Tag: sales

Will Millennials Save Golf?

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A few years ago, Time magazine published an exhaustive look at millennials titled “The Me, Me, Me Generation.”  The story took some shots at a generation characterized as “lazy, entitled narcissists who still live with their parents,” but concluded that the world’s 80 million 18- to 34-year-olds will “save us all.”

Global Golf Advisors has done extensive research into what makes millennials tick – especially from a golf perspective – aimed at answering this question: “Will they also save golf?”

Their numbers portend their potential.  Millennials are responsible for the majority of purchases of everything from groceries to automobiles.  They’re also beginning to settle down, with careers, homes and kids of their own.  As they do, their global spending power is estimated in excess of $600 billion a year.

There are about 6.4 million millennial golfers, according to the National Golf Foundation.  That’s more than any golf cohort, other than 6.8 million Gen Xers, whose birth years are generally considered 1965 to 1984.  By contrast, there are 5.4 million baby boomers, once thought to be golf’s saviors, but now on the back nine of their golfing careers.  Here’s what else we know about millennials:

  • They are the first generation of tech natives. They practically teethed on their PCs, tablets and smartphones.  They love their phones, but hate talking on them.
  • They crave new experiences, even more than material goods.
  • They need to feel like what they’re doing is important.
  • They aren’t as willing as former generations to sacrifice their personal life to advance their careers.
  • They’re heavily influenced by product reviews, Q&A’s and photos posted by other consumers.

But what will it take to turn their potential into our reality?  Global Golf Advisors teamed up with Nextgengolf to survey millennial golfers across the U.S. Here’s what we learned:

The No. 1 reason millennials play golf is to hang out with friends.  That’s closely followed by enjoying being outdoors and athletic competition.  Interesting, business-related reasons, such as growing their network, were last on their list.  They just want to have fun.

The millennials in the survey who play at daily fee courses are frugal.  Slightly more than 80 percent want to spend $50 or less on a round of golf.  Sixty percent typically spend between $25 and $50.

Three-quarters of millennials will consider joining a private club in the future.  Twelve percent are already a private club member.  Nearly half of participating millennials plan on joining a private club within the next three to 10 years.

Factors influencing their decision to join a club also show the importance of the social side of the club experience.  The most important factor that influences a membership decision is a recommendation.  Eighty-three percent of survey respondents said encouragement from a friend, colleague or family member might cause them to join a club.  These are folks who are accustomed to reading reviews and acting on the recommendation of others.  The second most influential factor was a positive experience while attending a tournament or special event at the club.

For most, though, golf is not enough of a draw to join a club.  You must remember: millennials are social animals.  Many are involved in as many as 10 recreational activities.  That’s why a workout center, for example, is a valuable investment for clubs and golf facilities that want to increase their appeal to millennials.

Millennials like options and flexibility, and that characteristic was borne out in the portion of the survey focusing on entrance fees and dues.  Forty-one percent of millennials would prefer to pay more annually than pay an entrance fee to join a private club.  Approximately half said they would prefer an annual fee of $3,000 or less to belong to a club.

The challenge for clubs?  To create an environment that not only appeals to the new wave, but also one where members of all generations can co-exist.

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

Key Benchmarking Standards in the Golf Industry

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How to Leverage the Information to Improve Operations

Benchmarking standards are commonplace in most industries. These standards are set and updated based on defined and evolving business models and shared information. The core objectives for creating and using benchmark standards are performance measurement and improvement. The golf industry has lagged other industries in the widespread adoption and use of benchmark standards.

The good news is that change has been brewing for years and is picking up speed. The NGCOA Canada is helping to lead the charge through its various benchmarking and performance tracking initiatives, including the Revenue Tracker and Rounds Played & Weather Reports, which provide comparisons of an individual course’s results to their competitive set, provincial and national averages along with Performance Intelligence which provides course specific benchmarks and feedback.

With the various categories of courses, and corresponding operating models (private, semi-private, resort, public, and municipal courses), executing benchmarking and performance tracking initiatives is no small feat.

In order to effectively use benchmarks, there needs to be standardization. This typically requires the use of Key Performance Indicators (“KPIs”) that enable meaningful comparison from business to business and across markets. The KPIs for each type of course are different.

As an owner or operator, this means you need to be recording, tracking and updating KPIs in a manner consistent with the industry (category) standard as a baseline starting point. Therein lies the greatest challenge the golf industry is set to overcome.

