Tag: member

Four Pillars of Effective Communication

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This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, Andrew Whitelaw, General Manager at Portmarnock Golf Club in Dublin, Ireland, highlights four pillars of effective communications.

Build your messaging around credibility, reliability, connection and clarity.

Everyone agrees that communication is the vital ingredient to managing successfully through crisis. In addition to keeping stakeholders informed during uncertain times, effective communication builds trust in our leaders and in their decision-making process.

And since everything communicates – not only traditional channels such as email and newsletters, but also the condition of facilities and the attitude of staff – leaders need clear guidelines when forming their communications strategy.

Our crisis communication plans are built around four pillars:

1. Credibility.

Every communication, no matter how minor in scope or message, must be believable. Credibility is earned over time, one interaction at a time, but can be lost in a moment if the message does not ring true.

Facts are the starting point for credibility. Club leaders are the experts in club matters but should rely on true subject-matter experts – medical, healthcare and government experts and officials – and fact-based information when providing updates and guidance.

2. Reliability.

Can members and employees rely on their club’s leaders to give them the information they need? And can they count on them to deliver that information in a timely manner – as soon as possible and as soon as it has been verified?

Does the leadership team tell members and employees what they can expect in the way of communications – what will be communicated, when they can expect to see the next communication and what types of information will not be communicated, including anything that cannot be completely verified?

Maybe most importantly, do the club’s leaders have a track record for “walking the talk” and doing what they said they were going to do?

3. Connection.

In the midst of crisis, when six feet of social distancing often equates to long-range social separation, people yearn for human connections. We see evidence of that in the social media posts from our friends and colleagues that show family members playing board games and friends enjoying happy hour while connected through video chat apps.

The communications lesson is simple: stay connected and make it personal.

Beyond the initial wave of communications that focus on decisions regarding operations and the availability of facilities, we flex our communications outreach to include online cooking classes, podcasts and video golf lessons. In addition to helping to fill a social void and demonstrating creativity, these kinds of communications demonstrate the club’s attention to members’ and employees’ health and wellbeing, even when they’re not at the club.

4. Clarity.

There’s no room for ambiguity in crisis communications. This is a time for plain language, delivered simply and without frills. The goal of providing the information that members and staff need to make their own well-informed decisions should override any attempts at eloquence.

A good test to ensure clarity is to read the message out loud, first to yourself and then to a member or staff person, before it goes out. If you stumble over a phrase or someone asks you to reread a sentence, you know it’s time to go back and simplify.

The most serious crises never come with a warning. Suddenly and unexpectedly, they arrive at your door. It’s your job as a leader to sort through the information available, make decisions quickly and deliberately and communicate with members and employees. Incorporating equal amounts of credibility, reliability, connection and clarity into your communications will enhance your reputation as a leader while providing the information your stakeholders need.

Club Leadership for Tough Times

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This webinar continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. 

In case you missed it, this webinar – hosted by the National Club Association (NCA) in early April – explores the ways effective club leaders are responding to challenges and evolving circumstances posed by the coronavirus pandemic.

In it, Henry DeLozier, Partner, and Patrick DeLozier, Director, feature as experts on crisis response and facilitate discussion about how the board and management at one of the world’s best clubs are dealing with today’s pressing issues.

Nicholas Sidorakis, GM at Southern Hills Country Club, and Bryan Johnson, Southern Hills Board President, explain how they are navigating the everyday challenges of the current health crisis while focusing on the future well-being of Southern Hills Country Club.

View or listen to the webinar (54 min)

View or download presentation slides (.PDF)

A special thank you to Henry Wallmeyer, Joe Trauger, John Good, and Cindy Vizza at the National Club Association for the opportunity to participate.

 

When Compliance Meets Health and Safety

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This article continues a series of communications from GGA Partners to help private club leaders address challenges confronting their businesses and their employees as a result of the global health crisis. Today, Michael Gregory, a partner of our firm, discusses options and alternatives for clubs with pending annual meeting requirements.

