CMAE England

Three coaching habits that turn good managers into great leaders

2026-05-12T11:20:04Z

By Dr. Jenny Denyer

The difference between a competent manager and a truly great leader often comes down to one thing: coaching. While managers focus on output, deadlines and processes, leaders elevate performance by developing people.

Coaching isn’t a one-off conversation or a formal review, it’s a daily habit. The best leaders consistently apply a few simple but powerful practices that unlock potential, build trust and drive long-term results.

1. They ask more than they tell

Good managers tend to provide answers. Great leaders ask better questions.
Instead of jumping in with solutions, coaching-oriented leaders create space for their team to think.

Questions like “What options have you considered?” or “What do you think is the real challenge here?” encourage ownership and critical thinking. This habit not only improves decision-making but also builds confidence.

Over time, team members become less dependent on direction and more capable of navigating complexity on their own.

Leaders who ask more than they tell shift the dynamic from control to generating responsibility in their people - and that’s where growth happens.

2. They give timely, specific feedback

Feedback is often delayed, vague or avoided altogether. Great leaders treat it differently; they offer it first-hand, often immediately and always for the benefit of the receiver, focusing on specific behaviours.

The aim is to raise awareness so that the individual is clear about current performance levels and what to do to improve.

Rather than saving feedback for formal reviews, they address it in real time. They highlight what went well and provide affirmation – for example, “Your presentation was compelling because you told us an engaging story which resonated with everyone in the room”.

They also offer positive instructions to assist improvements - “To improve even further, try simplifying the opening”.

This specificity makes feedback actionable rather than abstract.

Importantly, they balance reinforcement and redirection. Recognising strengths is just as critical as offering constructive comment. When done consistently, this habit builds a culture where feedback is normal, expected and valued, not feared.

3. They prioritise development over short-term efficiency

It’s often faster for a manager to do something themselves. Great leaders resist that temptation.

Instead, they see every task as an opportunity to develop someone else. They delegate thoughtfully, even when it takes more time upfront, and support their team through the learning curve.

This might mean allowing room for mistakes, asking guiding questions instead of stepping in or investing extra time in explaining the “why” behind decisions.

This habit requires patience, but it pays off. Teams become more skilled, more independent and more engaged. Leaders who prioritise development aren’t just getting work done, they’re building future leaders.

In summary

Coaching isn’t about adding more to your workload, it’s about changing how you show up in everyday moments.

By asking instead of telling, giving meaningful feedback and investing in development, managers move beyond simply managing tasks, they start shaping people.

Improve your club’s dining experience with wine

2026-04-14T11:16:21Z

Jonny Tyson, Training and Education Manager for our partners Ellis Wines, gives his top five tips for improving your club’s overall dining experience with wine...

Wine can be a daunting thing to order, recommend or just talk about. You never know how much the person you are talking to knows about it, and no one wants to make a mistake or look foolish.

This is just as true if you are someone working on the restaurant floor, who has been asked a question or a recommendation by a guest.

At the core of good wine service is the aim to provide a wine the guest will enjoy, goes well with their meal and is within the budget they want to spend on a bottle.

How can you achieve good wine sales, professional service and happy guests?

1. Training and education. These are essential elements, whether you are in a fine dining environment or a casual bar. Serving staff should have at least a basic understanding of the wines on offer and should be able to make suggestions. More formal education, like WSET (Wine & Spirit Education Trust) qualifications, can be an excellent option for those committed to expanding their knowledge further.

2. The right person for the job. Restaurants or venues that have a more complex wine list need a key person or people who can support more junior serving staff with more advanced knowledge. This could be a lead server, supervisor, manager or a sommelier who has a genuine interest and has taken time to learn about wine, is familiar with the list and can communicate that information in a welcoming, inclusive and friendly way.

3. Know your wine list. A great list with lots of interesting wines from all parts of the world needs someone to guide the guest/member, otherwise they tend to go ‘safe’ and only order famous/familiar names and things they’ve had before. Or they resort to the house wine.

4. Engage members/guests with wine events. Special themed pairing dinners and wine-tastings are an excellent way to engage members and guests. It helps build excitement around your wine list, introduces them to a wider range and helps your club become known for having a strong wine culture.

5. Food pairing suggestions. Having two or three options at different price points that go well with a particular dish can help members and guests find a great wine for their meal. This can be done on the menu, on a tent card or verbally through trained serving staff.

If you would like to know more, visit https://www.elliswines.co.uk/.

Meet the Board: Catherine Murphy

2026-03-24T14:46:55Z

In the first of our Meet the Board series, Catherine Murphy, Chair of CMAE England and Club Secretary of The Athenaeum, shares insights into her career, her advice for anyone entering club management and what she likes doing outside work….

Q: What drew you to club management?
Catherine: I was invited to consider a Club Secretary role in Ireland from someone who know and understood the skillsets required for the position – he was so correct. I fitted in quickly and have remained in the sector ever since.

Q: What was that first role?
Catherine: Club Secretary in the Kildare Street and University Club Dublin.

Q: Was there a pivotal moment early in your career?
Catherine: Yes, when I worked with an American chef who opened by eyes to international systems, styles and hospitality.

Q: How did you come to be involved in CMAE England?
Catherine: I was invited by a fellow CMAE England board member as he heard my thoughts on education and personal development in our clubs. That was shortly after I moved to London to become Club Secretary of The Athenaeum.

Q: Describe your current role
Catherine: The Athenaeum is one of London’s most historic private members’ institutions, and I lead the Club’s governance, member relations and operational strategy. I have a background in hospitality leadership and cultural stewardship, and I play a central role in safeguarding the Club’s heritage while guiding its development in the modern era.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Catherine: To honour the past while preparing our profession for the future.

Q: What advice would you give to someone just starting their club career?
Catherine: Do not underestimate the power of turning up – both in body and mind.

Q: What do you wish you’d known at the start of your career?
Catherine: Have a plan – know where you would like to be in 10, 20, 30 years. Know it will change but without a goal you will wander without focus.

Q: How can younger members make the most of the network?
Catherine: Turn up - attend training, attend the dinners and in-person meetings. You will meet like-minded career-focused people who are on the same path and you may even meet the person on the next board you interview in front of.

Q: Best advice you’ve ever received?
Catherine: Say yes, take chances, stop doubting yourself and when offered an opportunity just say yes.

Q: Most underrated skill in club management?
Catherine: Talking and connecting to people.

Q: Mentor who’s influenced you?
Catherine: I’ve had a lifetime of mentors, both men and women – everyone one brought something different to my life and my career.

Q: Best book you’ve read recently?
Catherine: Vassal State by Angus Hanton, Blue Machine by Helen Czerski, Setting the Table by Danny Meyer

Q: Hobbies outside work?
Catherine: Walking, Pilates, food, dining, museums, reading, knitting, travelling, learning piano, friends.

