It's not easy to engage members twelve months a year in the cold, frigid air of Canada when your only amenity is golf. Ash Chadha, general manager at Glencoe Golf And Country Club, is bringing members to the club in bigger and bigger numbers through various methods, even in the dark winter months. Offering a warm welcome through a cold winter is just how he does it.



Glencoe, established in 1984, was an outlier of its sister club, the downtown city club, Glencoe, in Alberta, Calgary. The idea of being open twelve months a year had started just before Covid. As the city boundaries grew toward the 45 holes of golf – the club boasts just golf and food and beverage – and Covid created a bigger demand, opening in the heart of winter was different.







Ash speaks with the experience of being a long-serving club manager with over 15 years of senior management work under his belt. For eight years he was a department head – a food and beverage manager - and his work as a general manager is often seen through the lens of his department heads, a position in which he personally learned to thrash out ideas before presenting them to upper management.



Chadha has brought in comfort food – burgers, chili, and fish and chips – for the membership throughout the winter and with the ever-popular NFL, even in Canada, on the televisions and fires lit in the fireplaces, he keeps his membership engaged. He’s brough in hiking, ice skating and other wintry events to keep the members engaged. “That’s all we really want as managers, isn't it?,” asks Chadha. Then he answers his own question: “Members using the club in some capacity.” Even in the cold of a Canadian winter at a golf-only country club.



Visibility Is Crucial For Management



Chadha admits that the year-round effort does put pressure on the staff. Ash holds weekly staff meetings, along with one-on-one meetings with the department heads on a regular basis. Visibility, he says, is just as important for senior management with the team as it is with membership. However, the key objective, he says, is not to interfere with their specialty or their side of business, and as a general manager the main task is to provide support and be available to staff and membership.



Club Governance Can Easily Be Inherently Conflicted



Nominating committees at Glencoe have largely filled an administrative role in the past. More and more, many clubs are moving to nominating committees that are actually soliciting for members to fill voids on the board. A shift to this more business like practice might take a generational shift, says Chadha. It takes trust and transparency, Chadha believes, as members aren’t always trusting of the board to choose their own successors, or even a nominating committee to perform that role. Chadha says it may be easier and wiser at this point if a group of members from outside club governance bodies nominate a particular individual.



Bylaws and policies also present a big challenge in that the member perception is that the board really owns the opportunity to choose their replacements, and that makes it rather hard for the membership to accept a nomination.



“I know the big firms like KKW and GGA are promoting that clubs be run like a business, but from a corporate governance standpoint, the challenge in our business is there is an inherent conflict between the boards, and the membership, and the non-for-profit institutions they are responsible for.”



Learn at both the day-to-day and the long-term strategic levels from this industry leader who caters to over one thousand principal members and 3,200 individuals at Glencoe Golf and Country Club.