Editor's note: Michael G. Leemhuis is chairman of ClubWorks.
Successful private club executives are made, not born. It takes years to become a successful executive in what I believe is the most difficult of all of the hospitality disciplines ... private, member-owned clubs.
This article was originally written while I was managing a private, member-owned club and navigating the realities of daily operations firsthand. At the time, the focus was on leadership as experienced within the organization, balancing member expectations, operational demands, and long-term stewardship.
Today, through my work at ClubWorks, I engage with private clubs from a broader vantage point, working alongside boards, executives, and ownership groups as they evaluate strategy, governance, capital investment, and long-term planning. While my role has evolved, the leadership principles outlined in the following article have not changed. If anything, exposure across multiple clubs and disciplines has reinforced just how essential they remain.
THE 12 SECRETS TO SUCCESS ...
Why are private clubs the most difficult of all hospitality disciplines you may ask? It's the nature of the beast.
It's the great news/good news scenario. The great news is that you have members (a captivated audience) and the good news is you have members (a captivated audience, but one that can use your facility every day).
Please allow me to elaborate on this fairly controversial statement. The great news is that you have members that have a vested interest in their club and use it on a regular basis, provided you continue to give them the best facilities, products and services at all times.
The good news is that your member, (invested customer), is using the facility regularly, (sometimes as often as seven days a week), which can be a challenge. One would think the good news would really be a great thing, but actually it's what makes being a private club executive the most challenging, a concept that should be discussed in greater depth, in another article, on another day. Stay tuned.
So how do you define success? What does success look like?
When can you pronounce yourself successful? When do I get to scream it from the rooftops?
Good questions, but first things first. Success is not a thing or a destination. Success is not the same for everyone. Success is measured differently, depending on whom you ask and who is evaluating.
I believe success is a state of mind. It's a life-time journey. It's a feeling that you have achieved (or are achieving) the best you can, at any given time using what resources you have at your disposal. It's that simple.
So, will doing all the things listed below make you successful? I don't know, but what I do know is that if I have had any success in my private club management life (according to my definition of success), it's because I have tried to adhere to these 12 Strategic Leadership Principles that I believe make for a successful executive in a private, member-owned club (other hospitality disciplines I believe carry over as well):
Knowing when to be seen. Personal time management at your club is all important.
A sense of humor, the ability to laugh/smile with members and associates, and also at yourself.
An understanding of true quality in all products and service.
The ability and awareness to manage your club as a business while understanding that in the eyes of your members it is not.
The ability to surround yourself with quality and qualified staff members, that complement your management style and know more about their specific areas of expertise than you do. You are, after all, called a general manager for a reason.
Having a great work ethic is very important (actually in our business it's a must), but you need to understand the importance of balance in your life. Have your own personal and family SMART goals — health, fitness, family time, fishing, wine, reading, movies, etc.
Ability to see the big picture at all times. Become the club's historian or keeper of secrets, but at the same time be a forward and strategic thinker.
An appreciation for your club's history and traditions, be it founding members, golf championships or special club events that make your club unique.
Be the expert on all club and people-related matters — more specifically finances, human resources, leadership and governance. Fully understand and engage in understanding why your club exists for dining, golf, yachting, fitness or tennis.
Understanding the importance of giving back to charity and the association(s) you belong to that have allowed you to achieve what you have in your career.
Be a leader and all that it encompasses. Fill your career quiver with accomplishment arrows. If you want to be successful, study others that you admire that are successful.
Finally, use common sense. Be decisive (ultimately you are paid to take action and make decisions). Be fair (treat others as you would want to be treated), have a positive attitude (it's contagious), be confident and finally inspire others around you to reach their personal potential.
Success in life is never guaranteed, but adhering to and working on these concepts should take you a long way toward being the best that you can be.
Finally, in the words of Kiana Tom: "When I meet successful people I ask 100 questions as to what they attribute their success to. It is usually the same: persistence, hard work and hiring good people."
Being a LEADER in private clubs
L: Listen/communicate
E: Empathy
A: Adaptable
D: Determined, decisive
E: Example, lead by …
R: Reliable
S: Self-Discipline … work ethic
H: Humble
I: Integrity and Inspiration
P: Passionate and a Positive Attitude
Why is this still relevant in today’s landscape? In this environment, leadership is no longer just about operational excellence. It is about stewardship, alignment, and trust.
Perhaps most importantly, the article reminds us that private clubs are not transactional businesses. They are living institutions with history, emotion, and legacy. Leading them requires more than technical skill; it requires emotional intelligence, self-awareness, and long-term thinking.
In a time when many clubs are investing heavily in facilities, technology, and amenities, this article is a timely reminder that leadership remains the most critical investment of all. The buildings may change. The members may evolve. But the need for disciplined, thoughtful, people-centered leadership remains critical.
Experience has shown that trends come and go, but strong leadership — grounded in these principles — endures.
Note: Buffalo Groupe is a division of ClubWorks. Buffalo Groupe publishes The First Call.