the dynamics of success © gary a. hamilton 2005 presented to the golf association of philadelphia...

The Dynamics of Success © Gary A. Hamilton 2005

presented to thepresented to the

Golf Association Golf Association of Philadelphiaof Philadelphia

President’s CouncilPresident’s Council

byby

Gary A. Hamilton, J.D.Gary A. Hamilton, J.D.Professor, Professor, The Collins SchoolThe Collins SchoolCalifornia StateCalifornia StatePolytechnic University,Polytechnic University,PomonaPomona

Managing Board and Committee Relations:The Dynamics of Success


Managing Your Club to SuccessManaging Your Club to Success

TransparencyTransparency is the concept of

openness in every area of business … transparency can be

leveraged to give organizations a

competitive competitive edge.- The Naked Corporation:

How the Age of TransparencyWill Revolutionize Business



Transparency is a Code of ConductCode of Conduct, and reinforces a way

of doing business

at your club.



Recent corporate failureshave acceleratedaccelerated the

need for credibilitycredibility

with members, Boards, Presidents, employees, and other stakeholders.



This paradigm shift will require an essential

change in club cultureclub culture regarding the degree and degree and scope of participationscope of participation by all management, staff,

and members.



The CMAA FLA Survey

Should a Board’s actions be transparenttransparent

to the membership?


Managing Your Club to SuccessManaging Your Club to SuccessThe CMAA FLA Transparency Survey

0%

10%

20%

30%

40%

50%

60%

Str. Agree Agree Opinion Disagree Str. Disagree

Board Officer/Director General Manager/COO


Managing Your Club to SuccessManaging Your Club to SuccessWhat’s in it for me and my club?What’s in it for me and my club?

1.Increased problem identification

2.Better decision making3.Increased credibility4.Increased confidence in

operations -

Barbara Pagano



"In looking at people… you look for three qualities: integrity, intelligence, integrity, intelligence,

and energy.and energy. And if they don't have the first,first,

the other two will kill the other two will kill youyou."."

- Warren Buffet, CEO, Berkshire Hathaway



What can you do What can you do to increase to increase

your “your “pool of pool of volunteersvolunteers?”?”



Make it EASY

for volunteer members to do the job!


Managing Your Club to Managing Your Club to SuccessSuccess

Who decides who runs?

Is it the “luck of the draw”

or Can you “influence” the

result?


Managing Your Club to Managing Your Club to SuccessSuccess

Adaptability and Forseeabiltyare the keys…

because the Board and Committees change

every year!


Board Duties and Responsibilities

• The Duty of Care / Due Diligence

• The Duty of Good Faith / Loyalty

• The Duty of Compliance


Board Duties and Responsibilities

• Fiduciary duties identified

• Code of Ethics

• Consent Forms

• Confidentiality Agreement (for proprietary financials)


Required Club Resources

• History of Board Actions

[Based on a 5 year timeframe] - Club impactClub impact- Date adopted- Date adopted- Policy- Policy- History- History


Required Club Resources• Current By Laws

- Review cycle• New Legal Developments• Exposure Assessment/Counsel

• Legislative Updates • Social Trends• Industry Trends


The Volunteer / Manager Relationship

The Nature of the Beast…“Sorry… but I don’t have the time…”

“ I’ll do it for the ‘Good’ of the Club! ”



“Hey! You’re the one being

paid…so …

you do it!”



The “Art of Persuasion”…or

“How do I get them to do what they should do, but

don’t want to do, because I said so!”


Practical Decision Making

Know your boss…Know the history…Know the dirt…but…

Knowing tootoo much…!”



• Good information• Good timing• Good alternatives• Good luck!



What members really want is…

““Invisible Leadership”Invisible Leadership”



Structure of Office Appointment - How long is a term? - How are the elections

staggered? - How is continuity

(institutional memory) provided?



Structure of Office Appointment - How is the member chosen for this position? - Is this position advisory or does it set policy? - What are the parameters of this position? (Think job descriptions!)



If a position description is to be an effective

recruitment and selection tool, it should also contain

any prerequisites for a position.


Cautions, Caveats and Conundrums

A trend that has developed is that many members are no longer willing to put in long-term consecutive service to

their club.


Cautions, Caveats and Conundrums

Past Presidents“Regulars in the Men’s Grill”Political power brokers

Internal External

Stakeholders beyond the clubPower, status, and political savvy



What members need …

1. An Orientation2. Structure - A Strategic

Plan3. Financials, trends, and

summaries4. Club Policies5. History of Board

Actions6. Outside Expertise



• Management attitude surveys

• Membership / Board satisfaction surveys

• Employee satisfaction surveys

• Continuous development opportunities for all employees



Conduct Effective Meetings!


Meeting Preparation

What members expect:

Issue expertise? Support? Opposition? Sabotage?


Meeting Procedures

- Set norms/expectations first - Don’t over schedule- Provide background materials (summaries and forecasts)

- Separate action vs. discussion items


Leadership in GovernanceRole of the

Board/Committee Chair

Meeting PreparationForwarding agendas / materialsProviding advance notice Providing documentation


Leadership in Governance

Role of the Committee Chairperson

Identification of Goals:Providing an overview of tasks



Meeting Strategies:

Give everyone a job

Track assignmentsStart on timeEnd on time



Communication:

Difficult/important items first No “back to back” controversyEstablish rapport quickly

[from Training 101, edited by Petrini]



Be effective with “outlawsoutlaws”

Keep good records of tasks

Record timelines

Involve others in decision-making



Summarize Evaluate effectivenessMaintain the big “mo”Reinforce accomplishments


Leadership in Governance Focusing discussion requires:

Dealing with club factionsDealing with

dysfunctionalbehaviorsManaging conflict


Leadership in Governance Focusing requires:

Providing a sharp focus(Don’t revisit issues!)

Generating creativity

Sensitivity to verbal/nonverbal

communication



Making Decisions:Seeking consensus

a. straw votes - a final vote on the record - always

b. draft proposalsc. pilot projects

Summarize



- Follow up and follow through

- Share the credit- Allow “social time”

following the meeting


Rules for Club Volunteers: (You too Mr./Madame President!)Don’t:

Coach or correct employeesGive performance evaluations to employees (other than the GM / COO)

Make hiring decisions


Rules for Club Volunteers: (You too Mr./Madame President!)Don’t:

Fire or discipline employees

Schedule employees Reward or promise raises

to individual employees


A Closing ThoughtIt’s Not Who You Fire ThatIt’s Not Who You Fire ThatMakes Your Life Miserable... Makes Your Life Miserable... It’s Who You It’s Who You

Don’tDon’t

Neutralize the problem before it

neutralizes you.

Emotional infections are more

corrosive to success than incompetence.


presented to thepresented to the

Golf Association Golf Association of Philadelphiaof Philadelphia

President’s President’s Council MeetingCouncil Meeting

byby

Gary A. Hamilton, J.D.Gary A. Hamilton, J.D.

Professor, Professor, The Collins SchoolThe Collins SchoolCalifornia StateCalifornia StatePolytechnic University,Polytechnic University,PomonaPomona

Managing Board and Committee Relations:The Dynamics of Success

the dynamics of success © gary a. hamilton 2005 presented to the golf association of philadelphia...

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