Meet the Board: Mark Duncalf

2026-03-24T14:51:38Z

We caught up with Mark Duncalf, GM of Fairhaven Golf Club and representative on the CMAE England Board for the north of the country, to find out more about his career so far...

Q: What drew you to club management?
Mark: When I left university I knew I wanted to explore a career in golf. I was attracted to club management because of the wide variety of skills required.

Q: What was your first role?
Mark: Assistant Manager at Wallasey Golf Club.

Q: Was there a pivotal moment early in your career?
Mark: I think being given the opportunity to start in club management by the team at Wallasey was that moment. Without that investment in me, I wouldn’t have had the opportunities that subsequently followed.

Q: How did you come to be involved in CMAE England?
Mark: Professional development was one area I felt I needed to focus more on a few years ago, and it became obvious that the CMAE was best to provide this. I had several conversations with two past CMAE England Board members about the association, education and personal development opportunities. A short time after I was invited to join the Board.

Q: What's your current role
Mark: Fairhaven Golf Club sits alongside many exceptional golf courses in the North West of England. My role is to lead club operations, with oversight of club finances and strategies. As a forward-thinking club, the team and I guide the continual development and improvement across all experiential touchpoints of members and guests.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Mark: My primary area of focus on the Board is the provision of events in the North of England. I am passionate about ensuring we offer a variety of educational workshops, covering a diverse range of topics in club management, and providing access to experts who can further our knowledge.

Q: How has CMAE England helped you?
Mark: One of the main benefits has been growing my own network, which is of enormous value. CMAE England offers many opportunities to do that.

Q: What advice would you give to someone just starting their club career?
Mark: Ensure you’re present in each conversation, and don’t be afraid to say you don’t know something. Know that it’s okay to say you will come back once you’ve had the opportunity to do some research.

Q: What do you wish you’d known at the start of your career?
Mark: There is a huge network of fantastic professionals alongside you to support you at every step, and if you encounter something that one of them hasn’t I’d be amazed!

Q: How can younger members make the most of the network?
Mark: Proactive engagement. Take every opportunity you can to meet new people in the industry – there are many extraordinary individuals. Alos, work on your professional development.

Q: Best advice you’ve ever received?
Mark: Never allow another person’s criticism or thoughts to limit or define your potential.

Q: Most underrated skill in club management?
Mark: Operating efficiently. Being agile means you have more time to connect with members on a greater level.

Q: Mentor who’s influenced you?
Mark: I am very fortunate to have crossed paths with many exceptional individuals, all of whom have had an enormous impact on me and the way I lead. The fact I can’t highlight just one person is indicative of our fantastic association.

Q: Best book you’ve read recently?
Mark: Unreasonable Hospitality by Will Guidara, Legacy by James Kerr and Dear England by Gareth Southgate

Q: Hobbies outside work?
Mark: I am still a avid golfer and a member of Southport & Ainsdale Golf Club. My wife and I have developed a new passion for padel too.

Meet the Board: Matt Mayfield

2026-04-07T09:06:35Z

Next up in our Meet the Board series is Harewood Downs Golf Club's GM, Matt Mayfield.

Q: What drew you to club management?
Matt: After completing a degree at Leeds University I got a summer job at my local golf course and never left the industry.

Q: What was your first role?
Matt: My first management position was at Forest Hill Golf & Conference Centre in Leicester, a job I really enjoyed.

Q: Was there a pivotal moment early in your career?
Matt: The transition of moving from a family-owned business at Forest Hill to working for the (at the time) the UK’s largest golf operator, Crown Golf. The stark contrast between how the two companies operated in terms of expectations and performance management shaped - and continues to define - how I interact with my team.

Q: How did you come to be involved in CMAE England?
Matt: I was invited by the previous CMAE England Chair who I met at a CMAE MDP course. We share the same passion for education and the ultimate goal of increasing the profile of our professionals in our industry.

Q: Briefly summarise your current role
Matt: I am general manager of Harewood Downs Golf Club, a private members’ club in Chalfont St. Giles, Buckinghamshire. My role is to deliver the strategic vision of the Board whilst coaching and motivating a team of dedicated professionals to deliver exceptional member service and satisfaction.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Matt: Building and maintaining relationships with our corporate partners who are aligned with CMAE England’s vision.

Q: How has CMAE England helped you?
Matt: Building and maintaining relationships with industry professionals cannot be undervalued.

Q: What advice would you give to someone just starting their club career?
Matt: No matter how overwhelming a problem may seem at the time, in the bigger picture it will likely turn out to be insignificant, so don’t let setbacks discourage you early in your club career.

Q: What do you wish you’d known at the start of your career?
Matt: I wish I’d understood from the beginning that it’s a marathon, not a sprint. Having clear short-, medium- and long-term plans gives you direction, even if it evolves over time. Early on, I didn’t plan ahead, and that’s something I’d approach differently now.

Q: How can younger members make the most of the network?
Matt: Be proactive, build genuine relationships, ask questions and seek out opportunities to get involved. To quote Richard Branson: “If somebody offers you an amazing opportunity but you are not sure you can do it, say yes, then learn how to do it later.” Take advantage of the knowledge and experience around you and don’t be afraid to step outside your comfort zone to grow your connections.

Q: Best advice you’ve ever received to date?
Matt: Avoid the drama! Surround yourself with people who build you up rather than drag you down.

Q: Most underrated skill in club management?
Matt: Being truly present. It’s not about how long you’re there, but how fully engaged you are while you’re there.

Q: Mentor who’s influenced you?
Matt: I am fortunate to have encountered a number of individuals who have both positively and negatively influenced my career. I try to implement the good and avoid the bad.

Q: Hobbies outside work?
Matt: I play padel (badly) with friends every week and have held a season ticket at Leicester City since 1998. I’ve seen the best and worst times of the club.

Meet the Board: Brad Gould

2026-03-24T14:54:18Z

Brad Gould, Managing Director of the National Golf Centre at Woodhall Spa and member of the England Golf Senior Leadership Team, has been on the Board of CMAE England since 2022. Here, we find out more about his career and success to date…

Q: What drew you to club management?
Brad: A passion and desire to work in a field that combines sport with a people-focused culture.

Q: What was your first role?
Brad: Golf Reservations Sales Associate

Q: Was there a pivotal moment early in your career?
Brad: Early in my career, I came to a pivotal realisation: senior leadership in the club industry is driven by commercial expertise, strategic financial acumen and the ability to foster a people-focused culture, not solely by university qualifications or playing ability. This insight shaped my professional focus, prompting me to identify and develop the skills necessary to lead organisations effectively and future-proof my career.

Q: How did you come to be involved in CMAE England?
Brad: I began the MDP pathway during Covid-19, completing both MDP 1 and MDP 2 remotely. Even in a virtual setting, it was clear that this was the most forward-thinking and progressive education programme in the sector, with strong engagement from leading club executives. It quickly became an association I was keen to be actively involved in and contribute to.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Brad: Following my tenure leading Education, I now work closely with Jon Dry to support and facilitate educational initiatives across the region.

