Implementation - Driving Consensus, Staff Engagement and Process


Implementation is far more than a series of actions to bring your new design to your members and market place.  It is a philosophy. It is a shared vision driving each department and each stakeholder to a common purpose, membership growth, retention, increased usage and satisfaction.


Change requires understanding and consensus, which must first come from Board and Management buy-in. Without a clear and distinct voice from leadership underling the need for change and consensus for the direction chosen, consensus from the remaining stakeholders and/or their continued support and participation will fall well short of goals. Without a directive, being the “same as always” becomes the fall back position.

As data was the driver for a collaborative concept design, it should be utilized in all stakeholder communications. In the CMC 360 process our staff will assist in the development of a communication strategy based upon addressing sub-groups of members, the general membership, Committees and staff members. As part of the process, CMC will review all of the Club's current branding and communications systems and elements including:
  • General branding
  • Collateral packages
  • Website
  • Mobil Apps
  • Social Networking
  • CRM systems
  • Current member communications
  • Internal staff communications
As a wise man once said, "everyone is entitled to their own opinion, but not their own facts".  We believe that strong communications must also be an educational and consensus driving tool.  From community perception to creating positive attitudes among stakeholders, we believe the key is in developing a strong communications strategy.

Staff is the most important element of the communications process as they must be the smiling face of facilitation and change.

Staff Engagement

There is simply nothing more important, once Board and Management have made the decision to proceed in this direction, than to gain support, buy-in and enthusiasm from the paid staff, from department head to bus-boy. Conversion of the concept design to an implementable strategy is simply not possible unless it has been embraced by, and engaged in, by all staff as a new way of doing business.

Envision the Club's departments as guided missiles, all pointed in different directions. Each has clear power, each can have a dramatic effect. But, the first question is why are they pointed in different directions? The simple answer is that they all function as silos, part of the whole but acting somewhat independent relative to their respective vision of what their department should be doing. 

Ask the golf professional or food and beverage manager what they do. The answer will come instantaneously. Now ask them "why" they do what they do. The answer to "what" is far easier than "why', the latter requiring an institutional goal, value, vision, outcome or mission and most importantly, a pathway to get there collectively. It simply points back to the fundamentals of success for any private club.
  1. Driving membership growth and/or replenishment
  2. Enhancing retention
  3. Increasing member usage and satisfaction
As simple as this may sound, driving every staff person to this simple “why” may well create your Club’s new paradigm.