The movie Twelve O’Clock High, in which Gregory Peck portrays a B-17 squadron commander in WWII, provides an important principle of leadership. It graphically demonstrates that to do his job right, a leader must not be concerned with whether his followers like him or not.
The movie also accurately portrays another important aspect of leadership – what is commonly called the “loneliness of command.” In this film, General Frank Savage has been given the tough assignment of turning around a demoralized squadron whose pilots have developed a bad case of self-pity due to the relentless pounding they are taking on their bombing runs over Germany.
It’s evident that the General is a caring commander as shown in the scene where he shares a cigarette break with his enlisted driver before driving onto the base to begin his difficult task. Once there he plays the “hard ass” who has come to restore discipline and confidence in his men.
The tough love approach quickly alienates the pilots, but that doesn’t concern the General, at least outwardly. Dean Jagger, playing the civilian lawyer turned squadron adjutant, begins to see through the General’s tough façade and realizes what he is trying to do. Yet the General keeps his own counsel and doesn’t tip his hand despite the adjutant’s growing collaboration in his plan. Ultimately, the strain of Savage’s concern for his men as the continued bombing runs take their toll on the revitalized squadron causes the General to suffer a breakdown – dramatically demonstrating the burdens of command.
But the lesson here is the portrayal of the loneliness at the top where the leader, despite his many burdens, keeps his own counsel and outwardly maintains his distant, command presence, regardless of his own doubts and fears. In this situation Savage knows that his hard-nosed approach is the only way to galvanize the men into action and shake them out of their lethargy and self-pity. So he makes himself their enemy and the focus of their wrath. While no leaders enjoy being despised by his followers, the General refuses to confide his plans to his men or fellow officers.
The lesson here is plain. Leaders must sometimes do tough, unpopular things in service to larger goals. Sometimes they will be vilified for their efforts, yet a true leader does not attempt to share his burdens by confiding in his followers, no matter what his concern, worries, or self-doubt. He knows that success, when achieved, will be the self-evident vindication of his plans and actions. In the meantime, he has the emotional maturity to realize that sharing his concerns with his subordinates will undermine the larger effort he has undertaken.
While this example of leadership is set in the life and death situation of combat, it still applies to the less dramatic setting of club management. In making tough decisions for the larger good of the club, the leader cannot be swayed or influenced by personal concerns of friendship with subordinates. If he has allowed himself to get too close to his followers, his judgment may be affected and he will find it difficult to do the right things. For this reason, while a leader must value his employees, treat them with kindness and respect, and engage with them daily, he must always maintain a professional distance between himself and his followers. Only then can he be “free” to do what is necessary for the larger good of the club.
Thanks and have a great day!
Ed Rehkopf
This weekly blog comments on and discusses the club industry and its challenges. From time to time, we will feature guest bloggers — those managers and industry experts who have something of interest to say to all of us. We also welcome feedback and comment upon the blog, hoping that it will become a useful sounding board for what’s on the minds of hardworking club managers throughout the country and around the world.
Club Resources International - Management Resources for Clubs!
Most clubs have some sort of non-F&B retail operation such as golf and tennis pro shops, while some in more remote areas may have a general store. Often the pro shops are operated by the professionals – both golf and tennis; in other cases, the club has a retail manager to oversee these operations. But no matter who is responsible for the retail bottom line, there are certain things that I, as a general manager, expect. Here’s my list:
Most membership databases have considerable information of value for the conscientious club manager. Take for instance birthdays and anniversaries. These celebratory occasions are a real opportunity to improve the club’s bottom line.
About the Author: 
One of my first line supervisors was a banquet manager at a large metropolitan hotel. Ben was older, had a large family, and was a proud and loving father. Despite his busy life, he always had time for his guests and his large banquet staff, whom he treated like family.
In the often hectic environment of club management, managers must use their limited time efficiently to be effective. Understand that time management is not about managing time. It’s about identifying time-wasting personal habits and changing them to be more efficient. Here are some disciplines that will help:
Imagine a club operation where all the employees think like the General Manager. Imagine what the operation would be like when 100% of the staff is focused on the details of the operation. Imagine the impact on the bottom line if the entire management and service team are dedicated to maximizing revenues and controlling costs.
Be open with their employees.
Most club employees will interact with members on a regular basis as part of their jobs. There a number of things they must do to ensure that they engage members properly and successfully:
Security is the overall responsibility of the club General Manager, but is usually delegated to department heads in various areas of the operation. These individuals have close contact with and daily supervision of their areas and are in the best position to ensure their security.
A great deal of planning and organization goes into the preparation for each and every catered event at our club. The Clubhouse Manager or Catering Manager has already met with the event host, selected or designed menus, reserved space for the event, ensured that all necessary equipment, supplies, and beverages are on hand to support the event, and scheduled the staff necessary to carry it off.
We must be organized in both our planning and execution of the event.