In recent years, it has become evident that benchmarks and KPIs have significantly helped golf course owners and operators measure and modify their operations to improve financial performance. Financial performance is not just net income, it includes managing the balance sheet (working capital and debt) and ensuring the maintenance of physical assets.

PUBLIC, SEMI-PRIVATE AND RESORT FACILITIES

Public and semi-private golf course operations have a singular focus – maximizing the yield on a finite inventory of available tee times. As the market for golf continues to evolve, a focus on maximizing gross margin from non-golf related revenues will also become more important.

Some of the most important benchmarking standards for public and semi-private courses relate to rounds of golf, revenues per round, and labour and other expense ratios.

The following are a few examples of important KPIs by category:

Rounds and Revenue

Naturally, a key measure of performance is rounds played. Beyond revenue, rounds played, and average revenue per round, critical indicators required to understand performance include:

  1. Tee time utilization: rounds played compared to rounds available; and,
  2. Rounds played yield variance: how much does each round yield, on average, compared to the highest yielding round.

These indicators allow operators to quickly understand if their pricing model is effective, or if it needs to be adjusted to drive utilization and yield simultaneously higher. While each course and market are different, if your tee time utilization is below 40% and your average revenue per round yield is below 70% of your highest yielding round, significant adjustments should be considered to improve performance. A healthy course will typically run at a utilization rate of 50% to 65% of weather adjusted available tee times and average revenue per round as a percentage of peak revenue per round between 70% and 80%.

Other helpful metrics include utilization and yield statistics measured on a per round basis for other ancillary revenue sources such as carts, driving range, food and beverage, and merchandise. Resort properties will also measure green fee revenue per room, after adjusting for occupancy sales; and total rounds played by guests of the resort versus non-guest play.

Cost of Sales

The cost of sales metrics are generally more straightforward and easy to come by, with costs more consistently recorded and tracked. Generally, food and beverage cost of sales as a percentage of food and beverage revenue average between 26% and 36%, while merchandise cost of sales as a percentage of merchandise revenue average between 65% and 75%, depending on the mix of hard and soft goods sold.

Labour and Other Expenses

Labour expenses are the largest category of expenses for golf courses, generally ranging from 52% to 58% of total expenses.

Expense metrics which go beyond simple dollars and cents, are generally harder to come by due to the wide variety of operating models, departmental structures, and local market conditions for labour and other products and services.

That said, typical labour metrics include the following:

  1. Labour related costs as a percentage of revenues and costs. For instance, food and beverage labour expense as a percentage of food and beverage revenue generally averages between 38% and 50%.
  2. Full-time equivalents by department. According to the most recent NGCOA Canada Compensation & Benefits Report, the average full-time equivalent head count at public and semi-private facilities in Canada is 18.2.
  3. Actual key employee payroll and benefit costs. Public and semi-private facilities employ an average of 52 employees, with significant variances in the mix of staff (permanent, seasonal, full-time, and part-time) by region and type of facility – you are encouraged to consult the report for a detailed breakdown of compensation by key position.

Other operating expenses are typically evaluated against a unit of measure. For example, greens expense per maintainable acre and clubhouse expense per square foot.

Advertising expense is measured as a percentage of total revenue, as are other variable expenses such as bank charges and credit card fees. From a capital expenditure standpoint, public and semi-private golf courses should on average spend between 3% and 5% of total revenue on maintaining existing capital items.

PRIVATE MEMBER CLUBS

Private clubs sell and market more than just golf, they promote a lifestyle and social hub. Instinctively, not-for-profit private clubs focus on break-even operations, member satisfaction and maintaining assets.

In order for a private club to be successful, all aspects of the operation must meet members’ expectations, and as a result, measuring utilization and service levels of all club facilities is quite important. In addition, most people do not want to belong to a club that appears run down; as such, an important KPI is expected capital maintenance costs and the funding of those costs through entrance and capital maintenance fees. Below are a few examples of private club KPIs:

Revenue

The key focus from a revenue perspective is annual dues, maintaining a stable membership count, guest fees, power cart revenue, and food and beverage revenue. An example of important revenue KPIs for a private club are shown below:

  1. Full Member Equivalent: total annual dues divided by a full member’s annual due.
  2. Satisfaction, participation and utilization: critical statistics to measure and benchmark.
  3. Natural attrition rate from existing membership: typically average between 5% and 8% of total memberships.
  4. Membership Conversion Rate from Inquiries: generally average between 8% and 12% of qualified inquiries.
  5. Revenue per membership by department, source and membership type.
  6. Average guest rate (achieved) compared to the peak guest rate, typically averages between 65% and 75%.
  7. Average number of guest rounds per membership, typically ranges from 5 to 12.
  8. Average tournament patron rates, typically ranging from 80% to 90% of the peak guest rate.
  9. Rounds per membership, typically ranges from 35 to 48.
  10. Utilization of tee times by membership category.
  11. Golf Cart Utilization: golf cart usage as a percentage of total rounds, which typically ranges from 35% to 50% depending on walkability of the golf course.

Cost of Sales

Similar to public golf courses, cost of sales as a percentage of revenues are some of the more readily available metrics. Typically, food and beverage cost of sales run higher for private clubs, between 35% and 42% of food and beverage revenue, while merchandise cost of sales typically average 75% of merchandise revenue.

Labour and Other Expenses

From an expense perspective, most private clubs have excellent controls in place to keep expenses in line with the approved budget.

  1. Labour expense ratios as a percentage of total expenses are usually slightly higher at private clubs ranging from 55% to 62%.
  2. Full-time equivalents and headcounts are also typically higher at private clubs, averaging 48.3 FTEs and 101.9 employees.

All other KPIs related to expenses are generally based on a unit of measure of as a percentage of revenue. For most operations, controlling expenses is important; however, for private clubs this may not be as important as meeting member satisfaction. Defining what is important needs to be a ‘first step’ for each operator.

HOW DO YOU LEVERAGE KPIs?

A requirement for effectively using benchmark standards to improve your specific circumstances is the application of experience to compare and contrast your results with that of the standard, investigate discrepancies and develop focused improvement plans.

Most owners and operators want to be as efficient as possible without lowering their expected standard of excellence. The use of benchmarks allows operators to both measure performance and adjust operating procedures to improve performance and meet the goals of the club.

Although benchmarks are typically used to measure historical performance, they can be used to make alterations on a timely basis if reviewed appropriately and to provide direction for adjustments moving forward.

For example, certain utilization KPIs can be evaluated daily, weekly or monthly. For a public course operator, it is essential that their information system be ‘real time’, so KPIs can be calculated, and if needed, communication to the general public adjusted in a timely manner (yield management). The use of KPIs and benchmarks need to be part of the toolkit for management and the owner.

Furthermore, more sophisticated operators have set up specific dashboards with differing KPIs for different levels of management and/or ownership. The dashboards are produced on a periodic basis, either daily, weekly or monthly depending on the audience.

This information is then used to adjust operations on a timely basis or adjust marketing and communications to patrons in order to enhance utilization of the facility.

From a management perspective, KPIs and utilization statistics can be used to align labour costs with activity. In addition, some operators use KPIs to evaluate staff performance and determine bonus calculations.

The most important are KPIs that allow for timely revenue enhancement and service improvements that improve patron/member enjoyment. If you are not using KPIs, you are at a disadvantage and are missing a key tool in your management toolbelt.

STAY COMPETITIVE

In summary, benchmarking standards help each operator remain competitive within their market segment. KPIs can also become a motivating influence for staff and management. Simply tracking your results compared to budget is not good enough. Operators need more dynamic information which allow for the development and implementation of timely tactical solutions.

Industry benchmarks are key to a successful operation – without them your operation is at risk.

This article was penned by Derek Johnston for NGCOA Golf Business Canada. 

On Message

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As a business, it’s important to step back at times and ask yourself the question: who am I talking to?

When it comes to local marketing, clubs can easily get caught up in getting their message out without really being aware of who they are aiming to reach. Sadly, this can amount to hurling words into the abyss in the hope that they will find someone relevant.

The fact is, it’s impossible to craft a truly compelling message if you don’t know who you are talking to. The key to effective messaging is targeting, and the key to targeting is thorough market research.

Internal Market Knowledge

Knowing your market starts with knowing your own club.

The first step in this discovery process is to build a clear picture of your current club members. Better understanding who and where your club is right now will help you to visualize who and where it could be the future, as well as tuning you in to areas of opportunity that exist around you.

This type of information from your members can be sourced from surveys, focus groups, suggestion/comment boxes, informal meetings with management or staff, or operational metrics tracked as part of a broader business plan.