Q: How has CMAE England helped you?
Brad: Without question, my involvement with and education through the CMAE has played a significant role in shaping my career and has directly contributed to my appointment as Managing Director at Woodhall Spa.

Q: What advice would you give to someone just starting their club career?
Brad: Identify a trusted mentor with expertise in your field and work with them to uncover gaps in your skills or experience, helping to future-proof your career.

Q: What do you wish you’d known at the start of your career?
Brad: Don’t feel the need to be the smartest person in the room and never be afraid to admit when you don’t know the answer.

Q: How can younger members make the most of the network?
Brad: Reach out to those who you admire for advice and support, they genuinely love giving back.

Q: Best advice you’ve ever received to date?
Brad: Take educated risks and trust your instinct.

Q: Most underrated skill in club management?
Brad: Humility

Q: Mentor who’s influenced you?
Brad: There are too many to name, but I have been fortunate to learn from leaders such as Stephen Follet, Chief Executive of The London Club; Anna Darnell, General Manager of The Grove; John Glendinning, Chief Executive of Marine Drive; and many others who have generously shared their time and expertise to help me grow within the industry.

Q: Best book you’ve read recently?
Brad: Into Thin Air, by Jon Krakaeur

Q: Hobbies outside work?
Brad: I enjoy playing golf and football, exploring new places and I’m interested in all things sport-related.

Meet the Board: Debora Drago

2026-04-30T09:44:42Z

Next in our Meet the Board series, we catch up with Debora Drago, Deputy General Manager at Roehampton Club in south-west London.

Q: What drew you to club management?
Debora: After working in several hospitality businesses, such as serviced apartments and hotels, I was looking for a business or company that brought back a sense of belonging and familiarity, reflecting my Sicilian origins, in the relationships with customers. This naturally led me to club management.

Q: What was your first role?
Debora: My first role in the club industry was House Manager at the Army & Navy Club.

Q: Was there a pivotal moment early in your career?
Debora: Very early on, I realised how unique the club environment is. You build genuine long-term relationships with members and the sense of satisfaction that comes from this is quite special.

Q: How did you come to be involved in CMAE England?
Debora: Through networking sessions and completing the full MDP pathway to achieve my CCM, CMAE became an important part of my professional development. It also inspired me to give back to others, particularly younger managers.

Q: Tell us about your current role
Debora: I am Deputy General Manager, responsible for the day-to-day operations of the club. This includes overseeing staff, ensuring excellent service for members, maintaining high standards across all facilities, managing budgets and supporting strategic initiatives. I act as a key link between the management team, the board and club members, ensuring the club runs smoothly while fostering a positive and professional environment.

Q: What are you responsible for on the Board, and what are you passionate about for the
network?
Debora: I am passionate about education and development, helping managers access the right tools and knowledge to succeed and grow in their careers.

Q: How has CMAE England helped you?
Debora: The network has allowed me to stay connected with other clubs, share ideas and challenges, and continuously learn from fellow professionals across the industry.

Q: What advice would you give to someone just starting their club career?
Debora: This is a challenging industry and can sometimes feel draining, but don’t give up. Always reach out to fellow managers and colleagues for support.

Q: What do you wish you’d known at the start of your career?
Debora: With experience, I’ve learned that none of us can know everything, and that asking for assistance is not a sign of weakness. In fact, being open to guidance and learning from
others is what truly builds strength, knowledge and confidence in your career.

Q: How can younger members make the most of the network?
Debora: Reach out to other managers, ask how they handle situations in their clubs and use the network to gain different perspectives.

Q: Best advice you’ve ever received?
Debora: Always be yourself.

Q: Most underrated skill in club management?
Debora: Clear communication, the ability to deliver messages effectively to both junior and senior team members, as well as board directors.

Q: Mentor who’s influenced you?
Debora: Marc Newey has had a meaningful influence on me, particularly through his vision and approach to managing such a dynamic club like the Roehampton Club.

Q: Best book you’ve read recently?
Debora: Instead of recommending one book, I’ve found that reading several books on leadership, teamwork and communication, by authors like Simon Sinek and Daniel Coyl, gives a broader understanding of leadership, communication and habits. There are many great books out there; it’s about picking what suits your current stage in your journey.

Q: Hobbies outside work?
Debora: I enjoy hiking, walking in nature, staying active, and travelling whenever I can.

Meet the Board: Jon Dry

2026-03-24T14:52:35Z

Next in our Meet the Board series is Jon Dry, General Manager of Broadstone Golf Club and responsible for CMAE England's educational offering (along with Brad Gould).

Q: What drew you to club management?
Jon: I thoroughly enjoyed my time as a PGA Professional, being fortunate enough to work at some of the finest clubs in the country. My love of golf clubs and passion for seeing people enjoying their time at the club inevitably drew me towards progressing into the role of General Manager.

Q: What was your first role?
Jon: I completed my PGA qualifications at Bearwood Lakes, before moving to Queenwood as Assistant Professional. I was delighted to return back to Bearwood Lakes as Director of Golf before securing my first General Manager job at Fulford.

Q: Was there a pivotal moment early in your career?
Jon: A significant milestone in my career was securing the Assistant Professional role at Queenwood. This opportunity broadened my expertise in delivering exceptional experiences and was instrumental in advancing my career.

Q: What’s your current role?
Jon: I am the General Manager at Broadstone Golf Club in Dorset, focusing on maximising the golf course's potential and providing an outstanding off-course experience. I am grateful to work with an exceptional team dedicated to delivering excellence in all aspects of our club's operations.

Q: How did you come to be involved in CMAE England?
Jon: I am passionate about supporting educational growth and eager to contribute by creating additional learning opportunities for individuals involved in clubs, fostering their development and success.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Jon: Since joining the Board, I have led on education, which has been highly rewarding. It is encouraging to see more managers participating in events, and I look forward to welcoming many new attendees in the future, fostering continued growth and engagement within our community.

Q: What advice would you give to someone just starting their club career?
Jon: Adopt a growth mindset and embrace stepping outside your comfort zone. Numerous opportunities await those willing to take risks. Our industry values supporting young managers and encourages them to pursue development and leadership roles, promoting a culture of continuous learning and advancement.

Q: What do you wish you’d known at the start of your career?
Jon: Seek guidance from industry leaders, and don't hesitate to ask questions or volunteer for opportunities that enhance your skills and professional development effectively.

Q: How can younger members make the most of the network?
Jon: The Young Managers’ Group offers excellent opportunities to connect with like-minded professionals. Use these opportunities to expand your network and strengthen industry connections.

Q: Best advice you’ve ever received?
Jon: Be passionate in your work and take pride in positively impacting others' days.

Q: Most underrated skill in club management?
Jon: The ability to communicate with a wide range of people.

Q: Mentor who’s influenced you?
Jon: I was fortunate to learn from Mark Roberts at Queenwood and Carl Rutherford at Bearwood Lakes. Both provided me with constant constructive feedback, which helped my growth mentality and thirst for development.

