How Should Clubs Proceed and Succeed in These More Uncertain Times?

For its annual Outlook Pulse Survey conducted earlier this year, McMahon Group asked club leaders to not only summarize their general outlook for 2025, but to also provide their thoughts on how the election results and actions of the new administration and Congress could impact their clubs’ operations and success in 2025 and beyond.

Over 500 club leaders, including general managers and board members, responded to the survey, providing a detailed snapshot of industry sentiment at this critical juncture and highlighting both our sector’s enduring strength and some newly complex challenges that may lie ahead.

While the survey demonstrated that the general outlook for clubs remains strong, with 72% of respondents believing 2025 will be better (58%) or much better (14%) than 2024, unmistakable signs of underlying concern were threaded through the data. Most notably, a significant minority of club leaders (20%) expressed serious pessimism about 2025, believing it would be much worse than 2024.

Much of that pessimism seemed to stem from concern about the impact of the election, with 36% of respondents saying they anticipated significant negative consequences (vs. only 32% expecting a positive impact).

This increased sense of caution was also reflected in year-to-year comparisons of questions asked each year in the Outlook Pulse Survey. Results for membership-growth expectations and dues-increase strategies both showed moderation from previous, more bullish years.

Six months into the new administration, however, many clubs tell us they are determined not to let political uncertainties stop them from continuing to build on the momentum they’ve gained in the post-pandemic era. This determination was reflected in the latest Outlook Pulse Survey, with 56% of clubs saying they planned to increase spending on their facilities in 2025, up from 53% in 2024.

This is a clear indication that clubs continue to see the importance of taking a long-term view despite the short-term uncertainties. While they are carefully watching interest rates and potential tariff implementations, they’re still proceeding with capital planning and projects designed to continue improving member- ship value and experience.

From my own experience in club management and consulting, I’ve observed that periods of political and economic uncertainty create predictable patterns. Member satisfaction typically declines as a presidential election approaches and rebounds immediately after the results are announced, regardless of which party assumes power. These fluctuations often reflect broader societal tensions rather than club-specific operational issues, as members project their general anxieties onto their club experience. Staff anxiety also tends to increase during these periods, particularly among diverse workforces concerned about policy changes.

The greatest danger during such periods is the tendency to pause all significant decision-making while awaiting political or economic clarity that may never fully materialize. Clubs that succumb to this paralysis often find themselves falling further behind competitively, as deferred maintenance evolves into more expensive repairs and delayed strategic initiatives become missed opportunities. Given that major club improvement projects typically require 12- to 18-month lead times, delays compound quickly and can be costly to reverse.

This was most recently evident during the pandemic and the fear that paralyzed many clubs during that period. Those clubs are only beginning to crawl out from hiding as they recognize how their prolonged hesitation has left them increasingly vulnerable.

My advice for how to proceed effectively during this transitional period centers on several key principles: 

First, maintain robust communication with both membership and staff. Successful clubs understand the critical importance of staying connected to their stakeholders. Each week, we hear a resounding desire for clear and consistent communication regardless of geographic region. Membership surveys and feedback mechanisms become even more valuable during uncertain times, helping to distinguish legitimate operational concerns from temporary political frustration.

Second, resist the temptation to postpone long- range strategic and capital planning. While political cycles are temporary, competitive positioning a requires consistent long-term focus. The slight moderation shown in the latest survey results for dues increases (from 42.3% in 2024 to 38% planning above-inflation increases for this year) suggests that clubs are being strategically cautious without abandoning growth initiatives entirely.

Third, build operational flexibility while maintaining strategic direction. This involves developing multiple budget scenarios that account for various tariff and regulatory outcomes, diversifying vendor relationships to reduce supply-chain vulnerabilities, and creating more robust contingency reserves. Through the first quarter of 2025, I heard significant consternation about tariffs, but not in a way that meant projects were stopping—rather that prices may increase as a result, and clubs needed to prepare contingencies accordingly. As we moved into the second quarter, there has been much less discussion about tariffs and a more general feeling of being more at ease about these potential policy impacts.

There is greater concern, however, about the current interest-rate environment for clubs considering major projects. While a few clubs are in a position to use their own internal funding, most major projects involve some type of financing for at least a portion of the costs. We are currently hearing increased concern about interest rates not falling as anticipated.

The goal in all cases is to not try to predict every political or economic outcome, but to ensure adapt- ability to changing circumstances in the political and economic landscapes.

Fourth, leverage the industry’s inherent strengths. Private clubs provide unique value propositions—exclusive experiences, community connections, and personalized service—that transcend political cycles. Our Outlook Pulse Survey for 2025 once again showed that despite external uncertainties, clubs continue investing in these core competencies, with member experience remaining the top operational priority.

Finally, remember that resilience comes from preparation, not paralysis. The private club industry has demonstrated remarkable durability through numerous political and economic cycles. The statistical evidence shows that by maintaining their focus on member value, strategic planning, and facility excellence while thoughtfully managing external uncertainties, clubs are not only surviving this period of transition but positioning themselves for continued success. The key is balancing prudent caution with strategic confidence, by monitoring external developments carefully while never losing sight of the fundamental mission of creating exceptional member experiences

*Article published in the Summer 2025 edition of Club Director.