GSI Executive Search Insights

Annual Meeting : Should the Board President or General Manager Lead?

By Thomas J. Noyes, CCM, CCE

It's time for your Annual Meeting. Who should lead it? The Board President or the General Manager?

I'm guessing many of you already have an answer in mind---probably something like, "That's easy! The Board President should lead the Annual Meeting at a member-owned club. It's their club, their meeting."

Case closed, right? On to the next question. Well, as a certain Saturday football prognosticator likes to say, "Not so fast, my friend." Let's take a closer look.

Notice I didn't ask, "Who should present?" or "Who should report?"--- we'll get to that later. The real question is: Who should lead the meeting?

And here's my take: the General Manager---along with the Executive Staff---should be the ones leading. There, I said it.

What I mean to portray, however, is that the General Manager should lead from the side. Lead the production, help set the agenda, provide input on who is best suited to present each topic or report and influence the information being presented. I am not suggesting you overstep your role, but don't be too passive either. Step up and make the offer. Be prepared. This is a prime opportunity to demonstrate your value to the Board while also allowing the Membership to see that the Board and President recognize you as a key player in the club's success.

There's an old saying: whoever controls the information controls the narrative. It's in your best interest to ensure the club's story is told accurately and completely --- the good, the bad, and everything in between. You run the operation, you know the numbers, and yes, you're the one responsible when the corned beef runs out on St. Patrick's Day (I still lose sleep over that one).

So, who reports on what?

When you lead from the side of your Board partners and Executive Staff, it matters less who is presenting what information. Sure, the best practice, especially with a challenging discussion, is for the member representatives to present the information and answer the hard and the "shouted" questions asked by memberships of Boards.

But don't miss the chance to show the members who you are and who's truly running their club day in and day out.

In most cases, the CFO leads production of the financial reports, the Director of Agronomy leads the preparation of the course report, and the Membership Director leads the writing of the membership report. And the GM writes the narrative arch that pulls it all together.

What should the Board lead?

Are there some absolutes? Probably, maybe, sure. Capital campaigns, assessments, bylaw and membership category changes, nominations and elections. Those should be presented by members in most cases, because these are policy and big picture items. These are not operational.

Few paid staff ever have to stand before the membership to present a dues increase, a capital project or an assessment. Could the GM do it? Absolutely. You know the numbers---they came from the budget you and your team built for the Finance Committee and Board.

But it is better for you to equip your Board partners with the best data, help them prepare and even practice the presentation and tough questions with them if needed.

This isn't about telling anyone what to do---it's about encouraging you to step up if the opportunity presents itself. Yes, it's the members' club, and their elected representatives hold ultimate responsibility. But I believe strong GMs and COOs should be proactive in these situations.

Don't overstep, but don't sit back either. Make the offer.

What if you're new at this?

Obviously, the role of a young or newer GM could be vastly different from that of a more seasoned or long-tenured COO. My role certainly changed from my first annual meeting in 1987 to my most recent one in 2024. Here is a quick down and dirty on how I led many annual or special membership meetings during the latter half of my career.

Meeting Flow

• 5-Minute Warning: The General Manager (GM) asks attendees to take their seats.
• Welcome & Remembrance: The GM welcomes everyone and leads a moment of silence for members who passed away, reading their names.
• New Member Recognition: The GM invites new members or first-time attendees to stand and be recognized---after all, you know them from their orientation, right? (I used to jokingly ask them to join in singing the club's non-existent anthem.)
• Senior Staff Recognition: The GM introduces senior staff in attendance, sharing a brief remark about each.
• Past Presidents Recognition: The GM asks past presidents to stand and be acknowledged.
• Transition to President: The GM introduces the current club president, who officially calls the meeting to order. This opening takes just a few minutes but sets a tone of respect and appreciation.

Meeting Agenda & Reports

• The President provides opening remarks and outlines the agenda.
• Presenters step forward for their reports, often including the GM for an operational update.
• The GM efficiently covers key updates from various operating committees---eliminating the need for each committee to speak individually.
• More significant agenda items, such as financials (Treasurer), strategic planning (Committee Chair), or bylaw updates, are presented separately to highlight their importance.

Closing

• The President returns to the podium for the Q&A session, closing remarks and a final announcement: "The lounge and driving range are now open for your enjoyment."

We all understand our place in the organizational structure and hold the Board and Officers in high regard---no need for a reminder of who signs our paycheck. My goal in creating this "lead from the side" paradigm is to encourage you to get credit for the work you do, while aligning on the work you support.

Now, when the topic of the annual meeting comes around, you'll be prepared to lead---not from the front, but from the side.