How to Keep Attrition Low

Overall, private clubs in this semi-post-COVID-19 environment are reaping substantial benefits from the dramatic increase in demand for golf and private club memberships.?Many clubs have waiting lists and some even have a waiting list for the waiting list – a fun and healthy (or scary) environment not believable a few years ago. ?

When so much is going well we should step back and ask, “What now?” One component of an effective strategic plan is identifying what to do if results are better than forecast, or if results fail to reach the goals, what to do. There are some clouds on the horizon – are we going into a recession? If so, how deep will it be??

The future depends on what we do in the present

– Mahatma Gandhi

Those of us who have been through mild and severe recessions know well the ebb and flow of membership demand – especially the downside. There was a time when members walked away from six-figure initiation fees. Let’s look at ways to mitigate the downside in case an economic downturn occurs (plan for the worst) and follow a path to assure the best.

The most effective way to keep attrition low (and referrals as high as possible) is to bring each member into the club’s social fabric. This process begins with the first touchpoint where you, the membership director, introduce the club and prospective new members to each other.?

In the new member’s eyes, you are the club. Get your current members (membership committee, sponsors, committee members, directors, and staff) to participate in the onboarding effort. The more stakeholders you involve, the greater the probability the process becomes an integral part of the path to capturing new members for life. We want them to believe they cannot live without their club.

Hope for the best, plan for the worst

—?Jack Reacher

Next is new member orientation, which if conducted effectively and thoroughly, becomes a major reinforcement to the buying decision. Multiple excellent articles in BoardRooom magazine describe effective new member orientations. Build your own but be ruthless in making certain every new member goes through the new member 101 course.

Roll out the red carpet – and keep it rolled out. Be in touch with new members multiple times over the first six months, starting with their first visit to the club as a member. ?Follow the example of so many great companies by asking your members (customers) how your club is doing in making each member and family member feel a part of the club – assuring?the club is?the members’ indispensable “third place.”

Follow up with all members through regular membership surveys (annual,?issue-specific and event-specific), effective tools to help you understand how included members feel in the club’s overall culture.??

Get to know every member. Do you have an effective name recall system?

The good club software programs have modules to advise staff of the names of club members. ?However, the system is only effective when every staff member greets members by name. Be sure each staff member greets each member, no matter how long the member has been at the club, by name. Set a goal of memorizing the name of each member.

One way to get to know members could be to host a monthly/quarterly coffee event, perhaps a “greet other members with the membership director.” Begin with introductions and a progress report on club happenings: construction, staff changes, social events, participation, etc. Ask members what issues they would like to explore. Provide an abbreviated membership report – new members, resignations,?waiting list level and how long is the wait. Keep your members always thinking about referrals.

A final thought – get to know those on your waitlist as well as you know your members. Let’s plan on our “hope for the best” coming to fruition. ? BR

Ted Robinson is a partner with Private Club Associates and can be reached at (478) 741 7996 or via email: [email protected]