In today’s private club landscape, many boards and leadership teams sense that progress has slowed. Conversations circle familiar issues, initiatives lose momentum, and members question whether the club has lost forward energy. These are often signals of a performance plateau. Recognizing them is not about fault but about awareness. Every club, no matter how successful, can reach periods where growth levels off. The opportunity lies in how we respond.

Lack of Clear Direction
Most clubs have a mission, vision, and core values outlined in a strategic plan. The question is whether that plan is actively guiding decisions or simply stored on a shelf. A plan should inspire service culture and remain visible at every level.

• Do employees understand and embrace the core values?
• Are decisions consistently measured against them?
• Is the plan revisited regularly to reflect shifting member expectations?

With member needs evolving quickly, clarity of direction is more important than ever.

Managers Versus Leaders
Plateaus often signal a leadership gap. Managers maintain systems; leaders inspire people. Employees may “work for” a manager, but they will “give their all” for a leader.

In a labor market defined by staffing shortages and turnover, inspired leadership is one of the strongest tools for retention. Leaders delegate, teach, and energize their teams, creating environments where people feel valued and engaged.

Culture Starts at the Top
A club’s culture reflects its leadership. The behaviors modeled and tolerated at the top shape how staff treat members and one another.

If employees see outbursts excused, gossip ignored, or requests dismissed, morale declines. Conversely, when leaders show respect, transparency, and empathy, trust grows. With inflation and rising expectations putting added strain on employees, consistent recognition and fairness can make all the difference.

Underperformers Hold Everyone Back
Just as a kayak drifts off course when one paddler does not pull their weight, clubs stall when underperformance is ignored. Many clubs trimmed operations during challenging years but retained individuals who are not contributing fully. This frustrates high performers and signals that excellence is optional. Addressing it directly, through coaching, reassignment, or separation, strengthens the whole team.

Stalled Investment in People
Training and development are often cut in difficult times and too often never restored. Yet in today’s market, investment in people is essential. Orientation alone is not training. Employees need ongoing opportunities to grow and feel renewed in their work.

Workshops, cross-training, mentorship, and career pathways strengthen engagement and retention. Nearly three-quarters of Millennial and Gen Z employees say they will leave if not offered advancement opportunities. Without continuous investment, clubs risk losing the very talent they worked hard to attract.

Recommendations That Gather Dust
Boards and managers often seek advice from consultants, employees, and members. Too often, those recommendations go unexecuted. When input is invited but not acted upon, engagement falters. Implementing even a few well-prioritized suggestions demonstrates that leadership listens and is committed to action.

Breaking Through the Plateau
Acknowledging a plateau is not weakness, it is strength. It means the club is self-aware and ready to grow again. Progress requires a balanced commitment to both people and strategy:

• Revisit strategic direction and keep it active.
• Develop leadership skills at every level.
• Model culture with consistency and transparency.
• Address underperformance quickly and fairly.
• Reinvest in staff with training and career pathways.
• Act on feedback to build trust and accountability.

Moving Forward
The private club industry in 2025 faces rising costs, staffing shortages, and shifting member demands. These pressures can make it easy to stall. Yet plateaus can become opportunities for renewal when met with clarity, humility, and resolve.

By diagnosing areas where progress has slowed and committing to people-first strategies, clubs can restore momentum, re-engage staff, and strengthen member satisfaction. A plateau does not have to be the end of growth, it can be the beginning of a stronger future.

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About the Author:  Paige Frazier
A performance-driven thought leader and transformational manager, Paige began her career in private clubs in 2001. Her progressive development has provided extensive and comprehensive training, in Club operations and in team leadership. She has fostered her passion for hospitality and leading with a servant’s heart, beginning with food and beverage operations, continuing through to her most recent position as a General Manager. She continues to seek opportunities to learn and grow every day. She has demonstrated an ability to streamline operations, identify and correct inefficiencies, and deliver strategic direction and initiatives.