In club management, the relationship between the GM/COO/CEO (GM) and the board of directors is pivotal to the club's success. However, even in the most professional environments, the concept of leadership and self-deception, popularized by The Arbinger Institute, can subtly influence interactions and decision-making. Understanding and addressing self-deception is crucial for fostering healthy dynamics and achieving long-term success in private clubs.
What Is Leadership and Self-Deception?
Self-deception occurs when leaders fail to recognize their role in creating challenges, often seeing themselves as blameless while attributing issues to others. This mindset can result in defensive behaviors, misaligned priorities, and a breakdown in collaboration. In private clubs, where GMs work closely with boards of diverse personalities and priorities, self-deception can manifest subtly, hindering progress and creating unnecessary tension.
The Balancing Act
The GM's role is multifaceted, requiring operational excellence, member engagement, business acumen, leadership ability, management prowess, and strategic foresight. Boards, meanwhile, focus on governance, policy-making, and safeguarding the club’s mission. Ideally, these roles complement one another. However, self-deception can skew this balance on both sides:
- Misaligned Expectations
A GM may perceive the board as overstepping into operational matters, while board members might view the GM as resistant to feedback. This mutual misperception can lead to frustration and mistrust. - Defensiveness
A GM who feels underappreciated or scrutinized may become defensive, inadvertently creating a barrier to constructive feedback and collaboration. - Lack of Empathy
Board members, often volunteers with limited time, may not fully appreciate the complexities of the GM's role. Similarly, a GM may undervalue the board's strategic perspective.
Breaking the Cycle
GMs and boards must commit to open thoughtful communication and mutual respect to overcome self-deception and build a productive relationship. Here are key strategies:
- Adopt an Outward Mindset
Both parties should strive to understand the other's perspectives, challenges, and motivations. This shift fosters empathy and reduces conflict. - Focus on Shared Goals
Keeping the club’s vision, mission, and values at the forefront can help de-escalate personal biases and align priorities. - Encourage Open Communication
Regularly scheduled, structured meetings with transparent agendas can clarify expectations and prevent misunderstandings. - Seek Feedback and Reflection
GMs and boards can benefit from professional development opportunities, such as workshops on leadership and self-awareness. - Establish Clear Boundaries
Clarifying roles and responsibilities helps prevent unnecessary overlap, enabling each party to focus on their strengths.
A Path to Stronger Leadership
Leadership in clubs extends beyond operational expertise; it requires navigating interpersonal dynamics with clarity and humility. Private clubs can create an environment where both leadership and membership thrive by addressing self-deception and fostering a collaborative relationship between GM and the board.
Ultimately, the best leaders recognize that their effectiveness lies in what they achieve and how they work with others to bring shared success. For GMs and boards, this means setting aside ego, embracing self-awareness, and leading with the club's best interests at heart.
Recommended reads on this topic. Leadership & Self-Deception: Getting Out of the Box by The Arbinger Institute, The Power of Now (Or Practicing the Power of Now) by Eckhart Tolle
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