What If We Thought Differently?

In club leadership, we often operate in a reactionary cycle, responding to what’s directly in front of us: a staff resignation, a last-minute member request, a change in vendor pricing, or a board directive. We get so used to solving what’s urgent that we don’t always make space to imagine what’s possible.

Scenario planning offers a way to shift that. It’s a strategic tool, yes, but more importantly, it’s a mindset. It helps us ask: What could happen next, and how might we prepare or respond with intention?

Unlike forecasting or goal setting, scenario planning doesn’t assume one single outcome. It stretches your thinking into multiple paths, challenging assumptions and opening your organization to agility, innovation, and resilience.

Let’s look at how you can actually use scenario planning in everyday operations, plus some questions to help you think it through.

What if we planned for growth, not just gaps?

Succession planning is often reactive, triggered by a resignation, retirement, or emergency. But the strongest clubs treat succession planning as a long-term talent development strategy. 

What if…

• Our club adds 100 new members over the next two years, which roles would need to evolve?
• Our AGM leaves, do we have a ‘bench’ ready?
• Our current supervisors aren’t interested in leadership, are we grooming the right people?

Succession isn’t about a single replacement plan, it’s about building capacity. Clubs should create development pathways that expose emerging talent to broader responsibility. That might include rotational department assignments, mentorship programs, or stretch projects that test leadership readiness in low-risk environments.

At one club we worked with, the team started thinking through leadership attrition, not because anyone was planning to leave, but just to be prepared. That sparked the idea to build an internal group of high-potential employees, and now that group is shaping the next generation of leaders at the club.

For reflection…

• Who are the top three people we’re actively preparing for future leadership roles?
• What would our leadership team need to look like in five years, and what are we doing today to build that?
• Are we identifying successors only when someone leaves, or thinking a few steps ahead?

What if we designed teams instead of filling roles?

Traditional hiring focuses on replacing what’s been lost, often by duplicating the previous employee’s skills or experience. But scenario thinking invites us to ask: What does the team need most now, and what could strengthen us long-term?

What if…

• We hire a generalist with high cross-functional potential instead of a narrow specialist? 
• We redesign a full-time role into two part-time positions to attract diverse candidates?
• We prioritize emotional intelligence and leadership traits over technical experience in our next manager hire?

Scenario planning helps you think more holistically, not about job titles, but about team composition. It pushes you to analyze gaps in capability, collaboration, and adaptability. This approach might also shift your focus toward internal development, especially if you consider scenarios where external hiring becomes difficult due to labor shortages or budget constraints.

For reflection…

• Are we hiring to replace what was lost, or to strengthen what’s next?
• How could our hiring strategy support our long-term succession planning?
• What capabilities (not just competencies) are missing from our current team dynamic?

What if internships were designed to future-proof the industry?

Internships are often underutilized and treated as seasonal support instead of strategic pipeline development. But what if your internship program was your most important leadership incubator?!

What if…

• Interns rotated through all departments to build systems thinking, how might that shift their perspective?
• They partnered with staff on a capstone project tied to real club challenges, like improving member onboarding or creating staff training videos (and actually followed through with it!)?
• You designed mentorship models that genuinely inspired them to stay in the industry, what could that look like?

Clubs that take this approach don’t just get short-term help, they get long-term ROI. They create brand ambassadors, potential future hires, and industry advocates.

I worked with a club that reimagined its internship program to include cross-departmental exposure and leadership visibility. What stood out most was the shift in mid-level managers. Mentoring gave their work new meaning, they saw their impact beyond a smooth-running dining room and took real pride in shaping future leaders. It brought a deeper sense of purpose to their roles.

For reflection…

• Are our internships producing future leaders or just seasonal labor?
• What would an intern program look like if leadership development was the primary goal?
• How could we structure internships to support our operations and talent pipeline?

What if we questioned our routines more often?

Operations tend to be shaped by precedent, what’s always worked, what’s seasonal, what’s familiar. But scenario planning encourages proactive thinking.

What if…

• Weekday lunch dining drops 40% as remote work continues. Do we repurpose those spaces for coworking or wellness offerings?
• A regional vendor suddenly shutters. Do we have local contingency partners ready?
• Our event formats lose popularity. How might we reimagine social engagement beyond banquets and buffets?

Scenario planning here doesn’t require sweeping changes, just micro-strategy exercises embedded in department meetings. A simple “what if” question at the start of a weekly ops meeting can surface new solutions before problems arise.

For reflection…

• What standard practices are we continuing simply because they’re habitual?
• Where could a small shift in operations create big gains in efficiency or experience?
• Do our teams feel empowered to explore better ways of doing things, or are they stuck in routine?

What if burnout wasn’t a badge of honor?

This might be our toughest question yet, but stay with me. For too long, we’ve operated under a grind culture: long hours, high emotional labor, and little margin for recovery. Now more than ever, well-being needs to be part of the bigger picture when we're planning for the future - without lowering the expectations for meaningful member engagement.

What if…

• What if we piloted 4-day workweeks or seasonal flex scheduling?
• What if we automated scheduling tools to reduce manager stress?
• What if retention bonuses were tied to wellness practices, not just hours worked?
• What if we rotated closing responsibilities?

This isn’t just about employee satisfaction, it’s about sustainability. The next generation of talent isn’t interested in environments that sacrifice quality of life. Scenario planning gives you the tools to anticipate these shifts and build retention strategies that go deeper than pay.

For reflection…

• What systemic practices in our club contribute to burnout, and how could we rework them?
• What flexible models could improve retention without impacting service?
• Are we designing a workplace people want to stay in, or just one that fills shifts?

Final Thoughts

Scenario planning doesn’t require a crystal ball. It simply asks you to lead with imagination, to step out of routine thinking, and explore possibilities with intention. It invites you to think not just about what’s next, but about what else could be.

Start with one question at your next leadership meeting: “What if we thought differently?”

You might be surprised by what opens up.