The journey from Assistant General Manager (AGM) to General Manager/Chief Operating Officer (GM/COO) is one of the most rewarding and most challenging steps in a club management career. AGMs are often the glue holding operations together, executing strategy, supporting department heads, and handling the unseen details that make clubs thrive. But when the opportunity to step into the top leadership role arises, the game changes.
I made this transition at Lakewood Country Club (Westlake, Ohio), a 100-plus-year-old private club with a proud history and ambitious future. The shift demanded a new mindset, accountability, and the cultivation of what I call ‘executive presence.’ It also required something I hadn’t anticipated: a sharper focus on health, stamina, and balance.
From Execution to Vision
As an AGM, my focus was often on ensuring the trains ran on time. I also maintained service standards and addressed staffing challenges. I coordinated event details. When I transitioned into the GM/COO role, I made a conscious effort to lift my gaze. My job was no longer simply about ensuring execution; it was about setting the vision.
That meant asking bigger questions: Where is the club going? What do our members need five, ten, and twenty years from now? How do we build a culture that sustains excellence long after I am gone?
The Weight of Responsibility
The clearest difference between AGM and GM is accountability. As an AGM, you support decisions. As a GM, you own them. Budgets, capital projects, membership strategy, and staffing models all advance with your endorsement.
That responsibility carries weight, but also privilege. You won’t please everyone, and indecision is, itself, a decision. Ownership requires courage. But when you explain the ‘why,’ act with integrity, and show vision, you earn respect, even from those who disagree.
Leading People, Not Just Departments
As AGM, relationships were rooted in camaraderie. As GM, they expanded into shaping culture across the entire team. That meant building systems of recognition, development, and accountability.
Recognition in particular matters. Small acknowledgments, a quick thank-you or note after a busy weekend compound into ‘micro-moments’ that define culture. Over time, they foster loyalty, pride, and an environment where people give their best.
Advice for Aspiring GMs
For AGMs preparing for the next step, a few lessons stand out:
- Think strategically. Anticipate tomorrow’s needs, not just today’s.
- Invest in communication. Effectiveness depends on connection.
- Cultivate Executive Presence. It’s not about charisma; it’s about clarity and consistency. This transition involves not just your actions, but also how you present yourself. Executive presence instills confidence in members, staff, and the Board, reassuring them that you are capable of leading the club forward.
- Value people above all. Facilities matter, but culture wins.
- Protect your health. To lead well, you must live well. The stress, hours, and responsibility can take a toll. To bring clarity and resilience to the team and your family, prioritize your own health.
Most importantly, even when you think you are ready, you are not fully prepared. The leap to GM is like becoming a parent; you can study and imagine, but the growth comes only once you are living it.
The move from AGM to GM is a proving ground. It demands resilience, humility, and courage. Leadership is not about having all the answers, but about consistency, strength, and building something that lasts.
In the end, it’s the micro-moments, small acts of recognition and integrity, that compound into a legacy. That is the endurance of leadership, and the privilege of sitting in the GM chair.