Q: Best book you’ve read recently?
Jon: Black Box Thinking by Matthew Syed is a must-read.

Q: Hobbies outside work?
Jon: I’m a huge fan of sport in general, and I’m a proud husband and dad, so I love to make the most of my time with the family enjoying the beaches in Dorset.

Meet the Board: Andrew Johnson

2026-03-24T14:55:56Z

Next in our Meet the Board series is Andrew Johnson, Operations Director at the In & Out Club and responsible for CMAE England's commercial partners (along with Matt Mayfield) and software provider, Northstar.

Q: How did you get into club management?
Andrew: I didn’t know what I wanted to do when I grew up! After I left college, I fell into clubs when I was offered a role as trainee Maintenance Manager at Boodle’s. My cousin was already working there so it opened the door and my eyes to the club industry.

Q: Was there a pivotal moment early in your career?
Andrew: I was asked to stand in for a receptionist who was on long-term sick leave while working in maintenance at Boodle’s. The management recognised my potential for front of house and I was offered the position of Trainee Assistant Manager.

Q: How did you come to be involved in CMAE England?
Andrew: I have been a member since mid-2000s when I completed MDP 1&2. I was recommended to the Board by a friend.

Q: Briefly summarise your current role
Andrew: Operations Director and number two to the CEO at the In and Out Club, responsible for capital projects, maintenance, reception, housekeeping, membership and the health club.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Andrew: I work with Matt Mayfield on attracting new commercial partners to the organisation. I’m also the point of reference for Northstar, CMAE England’s management software which is also used by the In and Out Club.

I’m passionate about the opportunity to encourage young people to take hospitality seriously and that it is a worthwhile career, especially in private members’ clubs. Hospitality skills are incredibly transferable for someone who wants to travel and live around the world.

Q: How has CMAE England helped you?
Andrew: It has helped me connect with other club managers and learn from them and their experiences in different club environments.

Q: What advice would you give to young/emerging managers?
Andrew: Reach out to other CMAE England members for help and advice as most scenarios you face will not be unique and someone will have found a great solution for it already.

Q: What do you wish you’d known at the start of your career?
Andrew: That loyalty to one club isn’t always the best way to further your career. Moving sideways to another organisation can sometimes be as good as a step up in order to learn from other people and environments.

Q: How can younger members make the most of the network?
Andrew: Attend as many training/social events as possible and develop your own network of contacts - and then stay in touch.

Q: Most underrated skill in club management?
Andrew: Thinking outside the box rather than having a narrow vision. The phrase ‘because we’ve always done it like that’ is so overused in clubs!

Q: Mentor who’s influenced you?
Andrew: Ed Plunket - he has a lot to answer for!

Q: Best book you’ve read recently?
Andrew: Guy Martin’s Autobiography

Q: Hobbies outside work?
Andrew: Sidecar racing. Isle of Man TT at 160mph is the pinnacle of my hobbies!

Meet the Board - Heather Moran

2026-05-28T10:48:22Z

Next in our Meet the Board series is Heather Moran, GM of La Moye Golf Club in Jersey and responsible for all things finance for CMAE England. Read on to find out more...

Q: What drew you to club management?
Heather: My background is rooted in hospitality, and I was always drawn to environments centred around service, relationships and creating memorable experiences. Club management appealed to me because it combines hospitality, operations, leadership and long-term strategy in a unique way. From early on, I knew I wanted to progress toward becoming a general manager.

Q: What was your first role?
Heather: My first role in the industry was within club operations and hospitality at a wonderful Club in Hale, Cheshire. It was here I gained a strong grounding in member service and day-to-day club life.

Q: Was there a pivotal moment early in your career?
Heather: Early on, I realised I was just as interested in how businesses were run as I was in delivering service itself. Seeing the impact strong leadership and culture had on both teams and customer experience was probably the moment I knew I wanted to make this my career.

Q: How did you come to be involved in CMAE England?
Heather: Through networking and professional development opportunities within the industry, which naturally led to greater involvement with CMAE England.

Q: Briefly summarise your current role
Heather: As General Manager of La Moye I oversee the overall operation and strategic management of the club, including member experience, finance, team leadership, governance and long-term planning.

Q: What are you responsible for on the Board and what are you passionate about for the network?
Heather: I am responsible for finance on the Board. I’m passionate about supporting the next generation of managers, particularly women, encouraging collaboration across clubs and creating an approachable, supportive professional network.

Q: How has CMAE England helped you?
Heather: It has expanded my professional network, challenged my thinking and provided access to invaluable learning and peer support.

Q: What advice would you give to someone just starting their club career?
Heather: Be curious, stay adaptable and spend time understanding every area of club operations. Keep learning.

Q: What do you wish you’d known at the start of your career?
Heather: That leadership is far more about communication, consistency and people skills than having all the answers.

Q: How can younger members make the most of the network?
Heather: Get involved early, attend events, ask questions and build genuine relationships across the industry.

Q: Best advice you’ve ever received to date?
Heather: Treat people consistently and fairly. Members and teams may not always agree with your decisions, but they will respect honesty, clarity and consistency. I was also once told not to try to do the job how someone else has done it before you– you have to find your own way to lead.

Q: Most underrated skill in club management?
Heather: Listening.

Q: Mentor who’s influenced you?
Heather: I’ve been fortunate to learn from several experienced managers and industry professionals throughout my career. It was through the guidance of key people that I found my feet in this industry.

Q: Hobbies outside work?
Heather: Travel, walking my dog Willow and spending time with family and friends.

Meet the Board: Matt Lavington

2026-04-14T12:35:04Z

Matt Lavington, General Manager of Surbiton Golf Club, looks after our Young Managers' Group. Here, he tells us more about his career and how he came to be involved in the network....

Q: What drew you to club management?
Matt: Originally, my love of golf. I always wanted to have a career in the golf industry, and ever since that first taste, I’ve loved it.

Q: What was your first role?
Matt: I actually started as an accountant, before joining Golf at Goodwood as an Operations Assistant in 2015, which was an absolutely fantastic experience.

Q: Was there a pivotal moment early in your career?
Matt: I can think of a few roles I applied for and didn’t get early in my career, which led me to re-evaluate my career pathway. This instigated numerous honest conversations and I became far more patient and focussed on the long-term goal rather than simply the next job.

Q: How did you come to be involved in CMAE England?
Matt: I have been involved with CMAE England’s Young Managers’ Group and the wider CMAE for a good few years, attending some of the numerous excellent events on offer. I was invited to join the Board towards the end of 2025, specifically to oversee the Young Managers’ Group.

Q: Briefly summarise your current role…
Matt: I am the General Manager of Surbiton Golf Club. Ultimately it is all about delivering the best experience for the members and guests, and building the right strategy to future-proof the club and deliver on our vision for years to come.

Q: How has CMAE England helped you?
Matt: I've been fortunate to gain a good network in the industry, which comes from getting involved in networking and education events. The relationships you build grow into huge support functions and we're all better for it.

