Recently I've been doing some research on private social clubs throughout the world and decided it would be fun to conceptualize my ideal. In my first book, the fictional Regent Club figures prominently and I thought it would be an interesting experience to get into the heads of hospitality mavens and create something that was so exclusive - so perfect - that it would outshine some of the world's most notable private social venues.
This, of course, stemmed from my own set of expectations where I'm usually disappointed. My expectations for a club come in many ways from the core basics of Disney customer service. It is rare even at the finest club to experience the level of service that Disneyland and it's cadre of college-age cast members can consistently deliver. Therefore, what does it take to create a nearly infallible total experience?
MANAGEMENT AND LEADERSHIP
I used to be concerned about what could be perceived as a "strong manager - weak board" scenario. This usually only develops into a problem if a manager has a tenure that's too long where a sense of entitlement could begin to develop. Boards who "schedule" a management shift every seven years and seek out fresh and innovative talent are by far the most forward-thinking and interested in optimal member experience. The Eisner Syndrome begins to develop if the manager feels too comfortable. The first ten years of Michael's time at Disney were Renaissance ... the second ten cost shareholders over one billion between the Ovitz exit, Katzenberg settlement, purchase of the family channel, and the deterioration of the Pixar relationship which Bob Iger ultimately repaired after Michael's exit.
A board should let the manager do what they do best, and only offer strategic guidance and measure key performance indicators. Boards and committees that meddle in the minutiae create log jams for a staff to provide stellar service and member experience. Boards should stick to governance while staff is both strategic and tactical. I would always search for new talent out-of-market as the result of an in-market search often creates status quo.
VENUE AND EXPERIENCE
It's true - I want music in the bathrooms. I want stunning artwork on the walls. I want gathering places - billiards, cards, games. I want a relationship with staff that is mutually respectful but not too familiar. One of the things I dislike the most in service is how all of us - both member and staff - tend to get too familiar with each other. The net result of that familiarity promotes gossip, favors, and other uncomfortable situations. As an example, you become friendly with a bartender and expectations change - a free cocktail, an extra healthy pour, getting the dirt on other staff or management. It simply has no positive - and again a culture of entitlement develops.
Everything revolves around the member experience. While it's true that Mrs. X who lives in her stunning mansion on Bellevue Avenue in Newport will cling to every last penny and wear the same old coat and drive the same old car, she has another side where she will spend money on herself. Members want unparalleled experiences like those that are delivered at New York City's Core Club. And, we will pay to get it if it consistently exceptional.
PROFESSIONAL VS MEMBER-RUN
Most clubs I visit these days are elegant old institutions. But, they're tired. It's the same furniture, the same art, the same steak, the same everything. That's good for Mrs. X, but for future generations it's trending away from "same." New is the name of the game - revolving, changing, imaginative, creative, and something we can't get anywhere else. While you'll always have some grand old stalwarts like the Congressional Country Club that can command an eternal audience from Washington, DC's elite, the rest of the nation and world are indeed changing - and the clubs that change will survive.
The most popular private clubs are now owned not by members but by entertainment consortiums or promoters. The phenomena of Soho House, Core Club, and other spectacular tips of the hat to perfection in service and quality is the start of a fundamental shift away from member-"managed" clubs. It all goes back to Disney. When you enter a Disney theme park, you forfeit your ability to make a decision for yourself and succumb to suspension of disbelief - you hear the birds singing in Adventureland, but you never want to realize it's a recording. The same happens when you enter one of these supervenues.
My dearest friend and I visited a new quasi-private venue and decided to join recently. It's a small place, and probably the hype of it all drove our decision. But, what couldn't be changed was how easily it was to get caught up with the manufactured reality of the place. Yes, the person sitting next to me was on her mobile phone, but I myself was in a 1930's lounge where everyone on staff remained polished, informative, and absolutely on-point for our entire visit. Now - that's something to aspire to.
In addition to character, it's about the fact that a property or house committee are the last places where decisions on decor or architecture should be made. As I always say, the King Dome in Seattle was designed by committee, and look what happened to that. By removing the opportunity for members to imprint themselves on the private club, zealots who have special interests are easily managed. Moving forward, venues that are owned by hospitality professionals will trump the private club in terms of experience.
QUALITY
The last component to perfection is quality. A club that took a significant risk recently is notable. While for all intensive purposes it has a committee system, one cannot dispute the absolute quality of its general manager. The club hired the individual out-of-market and the decision to do so and net results have been as exciting to witness as a championship college football game. The club had one of those traditional restaurant venues Mrs. X would have enjoyed and decided to make a strategic investment. It hired a sought-after new chef - but gave the chef the flexibility with budget to make a significant impact on quality. Again - net result = packed restaurant.
Bucking trends, taking risks, and being ahead of all competition (like everything) is the recipe for the private social club to remain relevant to sustain and grow membership from quality demographics.
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