So I Am Now the Chairperson - Sport Clubs

Well, here we are. Me—the Chairperson of our proud member-owned golf club. A little surreal but mostly excited (and slightly terrified) at the same time.

The Role at a Glance

As Chairperson I’m not just a figurehead, I’m the one coordinating the daily and strategic management of our club for all our members. From running meetings smoothly to steering long-term direction, it's a role that demands stewardship, vision and clarity.

In Ireland member-owned sports clubs are operated democratically: members elect a Management Committee (MC) that looks after everything from governance to facilities, finance, staffing, compliance, health and safety and more.

So what's on my plate?

My Responsibilities as Chairperson

1. Governance, Vision & Strategy

Lead the MC in developing and refreshing our strategic plan, vision, mission and values, while always guided by principles of engagement, integrity, accountability, inclusivity, gender equality, safeguarding and compliance.

2. Meetings & Leadership

I chair all MC meetings and also the annual (AGM) and any extraordinary (EGM) general meetings, ensuring proper procedure, clear record-keeping and that everyone’s voice is heard.

3. Committee Oversight & Delegation

The club’s backbone is its sub-committees (finance, grounds, governance, membership & marketing, house/facilities, competitions, juniors etc.). Each must have clear terms of reference and report to the MC.

4. Finances & Capital Projects

We must manage our budget carefully with the Treasurer handling accounts and proposals exceeding certain thresholds needing member approval via general meeting.

5. Compliance & Member Safeguarding

Ensuring compliance with all legal, financial, health and safety, safeguarding, anti-discrimination and child protection policies is non-negotiable. Our club must be a safe, inclusive space for all.

6. Staff & Volunteers

Our club operates thanks to both staff and countless volunteers. The MC, under my lead—sets policies, decides pay levels and supports these people.

7. Trustees & Property Oversight

Trustees hold the club’s legal property: clubhouse, course and assets. As Chair I liaise regularly with them—especially on big decisions like mortgages, land or capital works—and ensure member ap-proval where needed.

8. Communication & Culture

We aim for an inclusive culture rooted in transparency. I encourage open dialogue, explain decisions clearly to members and make our decision-making processes as democratic and accessible as possi-ble.

The Pitfalls: When Personal Projects Creep In

Of course not everything runs smoothly. Sometimes projects are pushed forward not because they benefit the club but because they suit individuals.

Take the suggestion of a new tee box on the 3rd hole—not because the membership asked for it or because it enhances the course for all but because the Captain’s friends can’t carry the water hazard and would like an easier route.

Or the proposal to add a Waldorf salad to the daily menu—not because it reflects members’ preferences but because a member’s guest enjoys it at their own club.

On the surface, these may seem harmless. But the dangers are real:

• Governance overreach: Decisions that skip consultation and budgeting undermine trust in the process.

• Misuse of resources: Every euro and every staff hour should serve the collective interest of the club not personal whims.

• Erosion of fairness: If projects are approved on influence rather than merit it sets a precedent that weakens our culture.

As Chair my role is to spot these situations early, ask the tough questions and ensure that every project is aligned with the club’s budget, strategy and membership as a whole.

Values: Do We Have Them—and Do We Live Them?

One of the biggest questions I keep coming back to is this: what are our club’s values?

• Do we have a written set of values that guide our decisions—things like fairness, transparency, respect, inclusivity and sustainability?

• If they exist am I /are we upholding them in our daily choices?

• And if they don’t exist, is that a gap we need to fill so we have something solid to measure ourselves against?

Because values aren’t just words on a wall. They’re the compass that tells us whether building a tee box for a select few or changing menus for one person fits the spirit of the club. Spoiler: they don’t.

For me being Chairperson isn’t just about keeping the books balanced and the meetings on track. It’s about ensuring that every decision we make reflects who we say we are and who we want to be.

Final Thoughts

Being Chairperson isn’t about pampered dinners and praise—it’s about responsibility, transparency and safeguarding the club for the many not the few. I want our club to thrive—on the course, in the clubhouse and in our community.

So whether it’s tee boxes, salad bowls or any other “bright idea,” the question is simple: does it serve the members, the strategy and our values? If the answer is yes, let’s talk. If not—it won’t make the cut.

Let the games—and meetings—begin!

Ready to lead smarter, not harder?

Contact Grow Sport today to arrange a complimentary consultation—and discover how we can help your club thrive for the long term – www.growsport.ie