Sen. Thune, flanked by fellow Republican senators, addresses reporters following the Senate’s historic vote on pro-growth tax reform.” Sen. John Thune (R-S.D.) made history when he won his seat in 2004 by defeating the sitting Democratic Majority Leader of the Senate—something that had not
Private clubs share certain common bonds. Each is a platform for socialization; people choose each medium to connect with those who share similar interests and activities. Social media is extremely relevant to Generation X and millennials because it is where they meet and interact with
There is a gathering storm brewing in golf today with its origins tracing back to the Fair Labor Standards Act of 1938. Since then, organizations that did not follow the Act have paid dearly. Most recently, the Department of Labor (DOL) narrowed its definition of
I AM SURE MANY OF YOU have looked back to see what the story was for your club in 2017. I hope it was a story of elevated membership experience, strong financial performance and instructive governance by a dedicated group of volunteers. For the National
Based upon a number of industry surveys, safety and privacy rank at the top of reasons why executives join private clubs. Many of the best private clubs require full-time staff to sign confidentially agreements, which are becoming an important element of a condition for employment.
ON JUNE 7, 2017, Labor Secretary Alexander Acosta withdrew the Department of Labor’s (DOL) Obama-era “Economic Realities” guidance. That guidance set forth factors the federal government would review to determine if a worker was appropriately classified as an independent contractor or an employee. The National
A marker of the value proposition in a club is the ratio of “Initiation Fee to Annual Dues.” Clubs with a relatively high ratio deliver a value proposition in which incoming members are willing to invest the equivalent of many years dues on the front
Private club boards have a legal responsibility to protect the interests and assets of the club they serve, but most clubs and boards live one year at a time and never get around to addressing the club’s long-term capital needs. On average, property, plant and
“CULTURE EATS STRATEGY for breakfast,” said management guru Peter Drucker. For clubs, culture is governance, and private club strategy—no matter how good and well-conceived—will be a victim to poor governance. According to Fred Laughlin, nonprofit governance expert and an associate at Global Golf Advisors (GGA),