Q: What do you wish you’d known at the start of your career?
Matt: Be patient and build a road map. You will inevitably get bumps along the way but these can easily be turned into positives/opportunities with the right attitude.

Q: How can younger members make the most of the network?
Matt: Just get involved, put yourself out there, meet new people, attend the sessions and make sure you follow up afterwards with people you've met.

Q: Best advice you’ve ever received to date?
Matt: You are only ever as good as your day off. For me this mindset helps create the culture, clarity and trust that ultimately hold everything together.

Q: Most underrated skill in club management?
Matt: Soft skills. How you communicate and adapt your approach to different scenarios or people. I believe this is key to building the right trust and culture in the environment around you.

Q: Mentor who’s influenced you?
Matt: I've been fortunate to have a few who are always at the end of the phone - they know exactly who they are - from well-known industry professionals to my dad.

Q: Hobbies outside work?
Matt: Football dominates my life outside work and I spend an unhealthy amount of time stressing about Brighton and Hove Albion!

Effective Performance Evaluation to Retain Best Talent

2025-11-20T17:19:39Z

Human resources has become a major focus for club leaders in the last few years. In recent research completed by GGA Partners, 67% of club leaders indicated employee retention being a key financial risk to their club and 77% of clubs see employee recruitment and retention being key issues facing the industry.

The big question facing those charged with governance is, what can we do to retain employees?

The immediate solution is to raise compensation, which was indicated in the GGA’s Club Leaders Survey as the most successful tactic in retaining employees.

Although increased wages are an important consideration, there’s more to the story.
McKinsey notes the strong connection between employee satisfaction and relational attributes (feeling valued, relationships with management, potential advancement) compared to more transactional attributes (compensation, prestige, role/company).

Employees are thinking about what they want out of their job now more than ever.

Returning to the original question, how can organisations prioritise relational attributes to increase employee satisfaction?

Understand the Problem

Surveys are a powerful tool to assess member feedback and provide a quantitative component to member feedback received on a day-to-day basis. The same attitude should be considered with employee relationships.

Although results from a full employee survey will mostly be leveraged at the management level, this information is important for all at the club to understand how satisfied employees are through establishment of both an overall and department-specific Employee Net Promoter Score, as well as how retention programmes are performing.

Start at the Top

Employee satisfaction and retention are key concerns throughout all areas of the business; however, it is important to ensure those charged with governance do not bridge the gap between governance and management.

While the board is directly charged with evaluating the General Manager (often its only direct employee report), it can also support establishing the structure and measurement method for evaluating other key management positions, as well as the structure for a comprehensive 360-degree review programme for all employees.

Boards should aim to establish a policy requiring a quantitative element of performance evaluation to key management figures within the club. This type of formalised, quantitative performance evaluation structure should be “pushed down” from the top level as an example to use throughout the club.

This form of evaluation ensures employees are aware they will be provided the opportunity for advancement as well as providing SMART (Specific, Measurable, Attainable, Relevant and Time-Based) goals.

The board can then monitor the club’s performance evaluation structure and process through the GM with a requirement for periodic reports at specified intervals.

Determine Quantitative Goals

In developing this performance evaluation technique, identifying which quantitative goals on which to evaluate an employee is an important determination.

If the metric does not meet the SMART criteria, the employee may feel as if they are tasked with an impossible goal and satisfaction (as well as ambition) may decrease.

Evaluation criteria should relate to key performance indicators established for the entire club that align with organisational goals. For example, if your club is attempting to grow the membership, raising the Net Promoter Score of the membership measured through an annual survey may be a performance evaluator established for the GM/COO of the club.

For clubs at capacity, perhaps overall satisfaction score and/or ‘value for dues’ is a more aligned KPI for performance.

In Summary

Employee retention is a key area of concern for clubs across the country and the world, and those charged with governance can take steps to help improve employee satisfaction throughout their business.

These techniques will assist boards in understanding, setting and maintaining performance standards that flow through the entire club, creating a transparent workplace with clear paths for goal attainment and advancement.

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This article was authored by the following members of the GGA Partners team; Ben Hopkinson, Director, Evan Van Eerd, Manager, and Adrian Mazzarolo, Senior Associate.

Established in 1992 as the KPMG Golf Industry Practice, GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities. GGA Partners is a valued partner of CMAE England.

Executive presence in the boardroom

2025-10-23T10:18:06Z

Shelly MacDougal, GGA Partners EMEA

What do people think when you walk into a room, open your mouth to speak or engage with others? Are they excited for what is about to happen? How do they see you, and how do they experience you? What happens as a result of your presence?

Senior leaders are increasingly discussing Executive Presence – what it is and how to have more of it. No matter how you define it, it has much to do with how we influence others.  

To be clear, Executive Prescence is not about how many followers you have on your social profiles but rather, how you connect, communicate, care, and impact others.

In his recent book, “The Gift of Influence”, Tommy Spaulding reveals how we can be more mindful and effective in wielding influence throughout a lifetime of connecting with others.

He outlines research that suggests the average person will influence up to 80,000 people in their lifetime – about the size of a football stadium. He suggests that: “If you commit to living a life of positive influence, you will never look at your personal and professional relationships the same way again.

“Leadership is not about influence. It is influence.”

Influence has everything to do with leading in the boardroom, the staff room and beyond.

Here are some considerations on how to elevate your presence, your influence and your life.

Trust – The Strongest Foundation

All relationships start and end with trust. Think about the best board relationship of your career or greatest team you have ever been a part of. What was the level of trust?

If you want to build trust with others, make sure you are trustworthy yourself as well as trusting of others. This doesn’t mean establishing blind trust without questioning. It means that we always have the intention of trust.

Years ago, author Stephen Covey likened trust to an emotional bank account. As with a real bank account, we want the balance to be at its highest. And so, it is true with a trust account. When the balance is high, the relationship is easy, more productive and positive influence occurs.

On the other hand, a low trust account breeds an environment of fear, a lack of engagement, negative influence and limited results.

Ensure you are making more deposits than withdrawals into your trust account with others: Be upfront. Be clear with your intentions. Do what you say you will do. Find the answers. Show you care. Acknowledge others.

Communication – A Main Ingredient

Most great influencers are extraordinary communicators. They understand that the words they say are powerful, and the way they say them is even more.  They get to the point - and they have one!

Brevity and clarity are their style. They say what they mean and mean what they say. They speak with good intentions. They have the good of the other person and the organisation in mind, not themselves.

A great communicator uses the language of vision and possibility.

In the leadership development practice, we have a saying: “Say less, ask more.” The best leaders exercise the skill of listening more and speaking less. They are curious. They don’t have all the answers and genuinely seek them out. They ask powerful questions that engage others, explore solutions, and bring about growth. The focus shifts to others, not themselves.

