Jim Hope give some great insight into how performance reviews - or work plans - should go in the context of the salary and bonus compensation package most managers have.

Many clubs give their managers some rather "creative" compensation structures in their contracts. This doesn't mean there should be room for surprises at the end of the year when it comes to the performance review. 

This is a great episode for managers and boards who want to set up a successful review and bonus payout process.

The Superbowl is well-known for outstanding commercials from some of the biggest and best-known brands in the world. There's a lot we can learn from how these companies and brands reach out to their audience during the Big Game.

In this episode, Roger explains three lessons from Superbowl advertisers that you can put in the game at your club.

For years now we've been asking about Millennials and how we can get them to participate and join our clubs. Some people even blame them for "the demise of golf."

Will we make the same mistake with Generation Z?

In every James Bond movie the villain has Bond dead to rights at least once. But Bond always gets away.

This happens in the club world as well. So many time a decision to advance our club or do something great for our members is at our fingertips, but we let it slip away. 

Just like the villain in the James Bond movies... you've got to pull the trigger.

The term "Membership" has evolved to mean many things in the club business. In the strongest clubs, it means community; "People like us do things like this."

In other clubs, a membership is merely access to certain club amenities.

In this episode, Roger suggests that you should aim to defend the integrity of your membership by not selling your club's amenities, like golf, as a commodity.

This episode is a bit controversial and your input is welcome and appreciated.

Jim’s 12 Rules of Club Management:

Rule 11 – Do Work Plans, Not Performance Reviews. Goal-setting and regular check-ups with your staff are important for maintaining a strong club. Jim offers a great way to get better buy-in by creating a process with your staff to help them achieve their goals and the club's mission and vision.

Rule 12 – Do a SNAP Analysis every year. Do a check-up on yourself as well. Annual self-assessment will help you improve yourself and deliver more for your club.

Jim’s 12 Rules of Club Management:

Rule 9 – Positive Challenges Need Trust. As a manager, you'll want to challenge your staff to make sure they're giving their best and honoring their commitment to the club. It's vital that your staff trust you and know that you're challenging them in a way that will help them grow and improve.

Rule 10 – Be Consistent with the Rules. There's a lot of grey area when it comes to running a club. But if you're inconsistent in the way you apply club policies and rules with your members and staff, you might find yourself in some difficult positions. 

Jim’s 12 Rules of Club Management:

Rule 7 – It's Not Your Club. The club you run belongs to your members and your desires or ideas might not always align with their wishes or priorities. Jim shares a story about an initiative he once had, but couldn't get past the board.

Rule 8 – Tell the Truth, the Whole Truth, and Nothing but the Truth. "I don't know, but I'm going to find out" is almost always a better policy than an answer that might not be right. 

Jim's 12 Rules of Club Management: 

Rule 5 - Bring it Every Day or Go Home. Your members and your team have reasonable expectations. It's important to bring it every single day to make sure those expectations are met. 

Rule 6 - Don't Take it Personally. It's important to care about the experience you members have at the club, but never take things personally. 

12 Rules of Club Management: 

Rule 3 - It has to Have a Social Component. Your club may attract members with your terrific amenities, but the long term health of a club is dependent upon the social fabric you create within. Jim tells a great story about a golf event held at his club and the responses you might get from your members in similar situations.

Rule 4 - Don't avoid the Challenging Conversations. It's natural to dread uncomfortable conversations, but they're sometimes necessary to get to desirable outcomes. Jim recounts a few stories of challenging conversations and the opportunities they gave him to create a better relationship with one member and to reinforce the great work his turf team does with another.