Tag: DeLozier

Don’t Let Them Ignore You

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GGA Partner Henry DeLozier highlights 5 key attributes to help golf course leaders achieve recognition for their talents and efforts.

We all want to be recognized for our talents and efforts. In fact, in a world where we take more than 93 million selfies a day, being ignored is certainly one of life’s biggest disappointments. One long-held suggestion to avoid being overlooked or taken for granted is this one: “Be so good they can’t ignore you.”

It’s advice offered by comedian Steve Martin, author Cal Newport (in a book with the same title) and printed on T-shirts and wall posters that adorn corporate breakrooms across our country. No matter our objective – recognition that leads to a promotion or simply the satisfaction that comes from a boss’s or colleague’s “good job” – excellence that demands attention seems a logical and valuable strategy.

Here are five attributes that can make you so good that you cannot be ignored:

1. Great attitude is a key factor in your success and ability to be noticed, whether you’re a golf course superintendent, golf professional or club manager.

Savvy employers hire for attitude above other attributes. Stated in the negative, no one needs a grumpy or uncooperative manager leading today’s work force. There is enough friction in getting operational teams to perform at the high end of their capabilities without someone with a negative attitude pulling us down.

According to author Emily Smykal, whose findings were part of a CareerBuilder study by Harris Poll, nearly three in four employees (72 percent) spoke to the power of a positive attitude. “Positivity leads to a more productive workday and creates a better environment for fellow employees,” she writes. “Great employees consistently stand out for their upbeat attitudes and earn positive reputations for themselves.”

Building and keeping an attitude that leads others toward common goals requires a comprehensive understanding of the job’s requirements and a willingness to teach others to work harder, better and smarter. What’s more, great attitudes are contagious.

2. Eager learning keeps everyone involved sharp.

Constant learners tend to be open, creative and receptive to new or different ideas – even if they’re someone else’s. Heather Huhman wrote on Glassdoor that an eagerness to learn shows openness to new ideas, willingness to think beyond today’s facts and invaluable curiosity.

Robert Half, a specialist in recruitment and employment services, recommends that every resume show an eagerness to learn. This trait adds value for the employer and expands the performance potential of the employee. When you’re learning and growing, you are becoming a more valuable employee and one whose contributions are easily recognized.

3. Trustworthy teammates, especially in troubled times, are valued for their consistency, stability and integrity.

Difficult and exigent circumstances reveal those who can stand tall and steady in crisis. One’s day-to-day commitment to being a trusted and respected teammate is manifested in a thousand acts. Ensuring that your actions match your words is an important trust-builder, as are genuine eye contact, thoughtful interactions, an openness to criticism, and the willingness to express oneself openly and with trust.

The world champion sprinter Carmelita Jeter breathlessly testified to the power of trusting teammates at the 2012 London Olympics when – after running the anchor leg on the women’s 4×100-meter relay team, she said: “I knew they trusted me like I trusted them. And I would not let them down.” Jeter and her trusting teammates bested a world record in the event that had stood for 27 years.

4. Mental toughness is critical when we encounter adversity, in life and on the job.

Are you resilient and persistent enough to overcome challenging circumstances? According to Inc. magazine, qualities that make you mentally tougher are patience, perspective, focus (on priorities) and the willingness to confront adversity. The mentally tough understand that criticism or adversity is often not of a personal nature and see it as an opportunity to keep pushing toward their goal.

5. Careful planning – Planning is critical to sustained success. Managers who take a focused approach to plans and planning outperform their club’s budget. Advance planning reduces risk as managers identify potential threats and opportunities. Established, well-stated goals and objectives simplify and clarify your intentions.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Plotting for Budgetary Triumphs

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GGA Partner Henry DeLozier offers 5 tips to help golf course superintendents obtain the resources they need to meet expectations.

