A couple days ago, I read a great article by Brett Morris, General Manager (GM) at Admirals Cove in Florida entitled “The Invisible GM. A Risk to Member Satisfaction and Your Club’s Success”. It got me thinking about the true role of GM’s, Golf Professionals/Directors of Golf (DOG) and (to a lesser degree) Course Superintendents at private clubs.
A part of the culture at most clubs includes the expectation of members to be served and to develop relationships with key staff and management at the club. While there are varying levels of service expected, being recognized, having a connection with club staff and them knowing members’ names and their preferences is part of the private club experience. So, what is the role of key management personnel at clubs? Do they need to be seen?
About a year ago, I posted an interview with longtime PGA golf professional Bob Ford about how, in many ways his profession had changed. He mentioned (among other things) the technology, which has changed our world in many ways. Just the other day, I listened to a podcast where the interviewee, golf course operator Del Ratcliffe described the difference between “tech” and “touch”, in other words between say, an email or text and a personal handshake when one visits the course or club. I know pros and GM’s who “hibernate” in their offices and let staff do the “touch” part. It doesn’t always work out very well. Mr. Morris stresses that when he receives an email from an upset member, he doesn’t reply. Rather, he picks up the phone and calls the member. Seems like a good practice.
As I wrote in The Culture of Golf – Isn’t it Just a Game?; The club professional (as opposed to professional golfer) sometimes plays an outsized role in the experience of golfers of all levels of skill and enthusiasm. In some instances, the head pro is someone who becomes the face and image of the club for many. He/she is the first point of contact for new members and young people taking up the game, often the trusted instructor, and going forward the source of golf equipment, attire and even travel advice. It’s typically the pro that arranges games, authorizes access and manages play. The golf professional or his/her staff impacts almost every player at any given golf facility. While some of these functions have changed since I started playing in the 1960’s, the fact remains that whenever golfers talk about golf courses, the first person mentioned is often the golf professional. And that mention is usually followed by an opinion on the pro’s personality.
At a club I belonged to years ago, the universally respected and well-liked pro was criticized by a few members for not being there enough. One comment was that he should’ve put his picture up in the shop so they could remember what he looked like. This occurred despite his popularity and consistent presence at the club. I’ve also observed golf professionals evolve to where their focus on self-preservation supersedes their relationships with and commitment to the service of members and guests, and they emerge from their office only when a board member or club officer appears. It’s not unheard of for the pro to do the “bidding” for board members with personal agendas in order to stay in their good graces. One’s popularity can erode quickly in that situation. Speaking truth to power isn’t always easy, but it avoids the bigger problems that can result down the road from not doing so. While the PGA promotes that their members “grow the game”, some are conflicted from encouraging that growth by those at their clubs who’d prefer that golf continue to be “aspirational”.
As one who talks frequently with numerous GM’s, club pros/DOGs and superintendents, I’ve seen all types. Mr. Morris’ article summarizes thoughts on the issue of “tech vs. touch” quite succinctly from the perspective of the GM. Considering that I’ve observed a variety of philosophies from the golf pro side, I decided to research how the PGA trains its members.
Having been on the PGA’s education faculty, I was surprised that a description of the courses and seminars PGA members are required to attend wasn’t on their website. However, on the “About” page I noted what seems to be the golf professional’s fundamental purpose. It reads; “the PGA of America is here to help you make the most of your golf journey. We seek to establish a fundamental relationship with every golfer, and build on that relationship to give you the resources you need to help you achieve your goals.” For the GM, just replace the term “golfer” with “member”. Just like Mr. Morris says, establishing those relationships would seem difficult to accomplish hiding in one’s office.
The Club Managers Association (CMAA) states their objectives as follows: “The objectives of the Association are to promote relationships between club management professionals and other similar professions; to encourage the education and advancement of members; and to provide the resources needed for efficient and successful club operations. Under the covenants of professionalism, education, leadership, and community, CMAA continues to extend its reach as the leader in the club management practice.” While they do emphasize communications with members as one of their objectives, it’s surprising that not listed as a priority on the CMAA website, most good GM’s practice and emphasize service to the membership.
The value that can be created by effectively establishing the relationships emphasized by the PGA is considerable. More happy and fewer disgruntled members means more stable cash flow, a positive atmosphere and a deeper commitment to the club from both members and staff alike. It can also translate into job security for staff and a generally more financially successful and stable club.