Defining expectations

The relationship between club leadership and staff can certainly define the atmosphere on property, any given day. When things are working well, members will sense an easy, light attitude in the air. When there are issues the clubhouse feels very different, as if one could slice through the tension with a pitching wedge. In my experience, I’ve learned this tension lands on the idea that some people feel they just do not understand their role. That the responsibilities of their job were never thoroughly explained from their point of view. They may have felt that they were asked to create great results without the benefits of specific knowledge and training. With an obvious lack of confidence they might go into their day as if on eggshells, afraid to take risks, afraid that they may make a mistake. 

A golf property is an extraordinary business. It has complexity and several potential revenue streams, as well as extraordinary maintenance and upkeep costs. The property likely has owners who invest with the expectation of a healthy financial return, while leadership too has an investment. They have invested time, a serious portion of their career, potentially several years into the property. They take their career very seriously. The staff under that leadership team is likely made up of a wide, diverse group of people. Some young, some old. Many part-time, others full time, developing skills, hoping to build a life through the game of golf. Whether the investment is money or time, both are significant and very personal. What might all this mean inside the daily operations of the club?

We can likely agree that business is not overly difficult at its core. On paper it is about creating, serving, and retaining loyal customers (members), over a long period of time. Problems begin when steps are missed or simply not done well. At the property, good hospitality requires attention to detail and successful execution to the needs of the members and guests. In the big picture, value steps include hiring well, training through and through, and recognizing the efforts and attention to detail of all staff members on a regular basis. This In My Opinion post is about three ideas: thoughts about the relationship between people, all who earn their money from working together.

Spend extraordinary time with people from their start: I am a firm believer in momentum. I am also a true believer in fast starts. When you are about to hire new team members, have their work calendar and training plan in place before the day they begin. Communicate the new hire information to all team members. It is important, I believe, to present a warm, welcoming experience to every new hire. When human beings feel like they can belong, quickly becoming an integral part of the team, they will show up happy, do better work, and think about staying longer at that place where they feel good about themselves, their team and the work they do.

Set the table during that first week: The first day, the first week for a new hire is critical to the business. Hiring is a process. Even when done well, it takes time, with many twists. Once you commit to the new person, have the leadership team make time in their day for the new team member. It is important that leadership make the proactive effort to bring the new person into the club, the team, and their role, with purpose and conviction. No employee should be made to feel like an interruption to the day, especially a new hire. Set the table with your staff for each new hire. Once the new staff member begins, everyone involved on the training schedule should be prepared to be specific and detailed with their instruction. It is equally important to leave time for questions during every training session. In that first week, the new hire should know their job, know what a successful day looks like, and have the confidence to advance forward into their role.

Continued review and support is essential: No doubt, we have all witnessed the staff member who, even when trained, is left to make decisions early on without the benefit of a mentor or an experienced ear nearby. Assigning a mentor to full-time hires is a good idea if you have the staff. If not, look into creating an internal process to get the answers people need (in a hurry). Create the ability to take care of your golfers in a timely manner. Staff members want to feel confident about their role. They never want to be made to feel foolish. It is a true morale killer. Work a plan to have your management team hang nearby and support each new hire for as long as it takes. Because we each learn differently, it makes sense not to put a specific timeline on your mentor/support program. When you take good care of your new team members, you help make the sun shine ever brighter for all.

Jack Dillon writes the In My Opinion posts. Jack is an experienced operator, buyer, and manager. Today he is a writer, speaker, and consultant. He can help improve your team, your shop, and your operation. Email Jack at jackd@careerdividends.com. You can also call him at 407-973-6136. Jack lives in Orlando.