A positive influencer also knows how their body language and voice add to or detract from their impact. They are purposeful yet speak with integrity and authenticity. They read the room, they remain calm under pressure and they connect and engage others. Their eye contact, facial expressions and gestures are appropriately warm and powerful at the same time. They influence.

Humility – If You Don’t Have It, Find It

No question, you need to be competent in your role, but do you need to be the smartest person in the room?

Positive influencers own their competence, yet never let their competence own them.
The most purposeful leaders have the gift of humility. They let the results speak. They always give credit where it is due. They show up as competent, kind, caring leaders, and they often get amazing results. Their reputation speaks for itself, without their own input.

They are keenly self-aware and always learning and growing.

Are you aware of how you “land” with others? Do you speak the language of team or individual?  What message are you trying to send? Be acutely aware.

The great news about executive presence and influence is that they are learned skills. Start where you are. Dive in. Get feedback from those that you trust. Acquire some training or coaching. Change some habits and see how your positive influence soars – in the boardroom and beyond.

Shelly MacDougal is a Director at GGA Partners, a partner of CMAE England. Established in 1992 as the KPMG Golf Industry Practice, GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities.

5 Ways to Become an Employer of Choice

2025-07-31T09:31:05Z

By Rob Hill, GGA Partners

Club managers today are charged with a myriad duties, and foremost among them is the recruitment, training and retention of a qualified and motivated staff.

There is no more important role to the financial and operational well-being of clubs simply because so many moving parts require near constant attention.

What’s more, the job is getting tougher. UK Hospitality tells us that there continues to be a considerable shortfall of staff in the sector with 132,000 vacancies – 48% above pre-pandemic levels.

What we should glean from this is that the war for talent continues unabated across UK hospitality businesses, making it even more challenging for leaders to build a staff with the highest quality workers.

Becoming an employer of choice in your market is now a business imperative. Here are five ways to distinguish your facility:

1. Prioritise

With labour costs representing slightly more than half of operational costs at most facilities, making your course and club attractive to job seekers is a smart use of resources.

Start by deciding the selection criteria for each position. Thinking through on-the-job performance standards helps to establish the search criteria for each position. This careful job description serves to focus the employer’s intentions and expectations.

Detailed job description and criteria also clarify the opportunity for prospective employees, so they know going in what is expected of a successful candidate.

The process seems simple, but many employers fail to prioritise the time and thought process to describe what is needed from a specific position.

2. Organise 

Employees want to know what will be expected of them in the job. An organised approach to describing the position makes sure employer and employee are on the same page, reducing surprises and establishing an understanding on key aspects of employment.

Carefully organising the position description signals that you know what you want and will keep searching until you find the best candidate.

3. Standardise 

Your search process is a miniature branding effort. Using consistent and professional formatting, job and benefits descriptions and comprehensive summaries of expected annual income guide prospective employees to you.

Remember, you’re not simply searching for someone to fill a position – you’re searching for the best possible fit.

Describe the culture of your team with words that demonstrate commitment and dedication.
For most people, work is an emotional relationship before it is an economic consideration. In a December 2018 study of employees’ attitudes, Clutch, a B2B search firm, noted that “workplace values are essential to recruiting, retaining, and motivating quality employees”.

In the same study, employees emphasised the importance of fair treatment and compensation alongside ethical treatment. While compensation is obviously important, how people feel about themselves in their jobs is even more valuable.

4. Recognise 

To keep top performers, celebrate their successes. To many workers, the respect of their co-workers is highly important. Create a culture that recognises the efforts and successful performance results of teammates.

There are many examples of employee recognition successes, but most important is keeping the recognition fair, transparent and generous. Recognition will prove to be one of your best investments in time and money.

5. Evolution-ise 

Create a recruitment and retention process that evolves with the workforce, your club and employees.

Most staff members want to work where there is a fresh and invigorating environment. Traditions are extremely important and should be balanced with the need of employees to see change and growth in their jobs and lives.

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Rob Hill is a Partner at GGA Partners EMEA Practice. Established in 1992 as the KPMG Golf Industry Practice, GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities.

Catherine Murphy becomes new CMAE England Chair

2025-07-31T09:18:07Z

Catherine Murphy has become the new Chair of CMAE England.

Murphy, the Secretary at one of the world’s most prestigious private members’ clubs, The Athenaeum, takes over from Edward Plunket, who has completed a three-year term in the role.

Having studied in her native Dublin and worked at the Kildare Street and University Club, Murphy moved to London in 2021, the same year she joined the CMAE England Board.

“I’m very honoured to be invited to chair this group, with the help of some very impressive club managers,” said Murphy. “I’d like to thank my predecessors – Edward Plunket, Tristan Hall, David Balden, Paul Varney and Nigel Cartwright – for bringing CMAE England to the strong position it is in today.

“My focus is to deliver what the membership wants, and that is strong education and courses that support younger members develop in order to take on the MDP pathway.

“We have a fantastic opportunity to influence the younger members coming through and I want to make sure they have the right education available to accelerate their progress.”

Our 10-year Strategic Plan

2025-11-06T13:37:55Z

In the first half of 2025, we created a document that sets out the vision, objectives and goals for CMAE England: our 10-year Strategic Plan.

With the help of GGA Partners and following the member survey conducted in late 2024, we have created a detailed roadmap for our network, which will help us realise our ambition to be the foremost professional club management organisation in England.

Our partners Landmark have turned it into an easily-digestible multimedia presentation, which you can view HERE.

Member Satisfaction Trends & The Importance of Continuous Measurement

2024-10-03T15:37:19Z

By Ben Hopkinson and James Stumpo, GGA Partners EMEA

Club leaders generally have a strong pulse on the strengths and weaknesses of the member experience at their club.

But given the amount of direct member feedback that club managers receive and the presence of vocal minorities at every club, it can be difficult to prioritize the needs of the silent majority.  

GGA has the opportunity to facilitate many private club surveys that collect ongoing feedback from tens of thousands of members each year. In doing so, common trends in member satisfaction begin to reveal themselves, and an understanding of what lies beneath the general satisfaction feedback.  

That is why formal member surveys are essential to help club leaders gain a deeper understanding of member satisfaction at their club. Our Club Leader’s Perspective industry survey gauges the pressing needs in club management, including emerging trends, challenges and needs.

The feedback from 230 club leaders across the industry uncovered some interesting insights regarding member satisfaction: 

Those who do not measure satisfaction through a survey were more likely to be optimistic about satisfaction levels at their club – 42% of responding club leaders surveyed their members over the past year. Of that cohort, 61% measured an overall increase in satisfaction. In contrast, 74% of the audience that did not measure satisfaction perceived an increase. 

Across our client sample of satisfaction surveys, we observed a relatively flat overall satisfaction trend, and we believe it is unlikely that 3 in 4 clubs experienced improved levels of member satisfaction.

As an overall trend, we observed satisfaction levels in 2022 remained slightly elevated from pre-pandemic levels but relatively consistent with 2021. The one area that we noticed a common decrease in satisfaction was food and beverage operations, often driven by low scores in menu variety/selection and service consistency.  
  