The budget cycle is complete at most golf facilities for the 2020 calendar year. If your budget was approved and you received the allocation you hoped for, congratulations. But if you feel a lack of funding puts your plan for staffing, course conditioning and maintenance in jeopardy, you might need a different approach to the next budget cycle. Here are five steps to consider when planning your budget.

1. Identify the Gatekeeper.

There is often one person who sets the tone for the next year’s budget. It’s normally the controller or accounting manager; in private clubs, it may be the chair of the finance committee. This person sets the minimum standards for the budget, and he or she must be educated and kept informed regarding your priorities and needs. Research the background experience of the gatekeeper so you understand the perspective from which he or she considers budget requests. Take the time well ahead of the budgeting period to ensure that this key player understands what is needed and the extent to which you have gone to manage costs.

2. Understand the Budgeting Process.

Many golf courses and clubs use different budgeting processes, sequences and schedules for development, planning and decision-making. Make sure you understand the expectations for your role, and then work diligently to exceed them by providing background and support information ahead of schedule. Understand how your club handles budgeting and who the decision-makers are. Meet with them to explain your needs and priorities. Explore and learn their viewpoints concerning your budget needs and how they evaluate your problem-solving. Help them to know how much thought and planning you have given their viewpoints.

3. Plan Ahead of the Process.

Schedule quarterly budget-planning meetings with the gatekeeper and key influencers of your budget submittal. Inform them fully of your needs for the next budget year, answer their questions and demonstrate your commitment to their preferences and needs. Invite them into your operation so they may judge for themselves your organization and methods of management. They need to understand that you are efficient and diligent with the funds for which you are responsible.

4. Organize Your Roster of Priorities.

Knowing the viewpoints of the gatekeeper and influencers involved in your budget helps you prepare your list of your priorities. Be concise in stating your game plan and the rationale behind your requests. Support each proposed budget line item with incremental details for costs per unit of measure and the number of units required. Show all the facts and figures that support your needs. Your objective is to ensure that the gatekeeper understands the due diligence and conscientious approach that went into your request, which will increase their confidence in the validity of your request.

5. Educate the Influencers.

Prepare individualized budget discussions with influencers. Schedule one-on-one meetings with each person who will have a voice in approving your budget. Persuade one influencer at a time until you have met with each of them and gotten their buy-in. See that you understand their viewpoints and biases. Once you fully understand the individuals, evaluate the group thinking to which you must respond.

By understanding the budget influencers’ priorities and then presenting your credentials in an organized and well-researched fashion, you’re well on your way to getting the decision you want and the budget that will help you do your job more effectively.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

A Better Way to Communicate

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Churning out communications to your members with little thought for who you are speaking to and what medium you are using is not a recipe for success.

As GGA’s Henry DeLozier explains, putting a little more thought and attention to detail into your communications is an impactful, and cost effective, way to make your members feel valued and included.

“Communication in our club is poor”

A phrase that is commonplace in surveys and focus groups we run on behalf of clients across North America – often despite the best efforts of club leaders to improve communications at their clubs.

As much as we would like to prescribe a formula that is guaranteed to improve member relations, the reality is that the communications world evolves continuously, including the ways members consume and exchange information, and the platforms on which they do so.

While this can present a challenge, the evolution in communications technology has also brought opportunities to the fore: opportunities to increase the relevance of your communications, learn more about your members habits and preferences, and branch out to networks of potential new members.

With that in mind, there are some tactics you may wish to consider to enhance your communications relationship with members and club stakeholders:

1. Keep your club website relevant.

As Linda Dillenbeck, a director at Global Golf Advisors and a communications expert, observes, “Most clubs’ websites are outdated, disconnected, and dysfunctional.” Dillenbeck estimates that a private club website has a relatively short shelf-life of around three years. When did you last update your website?

Incremental improvements which factor in the latest in web technology enhancements can increase the aesthetic appeal, user-friendliness and accessibility of your site ten-fold.

Think too about regular updates to your image portfolio and news sections. Investing the time and not letting them become dormant shows members that you care and invokes a sense of pride and belonging.