With annual meetings and general elections upcoming, how should clubs meet what may seem conflicting obligations?

As the health crisis evolves, so too do the number and magnitude of issues facing club leaders. One that most take for granted – the annual general meeting and member election – now raises a difficult, if not contradictory, predicament: complying with club bylaws and government restrictions while protecting the health of members, families and employees.

First, know the law.

Is your club located in an area with a state or local government order prohibiting nonessential transit or in-person meetings? If yes, your decision is easy: the club cannot hold the meeting, notwithstanding bylaws that may require it.

According to Glenn Gerena, a shareholder at Greenberg Traurig and a community development and hospitality attorney, “If the club cannot have a virtual meeting under law or its bylaws, the board should discuss with counsel whether the government order gives the board a legal basis to hold a meeting on a virtual [platform] and, if not, to reschedule the meeting to a later date.”

If there is no state or local prohibition regarding an in-person meeting, the club should consider whether it can hold a virtual meeting according to its bylaws.

If your club decides to proceed with an in-person meeting, it is important to provide for proxy voting by mail and encourage all members to stay home and to vote by mail. For members who choose to attend the meeting in-person, the club must observe all health and safety protocols as defined and advised by their local government authority.

Should you go virtual?

Deciding if your club should hold a virtual annual meeting should involve discussions with your legal counsel. Counsel should review applicable state statutes, which may require in-person meetings, permit virtual meetings or defer to the club governing documents. The state statute will govern if bylaws directly conflict with it.

For example, most clubs in California have adopted section 7510 (f) of the California Corporations Code, which allows for electronic meeting and voting and, in cases where state statutes and bylaws conflict, the state statutes supersede the club’s bylaws.

Legal counsel also should review the latest state and local government orders related to the COVID-19 crisis.  For example, the Connecticut governor issued an executive order on March 21, 2020, giving corporations the ability to conduct annual and other shareholder meetings by remote means.  Similarly, for clubs in Canada regulated under the Corporations Act (provincial and federal), orders have been announced to allow members to meet and vote electronically.

“If neither the state statue nor bylaws expressly permit virtual meetings, the club’s board of directors should review bylaw provisions governing amendments and board powers to determine whether the board can amend the bylaws to permit virtual meetings and online voting,” adds Gerena.

In uncharted waters, rely on reason and caution.

While all clubs are encouraged to seek legal counsel to inform and qualify their course of action, club leaders should expect to be operating in uncharted waters and seek to act reasonably and cautiously in the current environment.

“If prudence does not make it possible to meet, then clubs need to consider alternatives,” said Van A. Tengberg, a real estate acquisition and development attorney at Foley & Lardner LLP. “I would not recommend deferring the annual meeting and allowing the board to serve longer terms.  If your bylaws do not allow virtual meetings, then clubs need to consider different options that provide members a reasonable and safe process to meet and cast their vote.”

As with all things in this new normal, communication (and even pulse surveys) that increases members’ understanding of circumstances and current limitations will be appreciated and rewarded and, in this case, may even help to mitigate potential future risk.

In an upcoming article, Michael Gregory will discuss options and solutions to complete a virtual annual meeting and an online vote. Contact Michael at michael.gregory@ggapartners.com or 416-524-0083.

Lifting the Fog of Crisis

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This article continues a series of communications from GGA Partners to help leaders of private clubs address challenges arising from the COVID-19 coronavirus that are confronting their businesses and their employees. Today, Henry DeLozier, a partner of our firm, highlights that now is the time to remind members of their club’s relevance and value. 

Lifting the Fog of Crisis: Now is the time to remind members of their club’s relevance and value.

The “fog of war” is a term coined in the 19th century to describe the uncertainty military troops often experience in wartime situations. Amid the deep uncertainty that the coronavirus has brought to our families, communities and businesses, many of us find ourselves in our own fog of war.

As club leaders reckon with the impacts – both immediate and long-term – of the current pandemic, lifting the fog of misunderstanding and encouraging engagement are important to your club’s longevity and success.

