One of the biggest mistakes a Club Director can make is underestimating the work required to manage and understand the financial side of running a volleyball club. Many club owners come from athlete or Coach backgrounds and lack formal business training, which can create challenges throughout the season.

The first step in forming a volleyball club is creating a business plan that aligns with your vision and philosophy for the type of club you want to build. If you expect your club to achieve specific goals, the business plan must support them. In the early years, many new Club Directors struggle to execute their business plan because they lack the experience or discipline required to manage the financial side of the operation.

The time required for accounting, budgeting, and financial management can quickly overwhelm a Club Director. As a result, critical responsibilities such as managing Coaches and overseeing daily operations may receive less attention than they require. The following steps can help Club Directors balance business operations while maintaining a strong focus on training and Coach management.

Invest in a Bookkeeper or Business Manager

Invest in someone who can establish a strong financial foundation for your club so you are not buried in spreadsheets and distracted from daily volleyball operations. Start by consulting with an accountant for strategic planning, tax planning, and revenue and expense forecasting. An accountant can help build a financial framework that allows you to manage the business effectively.

If the day-to-day financial responsibilities become overwhelming, consider hiring a bookkeeper to manage routine financial operations. A bookkeeper can oversee revenue collection, accounts payable, income statements, and budget reviews while helping project future financial performance. This role may be part-time or full-time depending on the needs of the club.

If operational challenges extend beyond financial management, consider hiring a Business Manager. This role can oversee financial responsibilities along with other off-court operations, including scheduling, facility rental and operations, travel coordination, hotel arrangements, and staffing. Depending on the scope of the role, this position may cost between $1,000 and $5,000 per month and is often a worthwhile investment.

Checks and Balances

After hiring a bookkeeper or Business Manager, schedule regular meetings to review financial performance, evaluate programs, and determine what is financially and operationally feasible. These meetings provide an opportunity to review primary revenue streams, confirm the club is meeting financial targets, and adjust plans when necessary.

Weekly or biweekly check-ins work well for ongoing oversight. New clubs should conduct formal financial reviews each quarter, while established clubs can review financial performance twice per year, typically during the preseason and midseason.

Focus on Your Coaching Staff and Product

Club Directors often describe the challenge of wearing too many hats and feeling unable to perform any responsibility at a high level. Delegating bookkeeping and business operations allows you to refocus on your primary strengths: coaching and leading your coaching staff.

With operational responsibilities properly managed, you can dedicate time to developing Coaches, improving training environments, and completing projects that have been delayed due to time constraints.

Club Directors often recognize midseason when responsibilities have become unmanageable. Address these challenges proactively by building a team that supports the business side of the club. When the operation is organized and properly supported, members, Coaches, and Club Directors are better positioned to succeed and lead the club toward long-term growth.

View more business education for Club Directors.

This article was written by Briana Schunzel, JVA Director of Education and Partner Development.