2. Empower club members to communicate.

The advent of mobile camera technology has handed the power for members to become regular content creators, some of whom may produce high quality photographs and videos of your club.

While you cannot control what they say or post, compelling content drawing on the attributes of your club and amplified to member and stakeholder networks can enhance the club’s reputation among members and the outside world.

Vindicate their efforts by engaging through club social media channels, via email or otherwise. It shows you are interested and supportive, and gives a sprinkling of kudos to what they have produced.

3. Organize information into communication “bites”.

The relative attention span of most recipients is shrinking, so the club should look to communicate in small “bites” – morsels of interesting activities, friends enjoying mutual interests or snippets from club events. Keep it short and to the point.

4. Use tailored media.

Rather than indiscriminately provide all things to all members, ask them to personalize their information expectations and preferences into a member profile so that the club may communicate with each member on the member’s terms.

Regular prompts to update their preferences can provide useful insights into any trends developing over time and how this should be translated to what and how you provision information to them.

5. Measure effectiveness.

Monitor engagement levels from all outgoing communications. Track which members are – and are not – receiving and engaging with information from the club.

By doing so you can start to build out segments of members (starting with engaged / not engaged) and begin to increase the relevance of your communications methods and messages.

 

Crafting the right messages takes time and attention, as does knowing how to communicate them. By better understanding what methods and messages are most influential to members and stakeholders, you can start making meaningful progress and increasing engagement.

In any case, make it personal.

Creating A Better Environment for Workers … and Potential Hires

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This is the second of two Golf Course Industry Game Plan columns focusing on becoming an employer of choice.  For more, check out the previous article “Become an Employer of Choice”.

“… And what do you do, Mike?” the guy grilling the burgers at the neighborhood barbecue asked casually.

“I’m the golf course superintendent at Laurel Lake Country Club.  It’s an amazing place to work.  I have a great team and my manager really appreciates the job we do.  If you’re thinking about joining a club, why don’t you come out as my guest one day?”

Is that the kind of answer one of your staff members would give in a similar situation?  If it is, you’re in an enviable position in this tight labor market — you’re what’s known as an “employer of choice.”  Employers of choice enjoy higher retention rates, better productivity from their teams and a healthier workplace culture.  What’s more, they don’t have to search as hard for top talent because the best people come to them, hoping to join their team.

So how do you create that kind of reputation for your club?  It doesn’t happen overnight, but it can start with the ways in which you promote job openings.  Here are five keys to positioning your club as a place where top talent wants to work:

1. Show your colors up front. Describe who you are and what your course or club represents. This description of your values and the high standards to which you hold team members is attractive to top performers.  Stating your values and the significance of the position helps prospective employees know if your club is one where they would be proud to work.

2. Describe the job benefits clearly. Benefits are an important differentiator in today’s workplace, but don’t think of them in limited terms. Beyond health insurance, sick leave and vacation days, benefits include respect, being part of a winning team, and the opportunity for continued professional learning and development.  Make sure you help prospective employees understand the full range of benefits that you offer.

3. Tell what the job entails. Pay attention to the language you choose to describe the job and its responsibilities. And don’t be hesitant to describe the job in demanding terms. Top performers want jobs that challenge them and ones that matter.  Describe the team that the prospective employee would join, its work ethic and its team spirit.  Being a part of a great team is a strong incentive to employees who enjoy collaboration and sharing.

4. Know your competition. Being an employer of choice requires that you do your homework to know how your compensation, benefits and culture compare with the competition. In a tight job market, it’s also important to realize that your competitors include more than golf clubs and other golf operations courses.  You’re also likely competing with landscape companies and hospitality positions for top talent.  Knowing what competitive organizations offer helps you structure benefits and comp attractively while being mindful of the budget.