Here are two important steps to make your club a beacon of hope and inspiration to club members, their families and friends:

Make your club a positive influence for members.

Members appreciate knowing how the club, its members and staff are responding to current challenges. They are especially interested in how the club is taking care of its employees. In addition to e-mail updates enhanced with photographs and short videos, also consider:

Organizing virtual events. Using such technologies as Zoom and Google Hangouts, host a virtual happy hour. Keep the number small enough that everyone can be part of the conversation. As the organizer, start with a general update from the club and then let members take over with questions and updates of their own. This is an opportunity to lift people’s spirits, so keep it fun as much as possible.

Telling stories that inspire. Tell members about staff who are volunteering to care for others, including other members, while continuing to do their jobs at the club. Many members have special relations with club staff and will appreciate staying connected through stories.

Encouraging members to take away meals and snacks. Brad Bourret, GM at Cabarrus Country Club in Concord, NC, launched Take-Out Tuesdays before the crisis. He now reports that take-out for his club has exploded in volume. In troubled times, keeping connected to the things and people familiar to them gives members a greater feeling of safety and well-being. Think of it as comfort food.

Increase members’ understanding of club matters.

Provide regular updates. These are obviously not normal times, but retaining some level of normalcy is comforting. Members will appreciate knowing what is taking place at their club. Maybe a new freezer has been installed or the locker rooms and bath house have been fully steam-cleaned to ensure the club’s usual high sanitation standards. If spring flowers and shrubs are blooming, send photographs or a short video that reminds members of the natural beauty they enjoy at their club.

Introduce learning opportunities. Many members don’t understand how some aspects of their club functions. For example, club finances, board governance and the process for recommending members are unclear to many members. In addition, basic operations, such as housekeeping standards, the care and maintenance of facilities and kitchen storage and cleanliness practices, are obviously timely subjects. Now may be a good time to capture their attention and communicate important information on these topics through a podcast.

Conduct single-topic surveys. If you want to know what your members are thinking, what questions they have and what suggestions they would like to make, ask them. Short member surveys – which typically require less than 10 minutes – are great ways to update your understanding of members’ wants, needs and expectations.

The most serious crisis most of us have ever experienced has settled a fog over much of our lives, including our clubs. Efforts to lift the fog, including making your club a positive influence for members and increasing their understanding of how the club operates in good times and bad, reminds members of the importance of the club in their lives.

Your club’s relevance is among the many things being attacked by this virus. Now is the time for club leaders to take the steps that keep the club a meaningful and valuable part of members’ lives.

Employee Engagement

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This article continues a series of communications from GGA Partners to help leaders of private clubs address challenges arising from the COVID-19 coronavirus that are confronting their businesses and their employees. Today, Patrick DeLozier, a director of our firm, offers some ideas on keeping the team engaged.

Employee Engagement: It’s now more challenging, but also more important.

At the top of our priority list during these unsettling times is making sure our employees are not forgotten. They need to know that their clubs genuinely care for them and their well-being, and that you are mindful of the economic and social consequences that accompany this pandemic.

You also want to let employees know that they are valued members of a team that needs to stay connected during these tough times, so that they are ready to ramp up full-scale operations once it is safe to do so. Staying together even when you’re apart starts with communications, but also includes working effectively from remote locations and finding balance in a new work and home routine.

Social distancing doesn’t mean social isolation.

Leaders should make sure they are communicating with employees regularly and consistently. There are a number of ways to do this, some that take advantage of technology and others that rely on old-school practices.

You can write personalized notes to employees to keep them up to date on club news and plans. You can do this electronically, of course, which gives you an opportunity to add a video message. But this is also a good time for an old-fashioned handwritten note that arrives in the mail.

For those employees celebrating birthdays and work anniversaries, a phone call is a simple but effective way of showing that they’re a valued member of your team and further establishes you in their minds as an empathetic manager.

Make sure employees are included on any communication sent to club members. Keeping everyone informed at the same time builds trust and the sense that we’re all in this together.

