Manny Gugliuzza, CCM, CCE
Principal and Search Consultant, GSI Executive Search
In the world of mid to high-level private clubs, the quest for exceptional leadership has never been more crucial. These institutions are no longer just serene sanctuaries for their members; they’ve evolved into multifaceted organizations demanding top-tier executives who can juggle financial acumen, operational excellence and unparalleled member experiences. Yet, a question looms large over the industry: where has all the great talent pool gone?
As an executive search consultant for private clubs and someone who spends an extensive amount of time with boards, search committees and candidates, I can assure you that this is a topic near and dear to my heart (and my calendar). My job requires me to dive deeply into understanding not just the skills of potential candidates but also their ability to fit culturally with the club and its employees.
Several converging trends have contributed to the shrinking pool of qualified candidates. First, demographic shifts are playing a significant role. Many experienced leaders are reaching retirement age, leaving behind a generational gap that has yet to be fully addressed. While younger professionals bring fresh ideas and enthusiasm, in some cases, not all, often lack the deep-rooted experience necessary to navigate the complexities of a private club’s operations and be able to navigate a boardroom made up of mostly Type A personalities.
Secondly, the pandemic’s disruption cannot be overstated. The hospitality and leisure industries faced unprecedented upheaval, with many professionals pivoting to entirely different careers or re-evaluating their work-life balance. This exodus left a void that’s proving difficult to fill.
Finally, the increasing demands of the roles themselves are deterring potential candidates. Today’s club executives must wear multiple hats: they’re expected to be visionary strategists, empathetic leaders and savvy financial stewards all while maintaining the high-touch service that members expect. The sheer scope of these responsibilities can make even the most capable professionals think twice.
The modern workforce’s priorities have evolved, and the executive search process must adapt accordingly. Top talent isn’t just looking for a job; they’re seeking alignment with their values, opportunities for growth and environments where they can thrive both personally, professionally and financially. For private clubs, this means redefining their value proposition to prospective candidates.
The industry must ask itself: what makes our club a compelling place to work? From competitive compensation packages to fostering a culture of inclusivity and innovation, clubs must go beyond the basics to attract the best. Many leading clubs have stepped up by offering extended contracts and deferred compensation agreements. These arrangements not only incentivize long-term commitment but also demonstrate the club’s dedication to rewarding exceptional performance. (Who doesn’t like a little financial “sweetener” for sticking around?)
While the traditional pipeline may be narrowing, there’s an opportunity to think outside the box. Private clubs should, in some cases, consider candidates from adjacent industries when applicable, such as luxury hospitality and resort management. These professionals often bring transferable skills that can be invaluable in a private club setting, such as customer-centric thinking, operational efficiency and an innovative mindset. Not all of these candidates would make a smooth transition into a member-owned club with committees, but it is the recruiter's job to spend adequate time with the candidates to see if there could be a smooth transition and understanding of the culture and reporting structure.
Moreover, investing in internal talent development can help clubs build a robust pipeline for the future. By identifying high-potential employees and providing them with the resources and mentorship they need to grow, clubs can cultivate their next generation of leaders from within. Many of the top clubs in the country have been able to promote within with a successful mentorship succession plan.
However, not all challenges stem from a lack of candidates. A growing trend among less experienced general managers is the setting of unrealistic salary expectations. Many aspiring leaders who have not yet “paid their dues” or gained relevant experience believe they should command top-tier compensation. This misalignment of expectations can create friction in the recruitment process and distract from the search for genuinely qualified candidates.
Navigating this complex talent landscape requires expertise, and that’s where the right executive search firm can play a pivotal role. As search consultants specializing in the unique needs of private clubs, we act as strategic partners, not just recruiters. Our role goes beyond identifying candidates; we help clubs articulate their vision, refine their leadership needs and ensure a seamless alignment between the organization and its chosen executive.
Through targeted searches, we’ve discovered that great talent is not "gone" but rather more selective about where they lend their expertise. By leveraging data, networks and deep industry knowledge, we uncover hidden gems who may not actively be looking but are open to the right opportunity.
The question of where the great talent pool has gone is not merely rhetorical – it’s a call to action. For private clubs, the solution lies in adapting to the evolving demands of today’s workforce, broadening the talent search and investing in long-term leadership development.
The challenges are significant, but so are the opportunities. By rethinking traditional approaches and embracing innovation in recruitment and retention strategies, private clubs can not only fill their leadership roles but also ensure they’re equipped to thrive in a rapidly changing world.
At the heart of this transformation is a commitment to excellence a principle that has always defined the best priviate clubs. By prioritizing this same level of excellence in their leadership teams, these organizations can continue to set the standard for years to come. The talent is out there; the key is knowing where to look and how to engage it.