5. Tell stories of valued performers. Stories of performance, customer service, overcoming adversity and teamwork give new employees insight to the organization and the culture they are part of. Think of it as a window into your team room, which allows you to describe the human components of the job that are not a part of the formal job description.

In his book, “Attracting and Retaining Talent: Becoming an Employer of Choice,” Dr. Tim Baker emphasizes the importance of standing on trustworthy values.  “In plain terms, being an employer of choice means establishing a business that is a great place to work.  If companies don’t genuinely act to become an employer of choice, then good employees will simply vote with their feet and move to a forward-thinking employer who offers them what they want.”

Remember the story of the janitor at the Johnson Space Center in Houston who, when asked by President John. F. Kennedy about his role, said, “Mr. President, I’m part of the team that is putting a man on the moon.”

Don’t you wish that janitor worked for you?

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

How to Develop an Enviable (and Profitable) Events Calendar

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A thriving events calendar, if delivered well, can propel member satisfaction and loyalty to new levels. But first you need to understand what works, and how to measure event success. We enlisted the help of GGA’s Patrick DeLozier, who has over 14 years’ experience delivering events at some of the top clubs in the country, to explain what clubs need to know.

A thriving events calendar has been a staple at the top clubs I have been fortunate to manage in recent years. Are they hard work? Yes, absolutely. Are they worth it? Without a doubt.

I have witnessed first-hand how events create memorable and meaningful moments in people’s lives, strengthening the bonds they have with a club and enriching relationships with other members.

While a number of events you deliver may not quite achieve this ‘magic’, there is a formula and steps you can take to deliver a compelling events calendar.

Keeping it fresh

The key to delivering outstanding club events lies in not standing still. Inject some creativity and fresh ideas into each and every event. This does not mean needing to stage new events every year, but adding new twists or new dimensions to established, traditional ones.

Sometimes this could be as simple as hosting an event in a different area of your property. Not only does this create a different ambience, it also serves to introduce members to parts of the property they may not normally see, or facilities they may not typically utilize. This is something we would routinely do at Augusta National to great success and satisfaction amongst members.

Timing it right

Simply put, one of the critical things to get right is timing. It can be easy to overlook, but so fundamentally important. Clubs of a certain size will need to communicate with other departments to avoid internal date conflict with other events, but all managers should also be attuned to events happening elsewhere either in the community or beyond.

Sports events, school events or charity fundraising events may all impact your club’s event calendar, so don’t fall into the trap of choosing the wrong date and marketing the event before needing to change. The same can be true of major sporting events such as the Super Bowl or The Ryder Cup. Set dates carefully, then market them with confidence and assurance.

Understanding what works

Fundamentally, you want members to engage with and enjoy the events your club chooses to stage. And when it comes to measuring success, their satisfaction should feature prominently. But events need to be well attended for them to be viable, both from a satisfaction standpoint for members and commercial standpoint for the club.

At the point of conception or planning, it will help to determine what constitutes reasonable participation numbers for particular events. This will provide a sound barometer of success not only for the current year, but future years too. If the popularity of certain events begins to grow, you can begin to unpick the reasons why and use the insights to fuel ideas for new ones.

When it gets to the events themselves, attend. Especially If you are relatively new to the club; it will give you the opportunity to engage with members and see for yourself how the events are received. Although we want to put a measure next to all aspects of an event, sometimes you have to accept some events carry a special aura – which you can only experience by being there.

Beyond the event, there can be a tendency to focus on what’s next, but don’t miss out on the crucial feedback and insights. There should always be a team debrief for those involved in the event delivery. Typically, we would spend 10% of the time on what went well and 90% of the time on how we could improve, with all staff and committee members challenged to come up with new ideas covering all aspects of event delivery.

Externally, send a feedback form to event attendees (do this quickly, so that you collate as many insights from the most members possible while the event is still fresh in their memory). This will enable you to identify areas for future improvement and pick up on any negative feedback (where appropriate).

