If I were King, Part III: Execution

(This is the third and final post in the “If I Were King” series. This post will focus on executing new ideas, new programs. Although with a revamped team and struggling numbers, this club is a work in progress, with a new leader and necessary first step changes in place, it is time to move quickly to showing the loyal customers and community our new attitude.)

As the new general manager, I am more than 40 days into the new role. I have trimmed staff, not for strictly financial reasons, but after a complete property review, moved people out who were not right in their roles, or not right for our new program. We have also created a “new face” program, where we are painting the areas most needed, cleaning and landscaping the parking lot. We have also met with every person who earns a check, making sure we sent the message that golf is our product, and we should never be in a position to interrupt our members and guests, no matter what we are doing. Here are other next steps we are doing to rebuild this semi-private club from the floor to the ceiling, from the tees to the greens:

1) Have a very clean property. Beginning in the parking lot, to the cart barn, and every part of the property, create a clean presentation every day. That includes the golf carts, the trash cans on every tee, and the maintenance areas. We want the look that shows we care.

2) Talk to every visitor. Our role is to make the members and guests comfortable on the property. Being respectful, creating small talk with smiles can help create conversation. In addition, all managers, including the general manager, are taking turns as the starter, looking for feedback, looking for good news, bad reviews, and thoughts on our direction.

3) We will no longer put the same emphasis on managing the monthly rounds numbers. No doubt these numbers are important, but with weather being the ultimate influence, we will look at all revenue numbers and weight them differently. At the same time, we will be introducing a program where we teach our local community how to drive charity dollars through golf, as well as how we can help all have a great day at the club.

4)  The sales people and I will be hitting the local area, reintroducing our club to local businesses. We will be talking about golf, weddings, and business meetings we can hold for their organization, family members, friends. Sales is about creating and building relationships, so we will be out of the office on a regular basis.

5)  As general manager, I will spend lots of time with team members, coaching and encouraging. We will be creating a schedule of staff meals, of outside team meetings, of recognition events to tell the team they are the key to our success. As we build the business, we will be asking this team to be a bigger part of this larger effort to succeed.  We will be working toward an open book management style, where we work together without fear, to make this property the place to golf, meet, eat, and party.

In short, we will be working to provide nice people, presenting great programs that include education, unique experiences, family programs, fun and a shorter set of tees to make the many feel like the pros. During the next six months, the goal will be to move out the rules, programs, and prices that no longer fit, while presenting programs for the world our community lives in today. As a local club, we must present well to the community, and then invite all to share in our new attitude, new presentation and much wider smiles. Thank you.

Jack Dillon writes the highfives series.  Jack has been in the game for more than 45 years.  He is a speaker, an expert in operations, service, and merchandising. Contact Jack at 407-973-6136.  Get with Jack to improve your team, your property.