Summing It Up
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The days of the “yes men” (and women) have pretty much faded away. Many clubs are no longer content to have their general managers function primarily as order-takers—responding to the direction of Boards and individual committees. The need to bring a more intensive, and responsive, day-to-day business focus to clubs, combined with the trend to implement the “chief operating officer” concept for their top managers, now makes it much more common to find GMs with the ability to act first, and then report to the boardroom, rather than the other way around.
But certainly, good boardroom relations haven’t become any less critical for club management executives, no matter what their titles may now be. If anything, GM/COOs who have been given more authority and autonomy are making it a point to find opportunities, and time, to reach out to their Boards even more frequently and proactively, as the best way to retain their newly gained independence and power. Here are some updated approaches to boardroom relations that, if employed effectively, can help GMs make sure they stay employed:
• Create an inner circle. In a submission to this year’s Club Managers Association of America (CMAA) Idea Fair, one GM told of organizing a special “My Presidents’ Luncheon” for all of the Board Presidents he had served under over the years. Operating under the premise that “no single member of the club knows you better than the Presidents you work with so closely,” this GM encouraged each President who attended the lunch to give him ideas and feedback not only for club operations, but also for his personal development and improvement. Because it proved to be so valuable in all regards, now he plans to host the lunch on an annual basis, adding new Presidents as they come, and go.
• Add meat to your meet-and-greets. Many GMs note the importance of making sure their first encounters with new Board members aren’t on the night of the first meeting after their appointments. But beyond scheduling one-onone meetings—or at least phone conversations—with the unfamiliar names as quickly as possible after a new slate of directors is established, some managers take the time to create special briefings, complete with open and honest assessments of current problems or needs. The written reports are prepared especially for new members and sent to them as soon as they are on board.Not only do these notices help get the new appointees up to speed more quickly, say the GMs who use them, but also they can be critical to sustaining existing momentum and making sure that batons aren’t dropped during the transitions from one Board to the next.
• Don’t miss the vote. As noted in this month’s technology feature (“Giving the Sizzle to Your Stakeholders,” pg. 53), even the most all-powerful and action-oriented of GMs/COOs will still need at least rubber-stamp approval of their plans. So, there’s still no substitute for good lobbying skills when it’s time to get the “ayes” properly aligned. Nor is it any less important to continue to anticipate, and be fully prepared to deal with, the things that might come up at the last minute in the boardroom that either disrupt what’s already been done, or block what’s desired down the road (see “Don’t Forget Your Homework,”).
• The play’s the thing. Board members are volunteers, so there’s no rule that says you can’t show your appreciation for their service with a little fun, or special gifts beyond the usual plaques or crystal bowls. Some clubs recognize, and even feature, Board members in annual skits that are written and produced by the staff, while others arrange special trips or dinners that only Board members and staff attend. These events not only have team-building value, say the GMs at clubs that hold them, they often prove to be so much fun that it helps to attract and retain Board members who don’t want to miss the opportunity to participate. And when special personalized chef ’s whites or club “letter jackets” are made up for them to keep as part of these events, Board members are essentially transformed into walking recruitment billboards and good-will ambassadors for the positive sides of not only club life, but Board service. C&RB
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