Recently we were sent a copy of a letter that was not only frank in its recommendations, but honest to the point of antagonism. We thought a paraphrase of the highlights might shed some light on a few problems common to many clubs struggling to regain their prosperous past.

To The Elected Leadership

        A great deal of what made our club one of the most desirable in the area, for whatever reason, has gone away. The elected leadership must now make some hard decisions. Therefore, I would like to take this opportunity to offer some unsolicited, but free advice, with the following points.

• You must resolve among yourselves that we will again be the best: we had that reputation in the past and it can be regained.
• Do not bargain-hunt in your search for new management.
• Do not hamper your new manager by requiring low paid, inferior senior staff. We formerly had one of the finest executive chefs in the country. We need another of similar caliber. Also, hire a first rate catering director at a decent salary dovetailed into a strong incentive program.
• Go back to the days of carefully planned and crafted signature events.
• Be prepared to "trade dollars" with the membership. If higher dues are required to underwrite higher quality food operations . . . . . do it. Everything you do won’t make money, but do not let profitability be the final arbiter for every decision you make or every thing you try.
• Equally so, maintain a good capital program that will not allow the facilitates to deteriorate to the point of loss in membership numbers.
• Downsizing, to use a frequently abused term, usually doesn’t work. Rather, it simply delays the inevitable . . . . failure.
• Finally, don’t hesitate to involve the members. A general meeting, well planned, promoted, and staged, presents the perfect opportunity to sell the club’s facilities and service.²