Being comfortable – and productive – at home.

Most of your employees are probably not accustomed to working from home, which means they’re dealing with a new set of distractions—a dog barking, a child wanting attention – while trying to be productive in an unfamiliar workspace. Here are a few suggestions for working remotely:

Create a comfortable and separate workspace. Resist the temptation to pull out your laptop and plop down on the sofa, which makes it too easy to be distracted by other household activities.

Use one of the many video tools, including Zoom, WeChat, Skype and FaceTime to replicate the social interaction and brainstorming opportunities that a meeting at the club would provide.

It’s a balancing act.

Balance your day. Try not to fall into the trap of working too much. Instead, maybe watch an online concert, take an online yoga class or go for a walk with the dog. One of the best things you can do for your employees is to stay healthy, both physically and mentally.

Make time in your workday to speak with co-workers, friends and family about subjects not related to work. Share a funny story or compare notes on a favorite show or movie.

Now’s the time, carpe diem.

How many times have you thought, “If I only had more time, I would … .” Now you do, so take advantage of your down time to plan, dream and innovate. You might consider creating an idea think tank with your team and challenge them to submit ideas that support your member enhancement program. Have department heads dissect their business unit with the goal of improving efficiency, productivity and profitability.

John Quincy Adams said, “If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” Now, more than ever, employees are looking to you for leadership. Those who feel their employers are communicating consistently, openly, honestly and with empathy will stay engaged and return to work feeling connected to a team and a mission.

Because sometimes we just need to laugh…

Sample Coronavirus Planning Framework

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This week GGA Partners continues its series of communications to help leaders of private clubs address challenges confronting their businesses and their employees with three perspectives from the front lines of club management.

Today: Robert Sereci, GM/COO, Medinah Country Club, Medinah, Illinois.

A Comprehensive Project Plan for Responding to Rapidly Changing Circumstances Focuses Efforts and Assigns Responsibility

You can’t predict a crisis, but you can – and should – plan for one.

Having a plan for how to respond in times of crisis is essential to ensuring that all critical action elements are addressed. Equally important, a comprehensive plan helps your leadership team understand their individual responsibilities and the actions for which they will be held accountable. In addition, a timeline sets out clear deadlines and helps track progress toward your goals.

We developed a comprehensive COVID-19 project plan for our leadership group at Medinah and with the help of GGA Partners (with whom we recently collaborated on a strategic planning project), loaded the plan into the Smartsheet software tool to assign tasks, track project progress, manage calendars, and share documents. Below is the template we developed, which we’re happy to share with fellow club leaders.

To see a clean templated version that readers are free to use as a starting point, click here. Users can also download the corresponding Excel export that is editable and able to be imported directly to their instance of Smartsheet (click here to download).

From the planning template, we wrote a summary of the four key elements of the plan. In total, we viewed the actions under each section as a non-negotiable checklist for our leadership team.

Communication

  1. Assemble a COVID communication/response team – Should include members of the management team and the board.
  2. Member Communication – Focus on awareness, early measures and key dates, including club closure, locker and club storage pick up, etc.
  3. Staff Communication – Determine potential payroll taxes relief and other payroll aid tools available and seek legal advice. Identify the work-from-home capabilities and obstacles for team members.
  4. Board Communications – Brief the board and seek approval on immediate priority policy changes required.
  5. Committee Communication – Work with committee chairs to reschedule future meetings and determine conference call solutions.
  6. Other Stakeholder Communication – Plan for reaching out to vendors, prospective members, group reservations and other relevant stakeholders.

Operations

  1. Member Offerings/Venues – Separate into short-term versus long-term. Key checklist items include F&B menu/offering, vendor relationships, golf course opening plan and member access to pick up property.
  2. Cleaning Action Steps – Update the cleaning checklist with added preventative measures and assign personnel.
  3. Facilities – Define the future usage of each core facility at the Club (clubhouse, pro shop, F&B, admin offices) and any policy or function changes required.
  4. Other Operations – Define the operational plan for other areas of the business, including turf maintenance/engineering facilities, prospective member programs and non-member business- related income such as existing bookings for banquets and tournaments.
  5. Staff policy/scheduling and pay scenarios – short-term and long-term policy, and expected costs for salaries of full-time, part-time and seasonal employees (full shutdown vs. partial shutdown).