Bringing it all together

By implementing this defined approach to event delivery, from planning through to evaluation, you will establish a culture of measuring success, defining continuous improvement, and translating this through to the events you choose to stage.

Combine this with a sprinkling of creative flair and you should have the basis for a calendar of thriving, well-attended events.

It may take some time to get there, but the impact on member satisfaction and the bottom line will be more than worth waiting for.

Become an Employer of Choice

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The order of the day went straight to the point: “England expects that every man will do his duty.” In the 1805 Battle of Trafalgar, one of England’s more decisive naval battles, Admiral Lord Nelson called upon the sailors of his island nation to ward off an attack by the combined French and Spanish navies. It was a battle to the finish and one in which Nelson was mortally wounded. When told of eminent victory, among his final words were, “Now I have done my duty.”

Golf course managers today are charged with myriad duties, maybe not with life and death consequences, but critical nonetheless. Foremost among them is the recruitment, training and retention of a qualified and motivated staff. There is no more important role to the financial and operational well-being of courses simply because so many moving parts require near constant attention.

What’s more, the job is getting tougher. The U.S. has more job openings than unemployed people, a situation known as “full employment.” The U.S. economy added 216,000 jobs in April, notching a record 103 straight months of job gains and signaling that the current economic expansion shows little sign of stalling. The Labor Department reported in July that the unemployment rate fell to 3.6 percent, the lowest since 1969.

What we should glean from those statistics is that the war for talent continues unabated across U.S. businesses, making it even more challenging for leaders to build a staff with the highest quality workers. Becoming an employer of choice in your market is now a business imperative. Here are five ways to distinguish your facility:

1. Prioritize. With labor costs representing slightly more than half of operational costs at most facilities, making your course and club attractive to job seekers is a smart use of resources. Start by deciding the selection criteria for each position. Thinking through on-the-job performance standards helps to establish the search criteria for each position. This careful job description serves to focus the employer’s intentions and expectations. Detailed job description and criteria also clarify the opportunity for prospective employees, so they know going in what is expected of a successful candidate.

The process seems simple, but many employers fail to prioritize the time and thought process to describe what is needed from a specific position.

2. Organize. Employees want to know what will be expected of them in the job. An organized approach to describing the position makes sure employer and employee are on the same page, reducing surprises and establishing an understanding on key aspects of employment. Carefully organizing the position description signals that you know what you want and will keep searching until you find the best candidate.

3. Standardize. Your search process is a miniature branding effort. Using consistent and professional formatting, job and benefits descriptions and comprehensive summaries of expected annual income guide prospective employees to you. Remember, you’re not simply searching for someone to fill a position – you’re searching for the best possible fit.

Describe the culture of your team with words that demonstrate commitment and dedication. For most people, work is an emotional relationship before it is an economic consideration. In a December 2018 study of employees’ attitudes, Clutch, a B2B search firm, noted that “workplace values are essential to recruiting, retaining, and motivating quality employees.” In the same study, employees emphasized the importance of fair treatment and compensation alongside ethical treatment. While compensation is obviously important, how people feel about themselves in their jobs is even more valuable.

4. Recognize. To keep top performers, celebrate their successes. To many workers, the respect of their co-workers is highly important. Create a culture that recognizes the efforts and successful performance results of teammates. There are many examples of employee recognition successes, but most important is keeping the recognition fair, transparent and generous. Recognition will prove to be one of your best investments in time and money.

5. Evolution-ize. Create a recruitment and retention process that evolves with the workforce, your club and employees. Most staff members want to work where there is a fresh and invigorating environment. Traditions are extremely important and should be balanced with the need of employees to see change and growth in their jobs and lives.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Community… and How To Build It

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A member’s relationship with your club will feel infinitely more connected, more substantial and more emotional if they are part of a community. But how do you create a community at your club? Can you create a community? GGA’s Henry DeLozier has the answers.

It is a genuine sense of community – and the opportunity to be a part of it – that attracts members to a private club.

