No successful Club Manager has ever had an original idea, or has contributed little to improving a club beyond attending some committee meetings. Such could be the perception of club members if a manager is providing ‘The Nudge’, rather than delivering innovation through the sheer weight of his or her own personality.
No successful Club Manager has ever had an original idea, or has contributed little to improving a club beyond attending some committee meetings. Such could be the perception of club members if a manager is providing ‘The Nudge’, rather than delivering innovation through the sheer weight of his or her own personality.
If a manager is considered by club members as the sole ‘change agent’ within a club, the risk is that resentment will grow amongst a section of the membership as the nature of the club changes in a way they do not like. As an example, a club may adopt a new dress code and the manager could be seen as the champion of this policy. The reactionaries within the club will then see the manager as a threat to the way in which they can enjoy their club.
It is therefore far better to provide ‘The Nudge’ and steer change through Board Members, ensuring that the credit for many successes is given to the volunteer committee members, rather than the club manager. This is a highly demanding and very long term strategy that does not sit easily with many club managers who are impatient for change but it will ultimately reap the greatest rewards. However, the downside is that the success of the club can be attributed to the Board, rather than the manager.
So how do you manage your own ‘Contribution Portfolio’ at your club? Here are some ideas:
1. Take a careful measurement of the club as you find it and record this during your first days at the club. This will involve taking photos of neglected facility maintenance, filing copies of poorly produced ‘Branding’ collateral, recording the gap between current procedures and best practise and so on.
2. Establish a five year plan with those that employed you. Create SMART objectives and attainable ‘Key Performance Indicators’. Ensure that these are reviewed every year and the results recorded at a Board Meeting.
3. Ensure that an annual appraisal is carried out with a reliable Board Member, or past President. The President that employed you may be the best person to gauge your contribution to the club and most likely to provide a long term perspective.
4. Use your network to attain results that Board Members do not have access to. For example, comparisons in salary ranges, establishing reciprocals with clubs, sourcing contractors and so on. Build strong relationships with the club manager fraternity and ensure your members know you are well connected.
5. Build your brand. Engage in ‘CPD’, dress smartly, demonstrate the highest standard of ethics and integrity and nail your achievements to the wall by framing your latest club specific qualifications.