Financial Impact Planning

  1. Scenario Planning – Identify the most likely shutdown scenarios and model assumptions that have the greatest impact on the financial model (i.e. change in dues, wages, etc.).
  2. Preserving Cash Plan – Review all capital projects, loan schedules, outside revenue contracts to identify ways to conserve cash. Adjust assumptions for new member forecasts and resignation forecasts.
  3. Cost Cutting Plan – Based on the new assumptions for revenue and cash, determine the most prudent areas for cut-backs to payroll, operating expenses, contracts, events, etc.
  4. Revenue Generation Plan – Identify any new offerings the club can provide to support revenue generation, such as meal replacement, to-go orders, limited golf, event catering, etc.

Contingency Plans

  1. Determine a plan for shelter in place – Determine the trigger that would lead to no staff or members on property (i.e. order from city officials) and the time-sensitive steps to be taken in that event.
  2. Determine trigger and plan to close club completely – How does the plan change if shelter in place orders are extended or if a member or employee is diagnosed with the virus?
  3. Determine trigger and plan to reopen club completely – Leadership team develops a back-to- work protocol and a ramp-up plan.
  4. Club Events/Golf Tournament Status – Determine how each scenario above affects the status of scheduled club events that have not been postponed.

A note about Smartsheet: there are several different project planning tools out there, but I am quite fond of Smartsheet (www.smartsheet.com). I use the software extensively for project planning and highly recommend it. From a strategic planning perspective, it has been a great tool for us to keep track of progress on our strategic action plan and to keep our leadership group aligned on performance against our goals.

Because sometimes we just need to laugh …

Putting Planning First

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This week GGA Partners continues its series of communications to help leaders of private clubs address challenges confronting their businesses and their employees with three perspectives from the front lines of club management.

Today: Jan Bloemraad, CEO, The Glencoe Club and The Glencoe Golf & Country Club, Alberta, Canada.

In times like these, the impulse is to act. To take decisive action in response to the enormous challenges the coronavirus has placed at our feet.

But before you do – before you rally your team and charge into battle – my advice is to step back and make sure you have an effective plan in place. That’s what we did at our club, and the decision is paying dividends.

As the pace at which the coronavirus pandemic has picked up speed, it has become increasingly more challenging for business leaders to devote precious time on constructing and reconstructing a response plan. But in our experience, whatever time is lost while planning is more than compensated for in making sure your actions are the right ones.

In our planning process, we have identified three key elements that can have the greatest positive impact on focusing your team, making swift decisions and maintaining the trust of staff and members.

3 Critical Elements to Planning in Times of Crisis

1. Objective Setting.

There is never a more important time for setting objectives and goals than when planning a crisis response. Goals should be focused on immediate-term, short-term and longer-term time horizons.

Our team has organized our goals during this pandemic around five key pillars: communications, which must be open and honest; administration, operations, human resources and innovation.

2. Response Teams.

In times of crisis, an effective approach to organizing involves the creation of special response teams to ensure there is accountability, focus and resources assigned to every primary action required.

It is important to remember that in times of crisis a new layer of organizational structure is required, one that goes above and beyond your normal operating structure.

Our leadership team’s approach has been to assign a champion to each major goal and to form a team under each champion to ensure their work stays true to the goals we’ve set. Each response team ultimately reports to and takes direction from the Senior Leadership team.

3. Decision Criteria.

When circumstances are evolving rapidly and emotions are running high, data and facts are important allies. One of the more time-consuming aspects of planning in times of crisis is the design and development of critical decision criteria.

Having established decision-making criteria tied to objective data and facts sourced from experts are incredibly powerful resources in supporting swift action and building trust.