Members need their club to be a safe place, populated by people with shared lifestyle expectations, and built on experiences that create a feeling of fellowship.

But how does a club create an authentic community?

The foundation of any community is shared values, and for a private club these may be values such as safe haven and healthy lifestyle.

In private clubs today, this culture of common attitudes, interests, and goals cannot be left to chance – it must be facilitated and fostered by the club leadership.

Successful club leaders and managers understand that this requires an intentional plan of action; one which establishes and sustains several key elements within the club’s culture:

Setting the Standard

Clearly stated standards of conduct are essential to establish a shared understanding of the community’s behavioral norms. Members rely upon a common understanding of acceptable – and unacceptable – behavior.

In clubs today, such standards of decorum include dress, usage of technological devices such as mobile phones, and personal conduct. In the main, club members are highly supportive of rules and rule enforcement… for others at least.

How can club leaders effectively implement respected community standards?

  • Engage input from many members when formulating and updating the club’s rules. The more members who participate in establishing the community’s standards, the more widely the standards are supported.
  • Communicate the commonly accepted standards for all to see, question, refine, and accept.
  • Make such standards the backbone of new-member orientation and communicate to existing members that new members are being so informed.

At The Ford Plantation near Savannah, Georgia, the sense of community is a point of pride among club members.

CEO Marc Ray observes, “Everything we do, including our Mission Statement, refers to Ford as a community of “friends and neighbors”. The members, and the staff, genuinely care about each other, and it is a culture that permeates the community.

“We travel together, dine together…and sometimes cry together. There is nothing fake or contrived. It is an ingrained culture that people want to, and get to, belong to. Something bigger than themselves.”

Firm but Fair

Establishing a sense of unity and togetherness is a powerful asset for any club, and this is something that needs to be protected.

From time to time, there will of course be people who do not honor the standards set, and knowing how to address those individuals and the situations that arise is critical to uphold the standards of the community.

How should clubs approach these situations? The best are consistent and firm in the enforcement of community standards with very few exceptions. So too, top clubs enforce their rules evenly regardless of status, tenure or importance.

“If you don’t stand for something, you will fall for anything” is a commonly referenced quote with mixed attribution and, yet, its aptness is clear. Members like to know that their community and its traditions stand for something worthy of their respect and support.

Behind the Curtain

Employees are a vital component of club communities. In many clubs, it is the staff that hold the club together and keep it the safe haven on which members rely.

This is particularly prevalent at Desert Mountain in Carefree, Arizona, as Damon DiOrio, the Club’s CEO, describes, “Establishing a safe, positive, healthy and energized work culture, built on trust and respect for your employees, is the first step in developing a strong and inclusive brand.

“Having a united and caring culture for your team is critical to forging an environment that emanates membership loyalty and a sense of community. As leaders, we can only fulfil the dream of having pride and harmony in our membership by being open, honest, engaging, transparent and authentic.”

The Power of Tradition

A sense of community also relies upon treasured traditions which celebrate friendship, family, and fun. These are key ingredients to a feeling of “belonging”.

Traditional special events and celebrations at many clubs help to crystalize the community’s values.

Take the ‘Big Little Show’ at Westchester Country Club, for instance, where family is the tradition placed front and center every summer with the club’s vibrant talent show.

Events which celebrate patriotism and love of country are other popular examples that serve to bring club members closer together through shared, cherished moments.

Your club could have all of the facilities and amenities in the world, but it is the sense of community – of being a part of something dear to them – that makes members proud and dedicated to their club for generations.

Facilitate and foster the emergence of this community, and it could fast become your club’s strongest asset.

Make Time for Strategic Thinking

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Do executives at your club know what a strategic plan really is?

Club executives often confuse a strategic plan with a master plan, a capital expense budget or standard operating procedures when in fact it is none of those things.

