In the golf world, competition isn't just on the course. It's going on between clubs as they compete for members and guests. What are the secrets to rising to the top? To find out we talked to Phil Kiester, Chairman of the National Club Association, “Award for Excellence in Club Management” recipient in 2000 and General Manager of the Country Club of Virginia, which at 7500 members is one of the largest member-owned clubs in the United States.
Phil was kind enough to offer his thoughts on what top clubs do to achieve and preserve their position as leaders in the private club world. He also shared what has made Country Club of Virginia one of the best in the United States.
Take a look and compare it to what your club is currently doing. Above all, share it with others at your club to spark action or acknowledge a job well done.
Here's Phil's list:
For example, Phil mentioned Baltusrol Golf Club, consistently recognized as one of the top golf clubs in the country. Baltusrol focuses on doing three things exceptionally well — golf, dining and lodging. The club recently upgraded their practice facilities and overnight accommodations to state-of-the-art conditions. It’s a well-considered investment aligned with their tight focus on their offerings and emphasis on excellence.
For example, 25 years ago Country Club of Virginia (CCV) created a Youth Department to provide babysitting, after-school programs and youth-oriented activities. It has paid off. Today the department has a full-time staff of eight that oversees programs that serve preschoolers through high school age students. Likewise, about seven years ago, the Club expanded their swim facilities to a five-pool complex spread over 3 ½ acres. Again, it's a differentiator and a key driver of member satisfaction and prospective member interest. Looking ahead, the Club has plans to expand their squash facilities as that sport continues to gain popularity — particularly among juniors — in the northeast.
The key is to keep your radar fine-tuned and monitor key performance indicators (KPI) like member usage, etc. CCV monitors member usage patterns carefully and uses that information as an important guide for scheduling, programming and as input for facility master planning.
Measure how performance deviates from your plan and make necessary adjustments. Note usage patterns. For instance, at CCV, they recently shifted resources from after-school activities to weekend activities that would keep kids entertained while allowing parents to golf or play tennis. The Club has also developed youth activity that coincides with casual dining options so that parents can enjoy dinner while their kids dine and play with other kids nearby.
When it comes to your club's golf experience, offer members and guests a well-maintained, interesting and fair golf course. It doesn't have to be extremely difficult but it should keep your members sufficiently challenged.
Go for selection and quality with your dining offerings. There's no magic formula here; it varies by location and membership tastes. You want to create a dining atmosphere that's busy enough to have energy but not so busy that members have to wait in line for a table. It's a fine line but manage it carefully.
Finally, invest in your fitness facilities and keep group classes current. Five years ago, classes like core barre were not on the radar. They are now. Make sure your club is attuned to the market and what’s current — your members are.
Top clubs spend wisely for the long term. This takes strategy and a commitment to planning. The best clubs concentrate on the balance sheet and avoid becoming consumed by monthly variances in the income statement. The point is to look to the future.
To that end, when members join Virginia Country Club — a step that requires an initiation fee in the tens of thousands — the Club’s Board and executive staff lead them through an in depth orientation process. The orientation stresses two concepts — ownership and stewardship — and strives to answer every frequently asked question before it is asked. Phil stresses to new members that they are owners of the club — not “customers”, “guests” or “patrons” — and that ownership involves both privilege and responsibility. He also says that they are stewards and asks them to think of the true owners as their grandchildren. He suggests that they have a duty to preserve the Club for future generations and to make decisions that will protect and honor this valuable asset for many years to come. That's the mindset at top clubs.
At CCV, the Board and staff focus on 6 key goals for the year and create action plans for each goal for each area of the club, including deadlines. So if one of the key goals is “increase member utilization,” the Athletics Committee and department might adopt the goal of adding more social components in the mix for the year to stimulate usage. The Food and Beverage Committee and department might develop a different plan to stimulate member usage. Once goals are set and communicated, it’s up to club leadership to check back to ensure those new programs are executed and planned results achieved.
The Final Word: Cultivate a Strong Identity and Strong Leadership
Finally, top clubs have a strong, well-defined identity. They know who they are and whom they serve — and every investment is made with that in mind. CCV has a strong commitment to its legacy members and every important decision is made to preserve the legacy of the club for their current members and generations to follow. Top clubs define what their vision is and invest in it.
Top clubs invest in their governance. They take care to identify and groom the future leaders of the club. They have customs and structure to ensure that there is a sustained vision and culture over time. Governance is a team sport, so look for people who want to support the club's common goals. This means looking beyond the people who speak loudest or maybe those who are smartest, and instead opting for smart, open-minded people who are willing to learn and look beyond their own perceptions and interests. Go for people who can see the big picture, use facts and information and have a structured way of making decisions. Cultivate these people and the culture of your club.
There's a lot that goes into being a top club, but pay attention to this list and you'll be well on your way.