Executive Director

Club Website. | Connect with David on LinkedIn

David relates an example of strategic planning and staying ahead of the status quo. Utah Avalanche made a bold move this year by completely revamping their uniform strategy. Instead of following the conventional approach of partnering with big brands and retailers, they decided to go their own way. The goals were ambitious: to improve the quality and fit of the uniforms for both girls and boys, ensure timely delivery (processing and delivering 2,075 kits in just 9 weeks), reduce costs, and secure a tangible financial margin for the club. This innovative approach exemplifies the forward-thinking mindset that is crucial for an Executive Director.

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Martin shares a valuable story about the importance of staff recognition and the impact of being open to feedback. Initially, the organization introduced a program to publicly recognize and reward two staff members each month: “Staff Star,” acknowledged for going above and beyond their everyday job, and the “Impact MVP,” recognized for working with their team to positively impact their community. Both were awarded $50 gift cards.  However, the initiative received a lukewarm reception, with minimal participation from the staff. Realizing the need for change, Martin and his team decided to also recognize the individual who nominated the winners. This simple adjustment led to a 40% increase in participation, demonstrating the power of listening to and acting on staff feedback. The willingness to adapt and respond to input from the team resulted in a more engaged and motivated workforce, underscoring the role of an Executive Director in fostering a positive and inclusive organizational culture.

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James shares a powerful example of how innovative programs and strategic initiatives can set a youth sports club apart from its competition. Recognizing that space, land, and facilities would be critical to the club’s success in Massachusetts, NEFC took proactive steps to address these challenges. They became the only club in their region to own and operate both an indoor and an outdoor facility, which has significantly contributed to their growth and player development.  This foresight not only provided much-needed field space but also enabled NEFC to build a strong presence in areas where access to facilities would have otherwise been limited. The club continues to explore various approaches to expand their facilities, such as purchasing land, partnering with schools and towns, converting warehouses into indoor spaces, and collaborating with other sports industry groups. These initiatives demonstrate the importance of understanding your market and acting on what is within your control for the betterment of the club and its players.

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Scott emphasizes the importance of prioritization in managing the many demands of the role. He follows the adage, “Put first things first.” The leadership team uses the Entrepreneurial Operating System (E.O.S.) to evaluate progress every 90 days, establish key priorities (or “Rocks”) for the next quarter, and meets weekly with a consistent agenda. This structure allows Scott and his team to solve issues, assign tasks, and hold each other accountable, enabling him to stay focused on the essential duties of an Executive Director.

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Brad shares a valuable lesson learned as he built CSA from the ground up. In the early years, Brad took on the daunting task of hiring every coach, admin staff member, and director himself, ensuring that each new hire understood the club’s mission, philosophy, and expectations. However, as the club grew, Brad found himself overwhelmed with managing staff issues, conducting over 30 annual reviews, which took six weeks to complete. Realizing this approach was unsustainable, a mentor’s advice helped him realign his approach. The mentor, a former CEO of a Fortune 500 company, told Brad, “You should be able to share two large pizzas for lunch with your direct reports. If the pizza is gone after the meeting, you’re managing far too many people directly.” This insight prompted Brad to delegate the hiring process. This shift allowed Brad to “come up for air” and trust his team to ensure that CSA continues to have the right people in place, while still maintaining a direct connection with his key staff through an annual review process.

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Fred’s leadership anecdote highlights the role of the Executive Director, in hiring and developing staff to sustain the organization’s success. Fred emphasizes a need to balance current demands of the organization with its future growth and supporting a clear and consistent people development plan that covers administrative, executive, coaching, and director pathways. By focusing on the staff members career paths and development opportunities, he fosters a culture where incoming staff can evolve into future leaders. This strategy not only meets immediate needs but also secures the long-term health and success of the organization.

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John shares a pivotal experience when he was building his club from the ground up in Massachusetts and facing intense competition. He realized that what would set his club apart wasn’t just their soccer skills but the culture they built. He emphasizes that creating and maintaining a positive culture is a crucial responsibility for an Executive Director. To achieve this, John developed a comprehensive 10-step approach focusing on defining core values, fostering inclusion, and leading by example. This approach not only helped the club thrive but also created a welcoming and committed community for families, coaches, and staff, ensuring long-term success and growth.