“A strategic plan is an all-encompassing game plan. It is a plan of action designed to achieve a particular goal. It is a tight, clear-cut statement of what it is your club is trying to do,” explained Henry DeLozier of Global Golf Advisors during a seminar for club managers earlier this spring. “It’s a crucial document because every club needs to know where it is going.”

Strategic planning is receiving more focus in private clubs now than in the past. DeLozier believes this is due to the fact that more is expected of club leaders now (and more of leaders in general). He also says that clubs are expected to function in a more businesslike setting. Oversupplied, competitive markets require more focus and different types of clubs use different models of strategic planning. That’s why strategic planning is more important now than ever before.

The strategic plan should answer the questions what and why. It should not answer when, who or how because the answers to those questions are tactical. To keep strategy and tactics separate, DeLozier urges executives to remember the following:

Strategy = What. A primary duty of the board is to develop the strategy for the future of the club in a three to five-year life cycle. “Strategy is doing the right things for the club and its members. It is conceptually planning what the club will do and why,” he explained.

Tactics = How. This is a primary duty of management. Tactics are about executing the strategy and doing things right for the current period of time.

DeLozier urges all club executives to block off time regularly to think strategically. “Find the time to collect, study and share information. Strategy is part of a leader’s job today. Encourage strategic thinking in such a way that it becomes cultural at your club,” he concluded.

This article was authored by GGA Partner Henry DeLozier for the Private Club Advisor.

Grasshoppers, Water, and the Golf Business

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Beginning in June 1874, a swarm of grasshoppers dense enough to block the sun’s rays – so copious that you could scoop them up with shovels – descended on the drought-ravaged Great Plains. They mowed down crops and brought economic devastation to entire communities. In a scene eerily familiar, the chewing herbivorous insects, a close cousin of the locust, did it again in 1931 in regions suffering from prolonged periods of below normal rainfall.

No one is predicting a return of the grasshopper, although that seems a haunting title for an apocalyptic movie. But history does warn us of the dangers of extreme drought, when grasshoppers can flourish and when turfgrasses are most vulnerable. As we move into the summer months, when rainfall is scarce in many parts of the United States, golf courses and sports facilities are reminded that they must manage water usage and consumption diligently.

Audubon International, which promotes sustainability for businesses, recreational properties and communities, is committed to bringing solutions to golf and sports facilities. “Putting your golf course, community or resort on the path to sustainability may seem overwhelming, but it doesn’t have to be,” Audubon International CEO Christine Kane says. “We suggest starting by establishing an environmental policy that will guide your operations. This will bring your employees and members onboard and pave the way for incorporating topics such as water conservation, IPM or wildlife management into your budget, marketing and maintenance processes.”

Golf facilities and clubs also benefit from sustainability’s halo effect. Many members today expect greater levels of environmental stewardship from businesses and other organizations with which they are associated. In addition to its environmental impacts, sound water management has taken on a good-for-business shine as well.

Research points out that sound environmental stewardship matters to women and millennials especially.

Eighty-three percent of U.S. women believe that climate change is a serious problem, according to a 2015 Pew Research Center study. Nearly 70 percent of the women polled worry that such changes will affect them personally. The bottom line is that women are concerned about sound environmental practices and are receptive to learning how golf course managers are caring for Mother Earth.

Pew further reports that drought is among the top four climate-related concerns. “Fully half of Americans name drought as their chief climate change concern, and this is especially true in drought-plagued Western states compared with other regions of the country,” according to the research.

Clubs and courses seeking to attract younger members would do well to take a responsible approach to environmentalism. “Brands that establish a reputation for environmental stewardship among today’s youngest consumers have an opportunity to not only grow market share, but build loyalty among the power-spending millennials of tomorrow,” says Grace Farraj, an executive with Nielsen Environmentalism.

Audubon International launched its Water & Sustainability Innovation Award this year to recognize landscape companies, organizations and municipalities for sustainable, water-efficient projects. Corica Park South Course of Alameda, California, and its management firm, Greenway Golf, was the first recipient.

