The conversation around General Manager talent in private clubs has evolved significantly over the past several years. Hiring cycles are longer, candidate expectations are higher, and boards are asking more thoughtful questions about leadership, culture, and long-term fit. At the same time, some fundamentals of executive success in private clubs remain unchanged. As we look ahead to 2026, understanding both what has shifted and what has stayed the same is essential for clubs and leaders alike.
The definition of “qualified” has expanded.
Technical competence is no longer enough. Today’s most successful General Manager’s bring a broader leadership toolkit that includes emotional intelligence, communication skills, financial fluency, and cultural stewardship. Boards are increasingly focused on how leaders think, not just what they have done. The resume still matters, but the interview now centers on decision-making, self-awareness, and leadership style under pressure.
Candidate expectations are clearer and more firm.
General Managers are more deliberate about where they choose to lead. Compensation remains important, but it is rarely the sole driver. Work-life sustainability, governance clarity, board alignment, and organizational health now weigh heavily in decision-making. Strong candidates are asking better questions about board engagement, capital planning, staff stability, and long-term vision. This is not hesitation; it is discernment.
The talent pool is tighter, but more intentional.
There are fewer “career nomads” willing to relocate without purpose. Instead, we are seeing candidates who want alignment between values, leadership philosophy, and club culture. This has reduced volume in searches, but improved quality when the match is right. Clubs that articulate their vision clearly and operate with transparency are attracting stronger candidates, even in a competitive market.
Financial literacy has become non-negotiable.
Boards are placing greater emphasis on a General Manager’s ability to interpret financial data, communicate financial realities, and steward resources responsibly. The days of separating “hospitality leadership” from “financial leadership” are behind us. Strong leaders now demonstrate comfort with budgets, forecasting, capital planning, and long-term sustainability, and can translate those realities for boards and members alike.
Search processes are more deliberate.
Clubs are taking more time to get hiring decisions right. While this can feel slow, it reflects a healthier approach. Search committees are spending more time clarifying success profiles, understanding cultural needs, and aligning internally before extending offers. This shift has reduced reactive hiring and increased long-term success.
Leadership still rises or falls on trust.
No matter how the market shifts, trust remains the foundation of General Manager success. Boards continue to value integrity, transparency, and consistency. Leaders who communicate clearly, follow through on commitments, and build credibility across stakeholders remain the most effective General Managers in the industry.
Culture remains the differentiator.
Clubs with healthy cultures attract better talent, plain and simple. Strong candidates still gravitate toward organizations where staff feel supported, governance is functional, and leadership expectations are clear. Culture cannot be “sold” during a search; it is observed through behavior, structure, and history.
Relationships still matter.
Private clubs remain relationship-driven organizations. General Managers who understand the balance between professionalism and personal connection continue to thrive. Likewise, boards that invest in partnership and not just oversight create environments where leaders can succeed.
The role is still demanding.
While the nature of leadership has evolved, the responsibility has not diminished. General Managers are still expected to balance member experience, staff leadership, financial performance, and long-term planning. The complexity of the role remains, and so does the need for resilience, adaptability, and perspective.
What This Means for 2026
Looking ahead, we see reason for optimism. The General Manager talent pipeline is becoming more thoughtful, more values-driven, and better aligned with the realities of modern club leadership. Clubs that invest time upfront, including clarifying expectations, strengthening governance, and articulating vision, will continue to attract strong leaders.
For General Managers, 2026 represents opportunity. Leaders who are committed to growth, open to feedback, and grounded in both hospitality and financial stewardship will be well-positioned. The market is rewarding clarity, authenticity, and preparedness.
For boards, the path forward is equally clear. Successful hiring in 2026 will favor clubs that approach searches as partnerships, not transactions. Transparency, alignment, and realistic expectations will matter more than speed.
The state of General Management talent in private clubs is not declining, but rather it is refining. The leaders who step forward in the coming years will not look exactly like those of the past, but they will be grounded in the same principles that have always mattered: trust, stewardship, and service. That continuity, paired with thoughtful evolution, is what positions our industry for long-term strength.
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About the Author: Paige Frazier