When You Hire Smart People, Let Them Lead

Steve Jobs once said, “It doesn't make sense to hire smart people and then tell them what to do. We hire smart people so they can tell us what to do.” It is a simple idea that leaders repeat often, yet many organizations never fully embrace it.

This came into clear focus for me during the NCA Conference at Addison Reserve. Jeffrey McFadden and the president of The Union League of Philadelphia shared how they approach committee structure. Their committees stay intentionally small, usually five to seven people, and every committee includes at least two paid professionals who participate as full voting members. The goal is to ensure that operational insight guides decision making, not just member perspective.

For anyone who is not familiar with The Union League, it is one of the most successful and widely respected city clubs in the country. Under Jeffrey’s leadership, the club has grown into a nationally recognized powerhouse with multiple campuses, thriving membership demand, significant financial strength, and a reputation for world class service. They have expanded their footprint, invested in major capital projects, and consistently ranked at or near the top of national city club lists. Their success is not accidental. It is the result of intentional leadership decisions, clear governance, and trust in the people hired to run the club.

That context matters, because right after their presentation a board member asked a sincere question. They wondered if the solution was to find members with similar expertise and put them on the committee. The room paused. The expertise they were looking for was already in the building. The club had already hired the professionals who understood these areas better than anyone. They simply had not been brought fully into the conversation.

It reminded me of a club I once led that was struggling in food and beverage. We had hired a new chef and a new clubhouse manager who were both capable, experienced, and exactly who we needed to rebuild the operation. Around that same time, the board began discussing the idea of adding a member with restaurant experience to the board to help fix it.

The intention was good, but the implication could have been damaging. I asked the board to consider what message that would send to the two professionals we had just hired. To their credit, they immediately understood and moved away from the idea. They trusted the team we had put in place. That trust made all the difference. What had been a very difficult operation improved dramatically. Not because a member stepped in, but because we hired the right people and then listened to them.

There is a larger lesson here. Empowerment does not begin with slogans. It begins with structure. It begins with creating an environment where professionals have voice, clarity, responsibility, and support. When clubs set up their committees and decision making in a way that includes operational leaders, communication strengthens and outcomes improve.

Many clubs already have the talent they need. What they often need next is alignment. This is a significant part of the work I do with leaders and teams. Sometimes it involves redesigning committee structure. Sometimes it involves clarifying roles or helping people understand their natural wiring and communication preferences. In every case, the goal is simple. Help professionals contribute at the highest level and help the organization make better, faster, more informed decisions.

When you hire smart people, let them lead. That is often where real success begins.

If your club is exploring ways to strengthen alignment between your board and your professional team, I would be glad to have a conversation. Sometimes a small shift in structure or communication can change everything.