You Can’t Win a Race by Committee

Why Great Clubs Define Roles and Then Get Out of the Way

There’s a scene in Ford v Ferrari that sticks with you. Carroll Shelby is sitting outside Henry Ford II’s office, waiting to be called in after a less-than-perfect test run. Ford is furious. He’s ready to fire everyone involved. Shelby doesn’t flinch. He delivers one clear message:

“You can’t win a race by committee. You need one man in charge.”

It’s a line that hits home for anyone in club leadership. Because while committees are important, without clarity, they can stall progress rather than drive it.

Committees Aren’t the Problem. Confusion Is.

Committees can be incredibly valuable. They provide insight, strategic perspective, and a vital connection between members and governance. But too often, committees overreach. And it’s not because they’re trying to cause harm. It’s because no one ever clarified their true role.

Great clubs define the purpose of their committees. They focus on strategy, not operations. They empower the team, not override it. And they understand that the committee room is not the control room.

Trust the Professionals You Hired

Shelby points out that the real problem wasn’t the car. It was all the layers of approval and second-guessing that slowed the work down. The same thing happens in clubs. You hire top-tier professionals, your GM/COO, Director of Agronomy, Executive Chef and then saddle them with oversight committees that challenge every decision.

Let’s be honest. Your Director of Agronomy isn’t a greenskeeper. He or she is managing a multi-million-dollar asset, forecasting budgets, and leading a team. Your Executive Chef isn’t just making meals. They’re designing experiences, managing vendors, and leading labor strategy. Your GM/COO isn’t just running the club. They’re protecting culture, stewarding resources, and aligning operations with strategy.

When committees treat these professionals as “the help,” they devalue their expertise and dampen the very leadership they were hired to provide. Great clubs know this. They create a culture where the team is trusted, heard, and supported.

Clarity Is Culture

Clubs that operate at a high level take the time to define roles and revisit them often. That means:

• A roles and responsibilities chart that is documented, shared, and followed

• Clear boundaries between board, committee, and management

• One-page strategic plans that are visible and understood by all

• Committee charters focused on listening, learning, and lifting the team

And perhaps most importantly: Boards that know their role is to ensure the club is well-managed, not to manage it themselves.

Go to War

At the end of the scene, Ford finally sees it. He points out the assembly line below and says, “We know how to do more than push paper.” Then he looks at Shelby and says:

“Go to war.”

That’s the moment everything shifts.

People who work in our industry, from the GM/COO to the line cook, thrive when they are empowered, supported, and given clarity. They don’t need a committee to hold their hand. They need one to clear the path.

So, if you want to win your version of Le Mans, if you want to retain talent, exceed member expectations, and build a great culture, it starts by trusting your people.

Hire experts. Define the rules of the road. Then let them drive.

Scene One - You Can’t Win a Race by Committee

Scene Two - Go to War