Now: What’s next?

We say it over and over and over: the game is hot. It remains hot. It took off with a booster beginning in June 2020. It continues to move in the express lane, giving those serving the industry a healthy place to do what they do. Last year was another strong year for results. With fewer 18-hole courses than a generation ago, rounds, revenue, and rate were all up. While some continue to push forward, looking to extract every last ounce of growth, others are nervous, waiting for the golden egg to crack, evaporating the energy of the past 3+ years. In my opinion, there is one obvious thought about this amazing period in the game’s history. No one expected the results, the growth, and the opportunities that continue. If we turn back the calendar to this date four years ago, the concern was the future, meaning that next day. A worldwide virus was attacking, a global pandemic in a modern world. It was a scary time. It felt like life itself was in jeopardy for all. For golf and the people serving the game, that stress began to melt away just a few months later. It was the beginning of a strange, but most amazing time!

What’s next now? Although I have used a variation of this title before, it was never about growing on top of record numbers, when more men, women, and juniors than ever are swinging a golf club. The game is in a new place, an interesting place, where the future has yet to be written. When I don’t have answers, when I see only questions, I go back. I go back to the basics. I go back to the mission, and the goals of the endeavor. For the club operator, I have three thoughts about growing the future. In this In My Opinion post, I will lay out three ideas to think about in looking to create your own secure, healthy future:

Build a quality education program with the long view in mind: By taking ownership of developing your people, you take ownership of the future. Over and over again we hear about the struggles with talent. Where do you find good people? How can you keep the best people? How can you afford to pay people in this post-COVID period? Building a team that is happy and engaged begins with recruiting. Always be recruiting. Whenever you find talent, invite them to see what you are building. Invite them to take ownership of both your future and their own. Create an education/development program that is first-rate. A development plan that never ends and that rewards ongoing success. Great basics begin with talent. Hit every point: education, recognition, pay, and joy! Always remember the joy.

Create relationships with team members that will forge long-term excellence: In this new world of work, it is important, I believe, to put people front and center. Too many times managers stop by to check in for a minute or two. Other times, people are ignored, assuming they know how much managers care. In going back to basics, consider changing the way you and your managers spend time with staff. If they feel important, understanding leadership cares, they will feel good about their work, the organization, and the leadership team. Why not look at new basics? Why not turn the calendar upside down, putting the team first instead of maybe as an afterthought, connecting only after the to-do lists are finished? When people are made to feel important, they respond in kind. When they are treated as invisible, they will not do their best work. Your top people may even leave when given the opportunity. Team building is a seven-day-a-week gig. It is a full-time commitment, not just another item deep inside the to-do list.

Position the club to look, feel, and have the most inviting bouquet: The look, feel and aromas of a place can set it up in the minds of your members as their go-to spot. As you look to keep the good times rolling pay closer attention to the look of your property, have friends (with fresh eyes) help you find all of the physical issues that are often missed. Take the time to observe the day from the entrance through the exit and everywhere in between. You may not have the budget to fix it all today, but you can identify and plan for each necessary CapEx spend. What is missing? What special elements can make your property stand out? Create a clubhouse and a property that has invitation at its core, as its feel/flavor. From freshly cut grass to inviting scents in the golf shop, to tempting aromas escaping the kitchen. The property, like a Disney Park, is on stage every day. What does your presentation look, feel, and smell like? In making a difference in this game where the stakes are higher, take time to find those things important to the community and every golfer in it. It takes a mission and commitment from all.

In a game where the excitement revved up almost four years ago, how can you carry the ball forward, keeping golf top of mind for as many men, women, and juniors as you can? Keep an eye on value, the price of other entertainment, and the factors I present here. Golf is still on fire. Let’s work to keep the torch burning bright.

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Jack Dillon writes the In My Opinion posts. He is a consultant, speaker, author, and long-time operator/buyer. Jack can assist your team with their communication skills, in addition to helping you create a better team, a better club. Connect with Jack soon to set up a FREE Zoom to learn more. Go to www.youdontknowjackd.com to see why clients hire Jack. You can also call him at 407-973-6136. Jack lives in Orlando.