Articles
Turnover is inevitable; Losing your club’s essence doesn’t have to be
In private clubs, leadership transition is a fact of life. General manager tenure can be relatively short, while board structures often rotate significantly over a three-year cycle. That creates a...
eNPS for clubs: what to measure and what good looks like
Private clubs depend on people to deliver exceptional member experiences. From the first interaction at the front desk to dining, golf operations, maintenance, events, and management, employees...
How to choose staff software for your club: a buyer’s guide
Choosing staff software for a private club is not simply a technology decision. It is an operational decision that can affect communication, scheduling, training, compliance, employee engagement,...
The rise of the Director of People and Culture
Private clubs have always depended on great people. What is changing is the level of attention clubs are giving to the employee experience itself. For years, responsibility for staff culture was...
Staff readiness: the board metric nobody reports
Boards routinely review financial performance, membership trends, capital projects, and strategic priorities. These are essential measures of a club’s health. But one important question is often...
Micro-learning: why five minutes beats a three-day orientation
Traditional employee orientation often follows a familiar model: bring new hires together, give them a large amount of information over one or more days, and hope they remember it when they actually...
The real cost of staff turnover at a private club
Turnover is often treated as a staffing problem. In reality, it is a financial, operational, and cultural problem that can affect nearly every part of a private club. The visible costs are easy to...
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