Change Communication: Why Communication is the Key to Private Club Success

In a recent episode of the Crushing Club Marketing podcast, Ed spoke with Bret Gallaway, a change management and communications expert. Bret brings years of strategic communications experience and a fresh perspective on how private clubs handle change.

Managing change isn’t just about introducing new ideas—it’s about how those changes are communicated. Bret points out that failed projects don’t usually result from outdated technology or lack of funding. Instead, they fail “because you didn’t communicate it, and you failed in getting people to accept the change and embrace the change.”

Change Communication in Private Clubs

Change is inevitable, but in private clubs, it can feel especially challenging. Unlike businesses where leadership makes decisions from the top down, many clubs operate differently. Members have a deep emotional connection to their clubs, often spanning generations, making change a sensitive topic.

Since club decisions are often made by a board rather than a single leader, even necessary updates—like facility improvements or membership adjustments—can face resistance. Effective communication is what makes the difference between a smooth transition and an uproar.

Why Change in Private Clubs is Different

Unlike organizations with hierarchical leadership, private clubs operate with a more collective decision-making process. Members feel a deep sense of ownership, not just financially but culturally. Bret described it best when he compared clubs to public companies: “Imagine if Disney was run by the park visitors. If the GM of Disney World said, 'People aren’t visiting the haunted house anymore, so let’s shut it down,' but then one influential visitor said, 'Wait a minute, no, my family loves that ride!'”

Longtime members may resist change simply because it’s not how things have always been done, while newer members expect modern amenities. Bridging this gap requires clear and thoughtful communication.

The Power of Transparency

One of the biggest mistakes clubs make is not communicating early and often. Without an intentional emphasis on transparent communication, it becomes easier for rumors and misinformation to spread. This can create unnecessary pushback from members who feel caught off guard.

Bret stresses the importance of getting ahead of the rumor mill by being as transparent as possible. If there’s a chance that an assessment might be introduced in two years, leadership should communicate that possibility now rather than waiting until the decision is finalized. Members appreciate honesty, and keeping them informed prevents feelings of distrust.

When clubs wait too long to communicate, they often find themselves scrambling to repair the damage. A better approach is to bring members into the conversation from the beginning. Town halls, surveys, and informal discussions make members feel heard and included in the process. When people feel involved, they are far more likely to support necessary changes.

Controlling the Message

When members hear news secondhand, skepticism grows. Leadership must proactively shape the narrative rather than allowing speculation to spread unchecked. If members feel like they are being left out of important discussions, they are more likely to resist any changes, even those that are beneficial to the club.

Bret emphasizes that clubs should always reinforce their mission when communicating change. If a club’s purpose is clear, it becomes easier for members to understand how new initiatives align with that purpose. For example, if a club is planning to introduce a new fitness center, communication should go beyond construction details. It should emphasize how the new facility supports the club’s commitment to wellness, enhances the member experience, and helps attract new members.

The Role of Repetition and Multichannel Communication

People don’t absorb information after hearing it just once. They need repeated exposure to a message before it truly sticks. A single email won’t be enough to get members on board with a major change.

Bret, who previously worked in political communications, compared it to campaign advertising: “Sometimes you think to yourself, 'Oh God, I see this ad all the time, I’m tired of seeing it.' When we used to get that feedback, we used to say, 'That’s good. Now they remember it.'”

Leaders should reinforce key messages across multiple platforms. In-person meetings, newsletters, digital signage in the clubhouse, social media updates, and direct conversations all play a role in making sure no member can say, “I didn’t know about this.” Some clubs use poster boards in common areas to keep members updated on project progress, while others create private social media groups where leadership shares updates in real time. The key is making sure the message is impossible to miss.

Managing Resistance and Framing the “What’s in it for Me?”

Resistance to change is natural, especially when it involves financial contributions through assessments or dues increases. The best way to overcome this resistance is by clearly communicating the personal benefits to members. Bret reinforces this idea, saying: “We tend to talk about what we’re going to do and why it’s good for the club, but sometimes we forget to say, 'And here’s what it means for you.'”

Instead of simply announcing a dining facility upgrade, for example, clubs should try to bring the members into the change. You can emphasize how members will experience better menus, more comfortable seating, and an improved ambiance. If the club is in a residential community, leadership could highlight how the upgrade could increase property values. Making the change personal and relevant helps members see the value in it.

Data can also be a powerful tool to use. If a competing club successfully renovated its pool area and saw a 20% increase in new membership applications, that’s a strong argument for why similar improvements might be beneficial. Providing real-world examples helps make the case for change more compelling.

Setting Realistic Expectations and Timelines

Members get frustrated when they feel like a project is dragging on indefinitely. But at the same time, setting unrealistic deadlines can backfire if delays happen. That’s why it’s essential to set clear and achievable expectations from the beginning.

Bret recalled an experience at the Chicago Board of Trade: “Our CEO asked, 'What’s the longest this renovation will take?' Someone said, 'No more than a year.' He said, 'Okay, we’re going to tell everyone it’s going to take 16 months.' And sure enough, it was completed on time, under budget, and people were happy.”

The lesson for clubs is to build in extra time for unexpected delays and communicate progress regularly. If setbacks occur, honesty is always the best policy. Members will appreciate being kept in the loop rather than feeling like they’ve been misled.

Change Done Right

Change in private clubs doesn’t have to be painful. With clear, transparent communication, clubs can navigate transitions in a way that strengthens member trust rather than eroding it. Keeping members informed, reinforcing the club’s mission, and making the benefits of change clear all help foster a culture where evolution is seen as an opportunity rather than a threat.

As Bret puts it, “Plan ahead. It can be challenging, but it can also be incredibly rewarding—culturally, financially, and in making your club a better place to be.”