1. The Dynamics of Success © Gary A. Hamilton 2005 presented to the Golf Association of Philadelphia President’s Council by Gary A. Hamilton, J.D. Professor, The Collins School California State Polytechnic University, Pomona Managing Board and Committee Relations: The Dynamics of Success

2. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success Transparency 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 Transparency Will Revolutionize Business

3. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success Transparency Code of Conduct is a Code of Conduct, and reinforces a way of doing business at your club.

4. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success Recent corporate failures accelerated have accelerated the need credibility for credibility with members, Boards, Presidents, employees, and other stakeholders.

5. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success club culture degree and scope of participation This paradigm shift will require an essential change in club culture regarding the degree and scope of participation by all management, staff, and members.

6. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success The CMAA FLA Survey transparent Should a Board’s actions be transparent to the membership?

7. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success The CMAA FLA Transparency Survey

8. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success What’s in it for me and my club? 1.Increased problem identification 2.Better decision making 3.Increased credibility 4.Increased confidence in operations - Barbara Pagano

9. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success integrity, intelligence, and energy. first, "In looking at people… you look for three qualities: integrity, intelligence, and energy. And if they don't have the first, the other two will kill you." - Warren Buffet, CEO, Berkshire Hathaway

10. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success What can you do to increase your “pool of volunteers?”

11. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success Make it EASY for volunteer members to do the job!

12. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success Who decides who runs? Is it the “luck of the draw” or Can you “influence” the result?

13. The Dynamics of Success © Gary A. Hamilton 2005 Managing Your Club to Success Adaptability and Forseeabilty are the keys… because the Board and Committees change every year!

14. The Dynamics of Success © Gary A. Hamilton 2005 Board Duties and Responsibilities The Duty of Care / Due Diligence The Duty of Good Faith / Loyalty The Duty of Compliance

15. The Dynamics of Success © Gary A. Hamilton 2005 Board Duties and Responsibilities Fiduciary duties identified Code of Ethics Consent Forms Confidentiality Agreement (for proprietary financials)

16. The Dynamics of Success © Gary A. Hamilton 2005 Required Club Resources History of Board Actions [Based on a 5 year timeframe] Club impact - Club impact - Date adopted - Policy - History

17. The Dynamics of Success © Gary A. Hamilton 2005 Required Club Resources Current By Laws - Review cycle New Legal Developments Exposure Assessment/Counsel Legislative Updates Social Trends Industry Trends

18. The Dynamics of Success © Gary A. Hamilton 2005 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! ”

19. The Dynamics of Success © Gary A. Hamilton 2005 The Volunteer / Manager Relationship “Hey! You’re the one being paid… so … you do it!”

20. The Dynamics of Success © Gary A. Hamilton 2005 The Volunteer / Manager Relationship 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!”

21. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making Know your boss… Know the history… Know the dirt…but… too Knowing too much…!”

22. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making Good information Good timing Good alternatives Good luck!

23. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making What members really want is… “Invisible Leadership”

24. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making Structure of Office Appointment - How long is a term? - How are the elections staggered? - How is continuity (institutional memory) provided?

25. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making 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!)

26. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making If a position description is to be an effective recruitment and selection tool, it should also contain any prerequisites for a position.

27. The Dynamics of Success © Gary A. Hamilton 2005 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.

28. The Dynamics of Success © Gary A. Hamilton 2005 Cautions, Caveats and Conundrums Past Presidents “Regulars in the Men’s Grill” Political power brokers Internal External Stakeholders beyond the club Power, status, and political savvy

29. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making What members need … 1. An Orientation 2. Structure - A Strategic Plan 3. Financials, trends, and summaries 4. Club Policies 5. History of Board Actions 6. Outside Expertise

30. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making Management attitude surveys Membership / Board satisfaction surveys Employee satisfaction surveys Continuous development opportunities for all employees

31. The Dynamics of Success © Gary A. Hamilton 2005 Practical Decision Making Conduct Effective Meetings!

32. The Dynamics of Success © Gary A. Hamilton 2005 Meeting Preparation What members expect: Issue expertise? Support? Opposition? Sabotage?

33. The Dynamics of Success © Gary A. Hamilton 2005 Meeting Procedures - Set norms/expectations first - Don’t over schedule - Provide background materials (summaries and forecasts) - Separate action vs. discussion items

34. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Role of the Board/Committee Chair Meeting Preparation Forwarding agendas / materials Providing advance notice Providing documentation

35. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Role of the Committee Chairperson Identification of Goals: Providing an overview of tasks

36. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Meeting Strategies: Give everyone a job Track assignments Start on time End on time

37. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Communication: Difficult/important items first No “back to back” controversy Establish rapport quickly [from Training 101, edited by Petrini]

38. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance outlaws Be effective with “ outlaws ” Keep good records of tasks Record timelines Involve others in decision-making

39. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Summarize Evaluate effectiveness Maintain the big “mo” Reinforce accomplishments

40. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Focusing discussion requires: Dealing with club factions Dealing with dysfunctional behaviors Managing conflict

41. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Focusing requires: Providing a sharp focus ( Don’t revisit issues!) Generating creativity Sensitivity to verbal/nonverbal communication

42. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance Making Decisions: Seeking consensus a. straw votes - a final vote on the record - always b. draft proposals c. pilot projects Summarize

43. The Dynamics of Success © Gary A. Hamilton 2005 Leadership in Governance - Follow up and follow through - Share the credit - Allow “social time” following the meeting

44. The Dynamics of Success © Gary A. Hamilton 2005 Rules for Club Volunteers: (You too Mr./Madame President!) Don’t: Coach or correct employees Give performance evaluations to employees (other than the GM / COO) Make hiring decisions

45. The Dynamics of Success © Gary A. Hamilton 2005 Rules for Club Volunteers: (You too Mr./Madame President!) Don’t: Fire or discipline employees Schedule employees Reward or promise raises to individual employees

46. The Dynamics of Success © Gary A. Hamilton 2005 A Closing Thought It’s Not Who You Fire That Makes Your Life Miserable... It’s Who You Don’t Neutralize the problem before it neutralizes you. Emotional infections are more corrosive to success than incompetence.

47. The Dynamics of Success © Gary A. Hamilton 2005 presented to the Golf Association of Philadelphia President’s Council Meeting by Gary A. Hamilton, J.D. Professor, The Collins School California State Polytechnic University, Pomona Managing Board and Committee Relations: The Dynamics of Success