What insights should you be looking for?

Member/Customer Information

  • Demographic profiles (age, gender, family composition, ethnicity, income level, other club memberships, political leanings, religious affiliations, etc.)
  • Home addresses (zip codes, secondary homes, distance from work, school districts)
  • Contact information (names of family members, email addresses, phone numbers, social media habits)

How Members Use the Club

  • Rounds played by segment and month/week/day/hour
  • Revenue by type
  • Amenity utilization metrics (fitness, dining, tennis, event attendance, etc.)

Understanding the habits, preferences, lifestyles, wants, and needs of existing members is invaluable, because it will enable your club to identify and target individuals with similar profiles to existing members.

This is the “low-hanging fruit” for clubs, and it is the first place you should invest your energies. If you have successfully sold to people of a certain demographic in the past, then there is a good chance you will have success selling to similar prospects in future. People are also prone to associate and identify with likeminded individuals, so these prospects will be drawn to your club if they see that they can relate to your existing members.

The next step is to use this data to build a picture of who is missing from your club. What market segments are you not connecting with? Is it female golfers, Millennials, fathers with young children?

Understanding who is missing at your club will teach you a lot about where your messaging may be letting you down. Depending on the demographic around your club, you may find that some of these missing segments are on your doorstep, and it is just a case of reaching out to them in the right way.

External Market Knowledge

Once you have learned all you can from within your club, it’s time to turn your eyes outward: who are your neighbors and who are your competitors?

What data should you be looking to gather?

Demographic/Psychographic Information

  • Demographic and income data
  • Details on lifestyle groups in your area (psychographics)

Supply/Demand Data

  • List of all competitors in your market area
  • Summary of service and amenity offerings at each
  • Collect data to quantify demand (golf participation rates, studies, visitor information etc.)

Local Market Data

  • Demographics on public websites like governmental or municipal agencies
  • Customer and demographic mapping through Google
  • Comprehensive reports available through sites like Tactician or Environics

Putting a ‘face’ to local market areas will provide pertinent insight to help define your targeted message. If the profile of certain local market areas doesn’t match that of club members, then you may be faced with making bigger changes to your messaging than you expected. Armed with this information you can adjust your communications strategy accordingly, or else decide that you could invest more fruitfully in membership recruitment elsewhere.

The club must also know who its competitors are – what they are offering, their strengths and weaknesses – in order to create a message that differentiates your club’s offering.

This type of external information can be sourced anecdotally from calls to neighboring club managers or through online reviews, backed up by qualitative data sourced through competitor websites.

By gathering the right market knowledge from both internal and external sources you will be equipping yourself for growth. Not only can you identify the “low hanging fruit”, but you can also target demographics that your club is missing out on. Your message will become stronger by understanding what separates you from your competitors, and also, most importantly, by knowing exactly who you are talking to.

This article was authored by GGA Senior Manager and Market Intelligence expert Michael Gregory.

Three Steps to Connect Marketing to Sales

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In theory, sales and marketing should be two of the most integrated and connected aspects of your Club’s operation.  The reality, unfortunately, is that in some businesses they are operating almost independently and singing entirely different tunes.  For the Club, what this divergence leads to is ineffective messaging and lost prospects.  The importance of connecting sales to marketing is clear, so the question is: how can we achieve it?

To understand how to improve this connection, it is first important to understand the difference between the two disciplines of marketing and sales.

Marketing is a management planning process; it is focused on the strategies and techniques of crafting goods and services, all the way from a concept to an end-product or service.

The sales process is focused on the strategies and techniques of convincing a customer to exchange their cash for that product or service.

The marketing process develops a perceived need for your product in the mind of a customer, and the sales process then allows the customer to satisfy their perceived need for your product by purchasing it.

Although separate and distinct disciplines, marketing and sales efforts must be carefully aligned to achieve their highest potential in generating a steady stream of customers for your Club.

Using this three-step procedure to connect your marketing to sales will put you on the path to generating more qualified prospects and selling more memberships.

Step One – Clearly Define Your Four P’s

Successful marketing captures your business through the lens of your customer’s needs – and the satisfaction of those perceived needs – by defining the “Four P’s” of your offering: Product, Price, Place, Promotion.

To test how well-defined your product is at this moment, ask each member of both your management and sales teams to give you their “elevator pitch”.  If those pitches are not identical, or if they are not focused on precisely what differentiates your Club from its competition, then you have work to do.

