14 Golf Operations in Clubs - CMAA

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516 Chapter 14 Building Bridges: Working with the Golf Management Team Master Club Monograph, Joe Basso, MCM For much of the history of private golf and country club management, the predominate managerial structure among the boards of member-owned clubs has been the triad style of management. Under this organizational structure, each member of the golf management team reports to a committee chairperson. As the management model shifted to that of a chief operating officer with one person ultimately responsible for the entire operation, dissension sometimes developed among specific members of the management team; the golf professional, the course superintendent, and the general manager. Poor implementation of what was then known as the general manager concept has at times caused tensions created by two key misconceptions: (1) the prevailing belief that the general manager must come from the food and beverage/administrative discipline of the club (this sometimes fostered unnecessary animosity among other members of the golf management team) and (2) the occasional and unfortunate assumption that general managers needed to know everything possible about the golf side of the operation. The members of golf management teams today do not generally share these misconceptions. Modern professionals tend to have a better understanding of organizational structure and are generally more secure about their own roles and abilities. All three professional groups are better educated, and individuals from the golf and agronomy disciplines are now entering the field of general management. A survey of club managers, golf professionals, and golf superintendents confirmed the historical view of these issues and explained the current nature of their professional interactions and relationships. Veterans from all three specializations substantiated similar experiences in their own past professional relationships and they revealed key elements in present-day interactions that are cornerstones for successful and productive relationships. When asked the best course of action to improve poor interpersonal relationships, all three groups cited several critical factors. First, the importance of open and honest communication was noted to be the most significant factor in fostering a healthy and productive management team. Survey respondents consistently reported that communication and the ability to listen with an open mind are essential for building and strengthening these relationships. Mutual trust, a second key ingredient cited by survey participants, allows the team to function at its peak level of performance without the fear of hidden agendas or back stabbing. With mutual trust present, issues can be discussed among members of the management team without the concern that they will be used for any form of political maneuvering. Mutual appreciation based on respect and an understanding of each team member’s contribution was noted to be a third essential component to building an ongoing rapport. Each professional must understand what the other members bring to the operation in the form of expertise. While continuing education in areas of deficiency will help to broaden the general manager’s knowledge base, a shared respect for the career accomplishments and industry expertise of each member will help to solidify these three professions into an effective team.
Golf Operations in Clubs 517 Having talented managers for the golf and course operations allows the general manager to focus on broader issues affecting the club’s future. Sharing a common vision supported by the management team is a fourth essential element in an effective relationship. A common vision provides a solid foundation upon which to make decisions that are in the club’s best interest. Support of each other in the mutual quest for success is a fifth key to winning relationships. There is a critical need in club operations for an aligned management team that will display a common face to club members. In the face of adversity, this support becomes particularly vital to the overall health and welfare of the management team. The benefits of a positive relationship among these club professionals extend from individual accomplishments to an overall success and enhancement of the club environment in which they work. Often, longstanding friendships, both personal and professional, are formed. When problems within the team become evident, respondents agreed unanimously that stepping back and reevaluating the key elements of their relationships was the best remedy and stood the best chance of solidifying the team. However, all three groups were likewise unified in their response that when these attempts failed, they would not allow another member of the team to undermine the vision and goals for the team. It would then be necessary for the non-contributing member to be removed from the group. Research Results: Focus on Team Relationships Current Relationships General Manager Golf Professional Superintendent Golf Professional / Club Team 4.3 4.6 ** Superintendent / Club Team 4.4 ** 4.2 General Manager / Club Team 4.4 ** ** General Manager / Superintendent 4.6 4.4 4.2 General Manager / Golf Professional 4.3 4.5 3.9 (1= poor, 2=fair, 3=average, 4=good, 5=excellent) Ability to Listen and Relate to Non-Golf Issues Raters Rated General Manager Golf Professional Superintendent General Managers Did Not Rate 3.9 4.2 Golf Professionals 4.3 4.5 4.1 Superintendents 4.0 3.7 4.2 (continued)
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