Our team set out to develop decision-making criteria and critical triggers for every major decision we knew we would face. These triggers, underpinned by data and facts, have guided all major decisions, reduced stress and empowered our team to meet this enormous challenge head-on.

As leaders, our first reaction to crisis is to run into the fire and toward the crisis. But the most important job of leadership, in my opinion, is first to point our teams in the right direction. A plan that embeds these three elements is a good way to focus everyone on the big picture and then on the tasks at hand, so everyone is working toward the same goals.

Because sometimes we just need to laugh …

What we’re going through is obviously no laughing matter. But according to Psychology Today, humor can be a great mechanism for dealing with stress. Jokes and witty conversation even in a time like this can make you feel closer to the people around you. Have you heard the one about …

In Times of Crisis, Customized Communication Is Key

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This week GGA Partners continues its series of communications to help leaders of private clubs address challenges confronting their businesses and their employees with three perspectives from the front lines of club management.

Today: Trevor Noonan, COO, Toronto Club, Toronto, Ontario and president of the Canadian Society of Club Managers.

It’s easy to say and it’s been said so often that it should be hard for any leader to forget: In times of crisis, communication is key.

Three weeks ago, when it was apparent the coronavirus was headed to Canada, I drafted the first of many memos to our members and our team of employees.

Based on what we knew (or thought we knew) at the time, I did my best to answer the most obvious questions: What is coronavirus/COVID-19? How is it contracted? What are its symptoms? What should you do if you think you’re infected? What personal protection measures should you take?

Then I tackled the personal side of the issue: How the club was responding to the threat, and how it was preparing for the possibility of a confirmed case amongst members or employees.

Not being an infectious disease specialist, I looked to outside resources for guidance, starting with WHO, the CDC and the Public Health Agency of Canada. I was also alert to information from other sources. The general manager of the Hong Kong Club was especially helpful in providing real-life experiences I could relate to. I even found relevant information from the property management company that manages my condominium building. Crediting these sources in my memos added credibility, trust and a level of comfort for our team members.

Since those first memos, I’ve written eight more, each customized to a specific group: members, employees and our management committee, plus two more as president of the Canadian Society of Club Managers. At the end of each memo, I said when each group could expect my next communication. This establishes a schedule and lets recipients know that I am going to continue to keep them informed.

I’ve also enlisted members of my management team as content contributors. Their participation promotes buy-in from all aspects of club management and helps them feel part of the solution. In addition, it was important to assure employees that wholesale layoffs were not imminent and that the club would be taking care of them. Early on we had meetings with employees where we asked for their suggestions on how the club should be responding. Some of their ideas were immediately implemented, making employees part of the solution and increasing pride in their club.

In meetings with employees, I do my best to be prepared with answers to the questions I can anticipate. But I quickly learned I cannot anticipate all of their questions, nor will I have all the answers. One phrase I’ve used a few times that’s helped with trust and credibility: “I don’t know all the answers; I’m still learning all the questions.” When you admit that you’re learning, and that you’ll do your best to find the best answers to their questions, it shows your commitment to informed decision-making and adds to their trust in you as a leader.

Of course, we should not overlook another important group in the communications process – family. Your family is going through this too. They’re worried about the virus and how it might affect family members. They’re also worried about club members, employees and their families. Now that I’m working from home (our club is closed), my family sees firsthand the challenges with which my fellow club managers and I are dealing.

You need to communicate openly about the coronavirus, but be sure to focus your discussions on other topics too. Don’t let the virus and its effects consume your entire time while home or your stress will be passed on to others around you.  Finally, don’t forget about taking care of yourself; in other words: practice what you preach.  Those who follow me on social media will have witnessed numerous #selfcare posts, and now with a community challenge to my colleagues and friends. The reaction to this challenge is heartwarming to say the least.

When it comes to guiding our clubs and our people through these challenging times, we’re all learning on the job. The first lesson, as I’ve been reminded, is to promote open, honest and clear communications.

