Succession Planning: Best Practices for a Strong Leadership Pipeline

In the hospitality and private club industry, the health of an operation depends heavily on its seated leaders. But what about the future? Why is it important we cultivate the leaders of tomorrow? A strong leadership pipeline ensures continuity, supports career growth, and helps maintain the high standards of service and culture that members expect. For current leaders, this responsibility goes far beyond filling today’s staffing needs. We must look to the future and actively prepare the next generation of managers to step confidently into future roles.

Finding and Hiring the Right Talent

A sustainable pipeline begins with thoughtful hiring. Recruitment is most effective when focused on candidates who reflect the club’s culture, values, and long-term vision. Key practices include:

• Hiring with an emphasis on character and potential, recognizing that skills can be taught while integrity, adaptability, and attitude are essential foundations.
• Considering talent from both inside and outside the club industry, especially in areas such as hospitality, food & beverage, and club leadership.
• Evaluating culture alignment, ensuring candidates understand and appreciate the expectations unique to private clubs.

Once on board, success depends on aligning individuals with roles that fit their strengths. When job design is intentional, expectations clear, and responsibilities matched appropriately, development accelerates and turnover risk decreases. As mentioned in our last article, turnover is costly to the bottom line and to the culture of the operation and team.

Setting the Foundation: Orientation and Early Development

Early experiences shape engagement and performance for years to come. Onboarding works best when it introduces not only policies but also the club’s mission, values, and traditions. Strong orientation programs also provide exposure to multiple departments, giving new team members a broad understanding of how the operation works together. Establishing mentorship connections early anchors new hires in the culture and signals a pathway for growth.

Identifying High-Potential Leaders

Not every employee seeks senior leadership, but those with the ambition and ability to grow need recognition and support. High-potential individuals (HYPOS) often show initiative, curiosity, emotional maturity, and the ability to influence others. Effective talent identification relies on consistent practices such as:

• Reviewing both performance and potential, assessing leadership behaviors alongside operational results.
• Gathering feedback from peers and members, who often observe qualities leaders may miss.
• Watching how individuals respond to unexpected challenges, where natural leadership often emerges.

Open conversations about career goals build trust and retention while clarifying development pathways.

Growing Leaders Through Development and Accountability

High-potential leaders progress fastest when provided with a mix of formal and experiential development:

• Continuing education through certifications, industry programs, and professional learning opportunities.
• Stretch assignments that expose individuals to new responsibilities, from managing budgets to leading cross-departmental initiatives.
• Mentorship and coaching from experienced leaders who model standards and provide guidance.
• Set goals that enhance professional development.

Accountability reinforces growth. Regular feedback, clear metrics, and high expectations signal that advancement comes from both potential and performance.

Creating a Culture of Succession

Succession planning is most effective when embedded into the club’s culture rather than reserved for times of transition. Practices that reinforce this mindset include:

• Conducting annual talent reviews to assess readiness and development needs.
• Demonstrating transparency by communicating that the club values internal advancement and invests in its people.
• Highlighting success stories when employees earn promotions or assume larger responsibilities.

Clubs that celebrate growth and invest in their people cultivate loyalty and reduce the risk of losing rising talent to outside opportunities.

The Payoff: Continuity and Stability

Clubs with established pipelines benefit from stronger engagement, smoother leadership transitions, and consistent operations. Members notice when confident, capable leaders are present at every level, fostering a sense of pride and trust in their club community.

Conclusion

The future of private clubs rests in the ability of today’s managers to develop tomorrow’s leaders. Succession planning is not a single initiative but an ongoing process — hiring wisely, developing intentionally, and reinforcing accountability. When this responsibility is embraced, clubs create a legacy of excellence that endures across generations.

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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.