Defining your Product properly begins with your mission statement – the single sentence that describes why you exist.

Once you have that definition, you must develop your brand position – an expression of what makes your Club distinct, unique, and fills a particular consumer need in a way that none of your competitors can.

Your brand position is critical: If you do not understand what you are offering, neither will your prospects.  Even more disturbing is this reality: If you don’t define your product, someone else will, and you may not like their story.

After “product” comes Price, Place and Promotion:

Price is self-explanatory.

The definition of Place is a clear analysis and understanding of the specific target audience for your product, and the tactics you have selected and employed to reach that audience.

Your definition of Promotion is the complete list of methods you will use to broadcast your product to your audience – for example: brochures, a website, mobile apps, print or digital ads.

With your “Four P’s” clearly defined and in hand, let’s move to Step Two.

Step Two – Singing from the Same Sheet Music

Step two along the path to connecting marketing to sales is teaching your team, particularly your sales force, to “sing from the same sheet music”.

To do this you will need to train your team to:

a) be comfortable with presenting your Club according to this script

b) understand the importance of presenting a consistent image and message when promoting the Club in the marketplace

Consistently reinforce and remind your staff of its importance in all employee communications.  You could do this as part of your email signature, through a notice on employee message boards, or verbally during employee meetings.  Just as consumers are bombarded with over 3,000 messages a day, so are your employees.  Make sure it’s your message that sticks.

Constantly encourage employees to share how and when they have promoted the Club and reward them with both private and public recognition for their efforts.

With your marketing in place and your implementation team deployed, it’s on to Step Three.

Step Three – Track, Analyze and Adjust

Your Club is now positioned consistently across all communication channels and your employees are all singing from the same sheet music, but how do you know for certain that marketing is now connected to sales?

The answer is through data collection and analysis.

  • Ask consumers where they learned about you when they visit or call the club
  • Incorporate unique URLs and telephone numbers into published advertising to identify what technique connected with what specific audience
  • Google analytics provides a wealth of data about prospects who have visited your website: where they visit from, what pages they visit, how long they spend on your site and more
  • Social media sites also provide data on likes and engagement
  • Tracking pixels can also be added to emails and webpages to follow the activities of users

Review and analysis of this data will expose what is working and what needs to be adjusted to create maximum impact.

The combination of a clear and consistent Club message, the effective broadcast of that message to your target audience, your sales team singing the same song, and close attention paid to what is working and what is not will connect your marketing to sales – providing a steady stream of qualified prospects to your door and new members to your Club.

This article was authored by GGA Senior Associate and Marketing expert Linda Dillenbeck.

The Revenue Menu

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At a typical golf club, who should be involved in building revenue for the club?

Building revenue is a part of everyone’s job at a club.

If you are a leader, it’s important that everyone under you shares your vision to increase sales.  That necessitates good communication, as with any efficient team, but if all areas of the club are on the same page when thinking about how best to benefit the bottom line, the results will speak for themselves.

They say no man is an island, and no part of your club operation is either.  If you want to build revenue, it needs to happen at all levels of your business.

How can a club encourage all levels of the operation to be thinking about revenue growth?

Attitude always reflects leadership.  If the leader’s attitude is demonstrated in a commitment to increase revenue, most subordinates will embrace the importance of the task.

Therefore, it is incumbent on team leaders to teach staff, not just what to sell – which goods and services yield the most profit margin for the Club – but also how to sell it.

Often staff members are enthusiastic about developing new skills and all they need is guidance.  The truth is, few among us are natural-born salesmen, but selling is a skill that can be learned.  Think about investing in a professional selling skills program to train the club’s staff, and the selling strength of the club will expand immensely.

How should the operations team decide on which revenue sources to focus their energies?

A great way to get the ball rolling is to create and use a ‘Revenue Menu’.  Think about all of your available revenue sources, list them out, and leave no stone unturned.

You will want your team to focus on what yields the most to the club and sell high-yield items as much as is reasonable; however, it is also important that each staff member knows all of the products and services that they can offer a customer.  This way, when the high-yield items are not appropriate they can move down that list.  It all adds up: if you don’t get the little money, you won’t get the big money.

Membership dues and guest fees are high-yield segments, as are fees for motor carts and range balls, and these are usually the best place to focus first.

