Prepare meaningful KPI’s for board approval that will enable consistent measurement of management performance.Work with Club President to have once every quarter, at the top of the board meeting agenda, a 30-minute update on any/all things related to progress in moving the approved Strategic Plan forward.Schedule meetings with the Strategic Planning Committee to make sure everyone is fully invested in a vision for the club.A board focused on a clear vision for the club … approving relevant and timely policies … ‘tweaking’ the Strategic Plan - and, NOT being overly concerned / involved in operations.A staff that takes pride in being part of something very special.A membership that takes pride in entertaining family, guests and business associates - oftentimes predictably leading to new-member sponsorship.A GM who stridently supports the vision of the board and keeps moving the ball down the field toward all strategic plan goals.Retain top “best of the best” department head talent / leadership throughout.Establish board-approved SOP’s based upon continuous improvement.Maintains club positioned as THE premier club that consistently attracts quality new members.Keep the Strategic Plan alive and moving forward. (Not something that sits in a 3-ring binder collecting dust in GM/COO’s office.).Provide visible leadership to maintain employee morale and membership confidence during transitional time.īefore moving forward, it must be acknowledged that all the above is NOT something that is accomplished and then set aside as if on a “To Do List” that is checked off and can then be forgotten before moving on to the next task. Hardly. Instead ─ these things are basically on-going and built upon daily. Not just in 30 day increments. But, over years … day after day … month after month … year after year after … GOAL.Every department’s methods for producing each line item will be checked for accuracy and justification with all other areas of the operating and capital budget. All budgets will be “tested” to ensure that they are supported by appropriate back up.Become thoroughly familiar with the club’s strategic plan, bylaws, rules and policies as approved by the Board of Directors.Spend time behind the scenes with the CFO and club treasurer to fully grasp the complete financial condition of the business side of the club.A new GM fully prepared to add polish to SOP’s that serve the membership well - and to introduce new procedures to further enhance member experiences.A new GM who will very soon become an informed and valuable “working partner” with the BOD’s in offering meaningful constructive ideas and new perspectives toward both short and long range goals.Become thoroughly familiar with existing club business model.Become thoroughly familiar with existing club SOP’s.Build upon the above and move forward while diving deep into club operations.Within first 30 days – consider promoting once a week a very casual hour for members to meet and greet the new GM/COO over coffee in the “Whatever Room” - limit to 10 at a time. Perhaps joined by a board member.The Action Plan “Mission Critical" priority is to first establish relationships with members and staff.NOT so much on numbers, dollars, strategic plans, SOP’s, etc. Focus first on ALL the people involved.Spend majority of your time personally meeting staff and membership – where they are! NOT at your desk. From day #1 – maintain a highly visible presence throughout the entire footprint of the property.Better position yourself to later make management / leadership decisions based upon who the club really is now and where they might want to go in the future.Better prepare yourself to offer recommendations that are specific to the club, rather than generic.Plant seeds of genuine mutual trust and respect with staff and membership.Become thoroughly familiar with the culture and traditions of the club.The ACTION PLAN that will enable the Goals and Results to be brought to life.Stating what the RESULTS of achieving these Goals would be.While being generic in approach, every GM/COO is fully capable of tweaking the below to specifically target the unique needs set before you when either considering a move or … what the heck … even if you have been at the same club for a number of years … why not take a fresh look and go through the same exercise to re-energize and focus on what really needs to be done where you are right now!īelow is a ‘model’ in 30-day increments that is broken into 3 distinct components: When considering a career opportunity moving to a new club, it is good to have an overall Executive Plan for your first 90 days on the job. In fact, oftentimes, a search committee may even ask potential candidates for something akin to this. THE FIRST 90 DAYS Overall Executive Plan
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