Yeah, I am feeling a little burned out. I wouldn't trade places with anyone, but the fun and stress of what we're doing with the Company does seem to take a toll occasionally. Fortunately, I seem to be pretty good at grabbing a beer and a lounge chair when that happens.
So, some thoughts. Sorry to hammer the RIM theme. I know it's getting old. But just an interesting observation. Everyone I meet lately seems to have this sense that helping RIM is their patriotic duty. I met someone again yesterday who told me they'd work free for RIM. Just to help them. Wow!
That's interesting - and a little....sad? Unnecessary? The RIM boys don't want our help - and isn't it time we started focusing on some other great Canadian tech businesses. Without looking around very much, what about Open Text? They're also from Waterloo. It seems to me those guys have gone quietly about their business, built a global leader and get modest recognition. I'm betting they like it that way. Probably the last thing they need is to become the next great Canadian tech hope.
Next. Honesty. I see my buddy John posted a comment on my last post tweaking me to remember that being honest isn't always easy on the people who are on the receiving end. He's right. Some can take it. Some hate it. And me. I've even considered changing my approach (but am apparently genetically incapable). Recently I saw a 'lessons learned' piece in some biz magazine by a bunch of high performing CEO's. One CEO's point was that having truth tellers around is necessary but not easy. And that they won't be very popular. Hmmm.
Golf. Allan - I'm confused. We golf every Saturday morning. But you have us booked for tomorrow? Isn't tomorrow Friday? Have you accountants been thinking outside the box again?! :)
Back to the RIM thing. Best quote of today. "Sorry. I couldn't watch your video, I had my Blackberry." Uggh!
Final thought. Is Molson 67 better for you than water? I think it might be. God knows what's in the water!
Enjoy the heat!
PS try getting to the Molson 67 page from the 'signature brands' navigation button on the Molson Coors website. How do you feel about filling out your birth date and location so you can look at one of their brands?
By Jim Crocker, past CEO and now Chair of Boardroom Metrics. Jim works with private and not-for-profit clients on corporate strategy and governance. His partner Karen McElroy leads an international business writing team that helps clients write and win RFP's.
Showing posts with label golf. Show all posts
Showing posts with label golf. Show all posts
Thursday, July 21, 2011
Thursday, July 30, 2009
Donalda Club Gets it Right
Quick thanks to Martyn B. for hosting us at Donalda yesterday.
The latest improvements to the Club are impressive and well done.
Donalda has been true to its mission of "providing a high quality, well managed, family oriented golf and multi-activity country club in the city of Toronto that provides year round recreational and social activities to meet the needs of its members".
Keeping a club like Donalda on track isn't easy. With volunteer Boards of Directors and Presidents being elected directly from the membership (independent directors? it's more like having your employees be your Board) - frequently from a population that is aging, and not necessarily with any experience in strategic or long range planning - leadership and decision making can be daunting. Who wants to be the President who raises fees to build the new club house, then golfs with his/her buddies on Tuesday mornings?
Like any organization, having a clear mission is clearly helpful. Donalda's mission to be both family oriented and to provide other activities besides golf has helped ensure a young, vibrant and capable membership with strong vested interests in looking to the future. It's paid off in terms of membership and revenue. Downturn? There hasn't been one.
Donalda's experience probably makes an interesting case study in private club governance, direction setting and execution. I know a Director or two who would benefit from a quick drive down the Don Valley to check it out.
The latest improvements to the Club are impressive and well done.
Donalda has been true to its mission of "providing a high quality, well managed, family oriented golf and multi-activity country club in the city of Toronto that provides year round recreational and social activities to meet the needs of its members".
Keeping a club like Donalda on track isn't easy. With volunteer Boards of Directors and Presidents being elected directly from the membership (independent directors? it's more like having your employees be your Board) - frequently from a population that is aging, and not necessarily with any experience in strategic or long range planning - leadership and decision making can be daunting. Who wants to be the President who raises fees to build the new club house, then golfs with his/her buddies on Tuesday mornings?
Like any organization, having a clear mission is clearly helpful. Donalda's mission to be both family oriented and to provide other activities besides golf has helped ensure a young, vibrant and capable membership with strong vested interests in looking to the future. It's paid off in terms of membership and revenue. Downturn? There hasn't been one.
Donalda's experience probably makes an interesting case study in private club governance, direction setting and execution. I know a Director or two who would benefit from a quick drive down the Don Valley to check it out.
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