"I haven't really seen my partner in the past 30 years, as they were always at the club."

So, I wonder, am I viewing the club world through overly optimistic lenses, or is it indeed a reality that age-old traditions and expectations to work hours are contributing to the difficulties in recruiting and retaining staff in the 'Club World'?

This past weekend, I had the privilege of attending the 2023 Regional Cycling Chautauqua, held in Cape Cod, MA. This gathering brought together a dedicated community of individuals deeply immersed in the world of Club Management, where the primary objective of the weekend was to enjoy cycling, whether at a leisurely or brisk pace, and, more importantly, to reflect on the past months or even years when they hadn't crossed paths. These moments of contemplation typically unfolded in a group setting, post-ride, with pizza and drinks in hand, but often during a coffee break or a lunch stop along the route.

Throughout this weekend, a topic that surfaced was the notion of retirement from the 'club world.' As someone in their early 40s, I hadn't previously given this matter much consideration. However, several of our group had recently retired or were contemplating it, with their spouses joining them for this weekend retreat.

While the recently retired club managers reminisced about missing the clubs, their members, and, most importantly, their teams, on multiple occasions, the spouses expressed their anticipation of finally having more time with their partners. One of them remarked, "I haven't really seen my partner for the past 30 years because they were always at the club."

Why is there an inherent expectation that those who choose to work in the club industry must devote more time than a typical 40-hour workweek, without it appearing excessive or unreasonable to both the club's board or owners, its members, or more significantly, to their fellow managers and team members?

I'm not suggesting that there aren't times in our profession when extra hours are necessary to meet deadlines, attend committee or board meetings, or cover for a colleague who is sick or on vacation – such instances are quite normal. However, what I believe should not be regarded as normal is the expectation that one consistently works exceedingly long hours, rarely sees family and friends, and has no time for personal health, leisure or vacations. I've come across numerous occasions when the governing board, club owners, or even the employees consider it 'business as usual' to put in 10-12 hours a day, six days a week 'in season' without any guarantee of these hours ‘being returned’ in quieter moments - it's just the way our industry works!

Emerging leaders in the industry are increasingly seeking more flexibility, a better balance between work and personal life, and, for those fortunate enough to have families, the opportunity for a more consistent ‘family time’ but with the nagging traditions that this is not the way it works.

So why does it come as no surprise that the club industry faces challenges in attracting and retaining well-qualified, passionate, and motivated individuals when they are constantly burdened by peer pressures, burnout and fatigue while not forgetting those we love, who we leave behind on a daily basis!