Only 16% of club leaders believe they are facing new and significant challenges related to their membership at their club. 

We were surprised to see ‘membership’ lower in terms of creating new challenges for club leaders. Given the high turnover and member growth that many clubs incurred during the pandemic, we are starting to observe ‘generational divide’ challenges emerge as a strategic issue for many clubs, specifically preserving culture and assimilating new and old generations of members.

Member surveys provide great value in mitigating this issue by clearly delineating the key differences and commonalities in wants, needs and priorities for different generations. 

For the club leaders who measured satisfaction, they found older generations to be harder to satisfy than new generations, which is consistent with what GGA has observed in recent years.

Club leaders who did not quantitively measure satisfaction displayed a more balanced perception of the difficulty of satisfying each generation.  

Club leaders who surveyed their members were also more likely to have increased their membership size in 2022 (or waitlist), and more likely to have deployed an adjustable capacity for membership based on activity access and utilization (rather than a pre-determined rigid cap from the bylaws).

Intuitively, this makes sense as regular member feedback can provide club leaders with the confidence to optimize usage at the club, satisfaction with access, and ultimately identify opportunities to increase members or member usage.  

From a membership perspective, the industry remains in a position of strength, with a growing number of waitlisted clubs and member feedback that suggests low attrition risk due to current satisfaction levels.

But developing and maintaining a deep understanding of member satisfaction at a private club should not be a cyclical exercise. It requires consistent and ongoing measurement.

In high times, like the present, this allows you to optimize members and usage, maintain competitive strengths and foresee any future satisfaction risks like the challenge of bridging a harmonious culture across multiple generations.

In down-times, it can provide a valuable roadmap and priority list to address weaknesses and focus on the elements of the member experience that will move the needle the most in terms of restoring satisfaction and retention. 

GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities.

Two words that will boost employee performance

2024-09-19T08:19:25Z

By Henry Delozier, GGA Partners

How does it make you feel when someone expresses their appreciation for a job well done? Pretty great, right?

We can all remember the emotional high when a boss we respected told us how grateful he or she was for our contribution to a particularly meaningful project.

As it turns out, beyond the personal boost gratitude provides, it’s also great for business.

The multi-faceted benefits of gratitude is the subject of Adrian Gostick’s and Chester Elton’s business bestseller “Leading with Gratitude: Eight Leadership Practices for Extraordinary Business Results.”

After surveying more than 1 million employees, Gostick and Elton found that expressing gratitude is the easiest, fastest and least expensive way for managers to improve employee performance and engagement.

In that sense, showing gratitude is not only about being nice — it’s about being smart because it could also uncover untapped employee potential and identify obstacles standing in the way of even better performance.

Maybe the best thing about practicing gratitude is that it’s easy. But that’s not to say that it comes naturally to all leaders or that it’s well understood as a business strategy.

In many organizations, there exists a sizeable “gratitude gap” between the appreciation employees feel they deserve and what they receive.

This gap points to the consequences of an ungrateful work culture. The authors found that 81 percent of workers said they would work harder if their boss was more grateful for their work.

And if you want to reduce turnover, start with gratitude. One of the top three reason people leave a job in the UK, according to Investors in People: They don’t feel valued or appreciated by their managers - even more of an issue with today’s younger workers.

Expressing gratitude effectively is an easily learned behaviour, but it does require more, in the authors’ view, than “showering more thank-you’s” on employees: “Developing genuine gratitude involves carefully observing what employees are doing, developing greater empathy and sincerely trying to understand the challenges they face.”

Some leaders will insist they are “not wired” for gratitude, excusing their command-and-control style with increased performance, production and results.

But the authors insist just the opposite: “Leaders who infuse fear into their work cultures undermine their objectives to increase performance and instead produce stress that can lead to burnout and other productivity-crushing effects.”

Former Ford CEO Alan Mulally is among the many executives who back up the authors’ claims. “Skills are one thing,” he says, “but to create a smart and healthy organization, void of politics, whose people don’t go after each other, that’s about respecting them, showing them the data and thanking them for what they’ve done.”

In his first meeting with Ford’s 4,000 dealers, Mulally began practicing what he preached. He asked Ford employees in the audience to stand, turn and face the dealers. “Now say ‘We love you,’” Mulally instructed.

It took the employees three tries before Mulally was satisfied with their sincerity and enthusiasm, but the dealers were quickly convinced this was going to be a new Ford under Mulally’s leadership, one where their roles were valued.

“We aren’t saying every manager needs to offer praise to every employee every day,” Gostick and Elton conclude. “We are saying that most managers should be offering more of it, quite a bit more often.”

Henry Delozier is a Partner at GGA Partners EMEA Practice. He has been recognised by Golf Inc. magazine as one of the “Most Influential People in Golf”, is a Past President of the Board of Directors of the National Golf Course Owners Association and serves on the Employers Advisory Council for the PGA of America.

Established in 1992 as the KPMG Golf Industry Practice, GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities.

Culture: The Secret Sauce of Success

2024-05-01T14:56:23Z

Henry DeLozier, GGA Partners EMEA

A Supreme Court justice once defined obscenity by not defining it. “I know it when I see it,” Justice Potter Stewart famously said in 1964.

It seems that an organisation’s culture might fit into the same category: difficult to define, but obvious once illuminated.

The difficulty in defining organisational culture is because it is so many things at once. An amalgamation of personality, values, reputation, purpose, style and traditions framed by a set of written and unwritten rules developed over time and considered inviolable.

Put them all in a pot, let them simmer for a while — a few years or maybe a few decades — and what’s left is culture!

Culture then is nothing less than an organisation’s heart and soul, and its importance rivals any other asset or advantage. It is the glue that holds the organisation together.

It inspires loyalty in employees and motivates them to act consistently and pridefully. It influences them to perform at a high level because they feel a responsibility to uphold their end of the cultural bargain.
Culture is also an important factor in retaining top performers.

Randstad, the international employment and recruitment firm, lists toxic cultures with poor pay, limited career opportunities, lack of challenging work, lack of recognition and work-life imbalance as the leading reasons people leave their jobs.

There is an urgent need to pay attention to the culture growing around your club or course or risk losing top talent.

If this amorphous entity known as culture is so critical, what steps can you take, what keywords can you prioritise for search engines and what KPIs do you elevate to bake it into your organisation? If only creating or transforming culture were so easy.

Every winning culture is part of a unique set of attributes and characteristics that cannot be invented or imposed. It must be discovered from within.

