Content area
Full text
In any enterprise, garnering support for the management process can at times seem like "herding cats." It is a story that's repeated all too often in the world of private clubs: A buddy of mine had been doing an excellent job of managing an old line golf club. He had improved food and beverage, remodeled the pool complex, conducted membership surveys - in short, done all the right stuff to earn his keep and make the members happy.
Then disaster struck. It was the same combination of factors that have done in many a manager. The club undertook a major clubhouse renovation. The house committee chair was a headstrong individual who began to muck about with the plans early on. As the project began to spiral out of control, the manager first warned the board of the problems, then officially let them know that he could not buy in to what they were allowing to occur.
When the project-beautiful and hopelessly over-budget - thudded to a conclusion, the geriatric old guard of the club rose as a screaming mob. By then, the house committee chair had made an exit, due to failing health. A sacrificial lamb was required. It was, of course, a role for which the board found my friend the general manager ideally suited.
There are many unavoidable career hazards along the path of club management. But I believe that the situation has improved in the decade in which I've been involved in the industry. CMAA has played a large role in educating managers on...