Need something to lighten up your day? What could be better than a good, old-fashioned sitcom? How about 15 of them? Here’s a summary of some of your favorites and maybe a few you never got around to watching. Happy viewing.  

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.

Stop Thinking ‘Retention’, Start Thinking ‘Relationship’

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Retention is something of a time-selective phrase in club management.

Its definition has, arguably, become too closely rooted in taking action (usually) at the time of membership renewals to ensure as many existing members continue their membership as possible.

While that is a plausible (and at times necessary) position to take, the side effect is that it can begin to build a perception among members that you only care about them when it is in the club’s financial interest to do so.

So how can you go about changing that?

By facilitating meaningful relationships. From the moment they join, for the life of their membership.

The relationships your club cultivates for and with members are essential in developing and maintaining relevance – a key factor in positioning your club to achieve high levels of member satisfaction, retention, and recruitment.

Create the Social Links

Your priority in the early stages should be to integrate the new member into the social fabric of the club.

It’s easy to slip into thinking a member’s perception of the club’s value to them will revolve around the golf course or particular amenities and services you provide. But these tend not to be key factors in deciding whether to stay or leave, especially if they can experience them elsewhere.

What really sets your club apart is the existing membership base: the internal club networks and friendship groups that have established over time. This is the one thing that no other club can imitate. The more you can nurture and facilitate these inclusive and accessible networks, the stronger the emotional connection you can begin to create between new members and the club.

With that in mind, here are some useful ways to help facilitate the kinds of relationships that will instill loyalty and exceed the expectations of new members:

  • Invite them along to new member events (where they can get to know other new members).
  • Identify other like-minded members or members of a similar age to engage or play a round of golf with the new member.
  • Encourage or create opportunities for their family members to engage with the club at an early stage, through new member events, social events or simply by inviting them along to experience the club.

Develop the Connection to Expectations

Fast-forward the clock. These new members are no longer new members and have settled into life at the club. Hopefully, by this stage, they will have established meaningful relationships with fellow members and will be enjoying all aspects of membership.

Now is not the time to become complacent.

As Michael Gregory, GGA Director of Private Club Services, points out, “If you’re not exceeding the expectations of a member, then they are an ‘at risk’ member.”

But how do you keep exceeding expectations? Here’s some thoughts to consider:

  • Assess their satisfaction through a general member survey, or even through a dedicated survey for those of a similar member profile.
  • Identify areas of improvement through the survey and act on them. There is nothing worse than providing a forum by way of a survey but not following through on what your members are telling you.
  • Monitor individual engagement with the club, and look out for any profound changes of usage and utilization. Where there are changes, take the time to understand these and go the extra mile where it’s appropriate to do so.

Deepen the Sense of Belonging

Once members notch up 10 years or more, it’s safe to assume the club has become an integral part of their social life and, hopefully, their family’s too. They have likely forged a number of friendships, become attached to internal networks, and continue to enjoy the services offered by the club.

In this case it would likely take a significant event or set of circumstances to cause their departure.

However, as with any member, this should not reduce how attentive you are towards to this group. This is a group that will likely engage most with the club and have a greater sense of belonging, but also carry a greater influence – and this can be positive and negative.

So how do you manage this group effectively?

  • Have them play an active role in welcoming new members to the club. This will continue to enrich their relationship with the club, bestow a sense of trust in them, and retain a feeling of freshness.
  • Make them feel special. Organize specific events or social opportunities such as father / son or mother / daughter competitions, themed nights or games nights geared towards enhancing the emotional connection they have with the club.
  • Give them a voice – at this point in their member lifecycle they have a wealth of experience to draw from. Ignoring their suggestions can result in the emergence of vocal minorities, so give them every opportunity to serve on committees/boards and take an active role in the programming at the Club.

Retention is something managers focus on when renewals come around; relationships are something they develop year-round. If you can switch your focus to building and developing the relationships your members have with and at your club, you can continually exceed their expectations and create a sense of belonging that they will find difficult to live without.

 

This article was authored by GGA Manager Ben Hopkinson. 

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