But that doesn’t mean you should sit back and wait for culture to reveal itself — or for it to form in ways that could be detrimental to your future success. The road to a sustainable and winning culture ensures that employees:

Understand the club’s/course’s vision and how they contribute to it. When everyone knows where their leaders are steering the ship, it’s much easier to get people onboard and for employees to feel good about rowing.
Know how their performance is measured and what their personal success looks like. What results are expected? Are there both quantifiable and qualitative measures?
Are consistently recognised for contributions that meet and exceed goals. Nothing is more motivating than recognition in front of colleagues.
Recognise a commitment to diversity and inclusion. Employees of colour and minorities want to see evidence that their opinions and work is valued and that they’re on a level playing field.
Feel that their managers are taking steps to safeguard their health and well-being. In a post-pandemic world, employees want to feel confident that their job is not putting them and their families in danger.
Are rewarded through a set of personal, flexible, creative benefits. Baby boomers, millennials and Gen Xers think about benefits and perks differently. To make them meaningful, managers must understand what each employee values most.

In addition to helping retain top performers, an engaging and embracing culture also has competitive advantages, particularly when it comes to sustaining high performance. Bain & Company research found that nearly 70 percent of business leaders agree that culture provides the greatest source of competitive advantage. In fact, more than 80 percent believe an organisation that lacks a high-performance culture is doomed to mediocrity.

Culture may not be the easiest thing to define, but you can take steps that encourage a culture in which your organisation thrives. You can’t rush culture, but you’ll know it when you see it.

Henry Delozier is a Partner at GGA Partners EMEA Practice. He has been recognised by Golf Inc. magazine as one of the “Most Influential People in Golf”, is a Past President of the Board of Directors of the National Golf Course Owners Association and serves on the Employers Advisory Council for the PGA of America.

Established in 1992 as the KPMG Golf Industry Practice, GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities.

Between members & governance: member discipline today

2024-04-11T11:37:25Z

Henry DeLozier, GGA Partners EMEA

The call went something like this: “We need your advice in a disciplinary matter here at the club. It seems that one of our members was making offensive statements when a fellow member asked the member speaking out to stop his comments. An argument ensued and the offended member punched the member making the offensive statements in the face. What disciplinary actions do you recommend?”

Uncivil - and sometimes antisocial - behaviour has become a matter of concern in clubs across the globe. Many club members began to demonstrate anomie, as French behaviourist Emile Durkheim called it during the early 20th century. Anomie, in societies or individuals, is a condition of instability resulting from a breakdown of standards and values or from a lack of purpose or ideals. Durkheim summarized his findings by stating, “We are moral beings to the extent that we are social beings.” 

The pandemic loosened ties between people and relocated them to their clubs. Children stopped going to school; their parents stopped going to work; parishioners stopped going to places of worship; people stopped gathering, in general. Many sociologists think all of this isolation shifted the way we behave. “We’re more likely to break rules when our bonds to society are weakened,” Robert Sampson, a Harvard sociologist who studies social disorder, says. “When we become untethered, we tend to prioritize our own private interests over those of others or the public.” 

Many club leaders are reckoning with unprecedented behavioural abnormalities. “The pandemic has created a lot of “high-stress, low-reward” situations, explains Keith Humphreys, a psychiatry professor at Stanford University, “...and now, everyone is teetering slightly closer to their breaking point. Someone who may have lost a job, a loved one, or a friend to the pandemic might be pushed over the edge by an innocuous request.” 

Like their friends and neighbours, club members became untethered from social norms and standards of mutually respectful behaviour and their disconnection from behavioural standards has left many clubs seeking guidance in matters of member discipline. 

First, each club must return to – or re-establish – its standards of decorum and respectful conduct. The most frequently abused private club standards are usage of technologies in restricted areas, violations of established dress codes, and general adherence to long-established club rules for reservations – whether for sports or meals. 

Second, club members demand that their boards and management take disciplinary action with members who frequently or repeatedly stray from the club’s rules. The questions in many club boardrooms are: What? And how? 

Updating a club disciplinary structure requires several steps which must be described as swift, firm, and fair. 

Swift

Members want to see rules enforced in a timely manner to ensure that regular rule-breakers begin to refrain from undesirable actions.  
 In order to implement timely rules enforcement, clubs must establish and broadly communicate clear guidance concerning the club’s rules and regulations. Four primary steps should be used: 

1. Establish clear-cut steps to be consistently implemented when club rules are broken. 

2. Communicate that the Board is responsible for member discipline. 

3. Demonstrate and disclose the disciplinary process that will be used.  

4. Adhere to the practices that are established for disciplinary matters. 

Firm

Execute the disciplinary process without passion or prejudice. It helps that the Board has already reviewed, approved, and authorized disciplinary actions – or punishments – in advance of events as they may unfold. Rules cannot be made on an impromptu basis. 

Board members must be congruent and respectful of those members being disciplined. As behaviourists have indicated, good people sometimes become disconnected from their own social judgement. Be understanding and committed to the premise that members want to belong to a club that has standards and that the club stands for something to be honoured. 

Do not make exceptions or excuses. In pre-determining what rules violations or offenses are to be addressed, develop proportionate disciplinary responses to each.  

Fair

Plan the disciplinary process to ensure that a reasonable and responsible fellow member can see that the Board is acting with balance and understanding in disciplinary matters.  

The important priorities to remember are: 

- Be prepared to defend your disciplinary approach. 

- Coordinate your club’s disciplinary plan with capable club counsel who can review your club’s bylaws and disciplinary approach prior to taking action. 

- Confirm with counsel that they can successfully defend your approach to restoring or improving discipline in your club 

- Confirm all disciplinary examples and intentions with experienced club lawyers before taking action. 

- Interview all participants (and witnesses) in rules violations to confirm the facts involved. Take the time to overturn all possible observations, recordings, and/or previous communications and events. 

- Allow for appeals and reviews to ensure that the club’s actions align with local jurisdictional guidelines…regardless of the offense. 

- Include family members for repeat offenses. Poor or disrespectful conduct means one must tell his or her spouse that the family has been suspended. 

- Maintain a spirit of understanding and collegiality throughout the review and disciplinary process. 

- Refer matters – such as employee harassment, inappropriate behaviour, assault and/or battery – to law enforcement. Report legally relevant situations to the proper authorities. 

Some members may believe that their clubs and directors are too soft on discipline. Most members want to belong to a club that honours the values being proclaimed. Be who you say you are. 

Once disciplinary action has been taken, tell members that the Board has acted:

- Do not name the individuals involved. 

- Communicate disciplinary actions by stating (i) the offense, (ii) the action taken by the board, and (iii) the outcome of this action. 

- Maintain strict confidentiality to protect the privacy of all concerned. 

- Communicate the disciplinary actions of the board monthly (note and report when no actions were required as behaviour improves) 

If you do not respect your own rules, no one else will respect your authority to discipline.

Reproduced with the permission of GGA Partners.

Henry Delozier is a Partner at GGA Partners EMEA Practice. He has been recognised by Golf Inc. magazine as one of the “Most Influential People in Golf”, is a Past President of the Board of Directors of the National Golf Course Owners Association and serves on the Employers Advisory Council for the PGA of America.

Established in 1992 as the KPMG Golf Industry Practice, GGA Partners is an international consulting firm and trusted advisor to many of the world’s most successful golf courses, private clubs, resorts and residential communities.