The Audubon Cooperative Sanctuary Program for Golf provides a tangible form of recognition for clubs and courses committed to protecting the environment and preserving the natural heritage of the game. By helping people enhance the valuable natural areas and wildlife habitats that golf courses provide, improve efficiency and minimize potentially harmful impacts of golf course operations, the program serves an important environmental role worldwide.

Audubon International also has developed Standard Environmental Management Practices that are generally applicable to all golf courses. These standards form the basis for the Audubon Cooperative Sanctuary Program for golf certification guidelines. Points of focus from the ACSP for golf facilities include habitat planning and management guidance, which educates club members and other golfers while increasing the understanding of best management practices for pesticide use.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine. 

Substance Over Style

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In the old west, big talkers who didn’t deliver on what they promised were described as “All hat and no cattle.” Simply put: more image than substance.

None of us wants to be thought of in those terms. We all want to deliver the goods as promised. Doing so, while often challenging, is more achievable when you take these important steps:

1. Develop your strategic plan carefully because that’s where you lay out your promises in the form of goals and objectives. Stephen Johnston, the founder of Global Golf Advisors, often explains the importance of strategic planning by saying, “The lack of a strategic plan is not as dangerous as not having fire insurance, but it’s certainly playing with fire.”

The key components of a sound strategic plan are: (a) market analysis; (b) operational review and comparison against performance benchmarks; (c) financial measurement — especially of the sources and uses of funds; and (d) clear-eyed evaluation of governance practices. These four components assure that you have a plan that states clearly your goals and objectives and establishes a broad understanding of expectations.

Remember that an effective strategic plan answers the question: What? The business plan provides the details behind How? When? Who? and Where? The tactical plan outlines the steps that will implement the strategy.

2. Put your strategy to work. Strategy is only as good as the execution that backs it up. Putting strategic goals and objectives into action also requires a plan — one that describes in detail how you and your team will achieve the goals and objectives of the strategic plan.

3. Make sure club leaders and managers understand the plan and how their functional areas are expected to contribute to its success. In 1962, President Kennedy declared, “We will put a man on the Moon in this decade and return him safely to Earth.” Shortly thereafter, while on a tour of the NASA Space Center, the president came upon a janitor mopping the floor. When asked by the President about his job, the janitor responded, “Mr. Kennedy, I am part of the team that is going to put a man on the Moon.” That is plan buy-in and real-life awareness. The lesson: Make believers of your staff.

4. Review your plan’s success. No matter how well-intended a plan might be, careful evaluation and follow-up ensure that the plan remains relevant and purposeful. Another benefit of ongoing evaluation is evolutionary improvement and maximized understanding. Here are three steps to ensure that your plan is working at full capacity:

  • Provide quarterly strategic plan updates. Report your accomplishments and missteps with equal openness. Quarterly updates keep strategy alive in the boardroom and assure members that their board and club management are keeping their promises. Members support trustworthy leadership and trust is built on accountability in your actions.
  • Post a strategic scorecard. After the quarterly update, post the results truthfully and without acclaim. No different that posting your golf score, this is a matter of open accountability for performance. Embrace accountability for your strategic plan’s effectiveness.
  • Produce an annual report. Tell your members what has been accomplished. Align the annual report, as any major corporation would, with the strategic goals and objectives for your business and report on progress toward those goals. Provide members and stakeholders with a succinct summary of the strategic effectiveness of your plan, your board and yourself.

Strategic plans are based on the notion of having a focused plan of action on which all can rely. This step helps to make you and your work more trusted while bringing focus to what makes your facility successful.

One of the more common concerns in many golf courses and clubs is the question of vision or what it really wants to be. A carefully developed strategic plan clearly states who and what you are and establishes a trustworthy foundation for achievements. It shows people that you’re more than just a hat – it’s evidence that you’re bringing the beef.

This article was authored by GGA Partner Henry DeLozier for Golf Course Industry Magazine.

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