However, one notable exception to the notion of focusing on high-yield products is instruction.  When people commit to becoming better golfers, they use the club more often, feel more loyalty towards it, and make it a priority in their thinking.  Helping others to enjoy golf more through instruction is a sound business approach.

What are some of the key tactics that should come from any “Revenue Menu”?

  • Membership dues and fees will be the primary source of revenue for most clubs, and should always be a priority.
  • Items that have little cost of sales attached to them such as motor carts and range balls.
  • Increase rounds played through non-dues golf rounds (guest play) and events.  This should be a priority for every pro.
  • Win the kids and you win the moms; win the moms and you win the game.  Treat children well – it’s good business.
  • Reward customer loyalty, but reward it only when you get what you want (e.g. buy 10 buckets of balls, get one free, etc.).
  • Cause customers to earn discounts.  When you do a points program at your club, be sure it doesn’t become a problem with customers looking for more.
  • Make instruction a priority.  Revenue comes in different ways, not only directly.

The key is that your Revenue Menu needs to be a living document, not just a one-time event.  It’s important to follow and map the items on your menu to see how they are performing.  This allows you to adjust your tactics as you move forward and discover which items are more fruitful investments at your club.

This article featured insights from GGA Principal and Partner Henry DeLozier. 

Polish Your Skills

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Of all the career counseling advice given over the years, Abraham Lincoln probably nailed it when he said: “The best way to predict the future is to create it.”

With one more grass-growing season under your belt, maybe you’re reflecting on your career and wondering where it’s going. Maybe you’re worried it’s not going in the direction you hoped or that it seems stuck. Maybe it’s time to take charge of your career and start creating your future. Here are nine capabilities that must be developed and improved upon to advance your career:

Leadership/Command Skills

Are you the person to whom others look in times of difficulty or crisis? John Cunningham, who began his career as a golf course superintendent and is now the general manager at Aronimink Golf Club, views career paths as a four-lane highway rather than the one-lane road many see. “Do not pigeonhole yourself as just an expert in one area. Once I started learning about the entire club business, I realized that the leadership and management skills that I had been working on in one area of the club business were transferable to many other career opportunities.”

Professional Selling Skills

Those who understand the science of professional salesmanship have a distinct advantage when trying to move someone to their point of view. For them, persuasion is a process of describing both the features and benefits of the course of action they advocate.

Business Acumen

Do you understand how the business you manage works? Are you an accomplished financial manager? Countless programs are available through CMAA, GCSAA and the PGA of America to help aspiring managers understand the business necessities of their clubs and employers.

Learning on the Fly

Many lessons in club management are learned on the fly without time for rehearsal or in-depth preparation. This requires that a manager be open to change and comfortable when dealing with unexpected problems. Mark Bado, the GM at Myers Park Country Club in Charlotte, says, “Aspiring managers should be patient and hungry to learn and to stretch themselves. We all experience setbacks and get knocked down. Surround yourself with people who have been there also and will you get back up on your feet.”

Standing Alone

The people who make major career moves are often those willing to explore new concepts and find new solutions to complex problems, ones such as labor shortages and escalating personnel costs. Often it is the champion for new concepts who reverses operational losses and plots a new course for a club’s growth.

Organizational Agility

“Take a chance and ask for help,” Cunningham advises. “The relationships that I have developed in the club business have afforded me so much perspective and insight. We all have blind spots and being collaborative and reaching out to others regarding your career will be invaluable.” Develop your own list of go-to experts in various aspects of the business and remember to pay their kindness forward.

Dealing with Ambiguity

Those who advance their careers function effectively in a state of continuous learning. Paul Levy, the current president of the PGA of America, has learned great lessons “in the heat of battle,” as he calls it. “Work on improving your communication skills (because) it’s often not what you say but how you say it that matters.”

Performance Management

“Today we live in a world where most people respond best to positive direction and motivation,” Levy says. ”When you must give feedback on performance or behavior that needs adjusting, it must be done positively and with a plan you both agree on for improvement that benefits both parties.” Every leader is held to account for his or her results; knowing how to track and measure ongoing performance yields improved results.

Hanging Tough

Adversity finds each of us. As the Navy SEAL saying goes, “The only easy day was yesterday.” Leaders are admired for their unwillingness to give in to problems. Your next promotion may come as a result of showing the determination to find a solution for which others have given up searching.

GGA’s Henry DeLozier penned this article for Golf Course Industry Magazine.

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