CMO...Leadership & Club Management

Event:  Club Management & Leadership for Club Managers – Global Golf Advisors

Schedule:  9am continental Breakfast, 9:30 am-12:00pm Education, 12:30 pm lunch, Optional golf

Social: Lunch and optional golf

Location: Riverside Golf & Country Club                 

Chairs: Dave Hanna

Education Credits:  3 Education

Cost:  $45 per person including breakfast and lunch

Presented by Henry DeLozier and John Strawn of Global Golf Advisors

BACKGROUND

A recent survey asked managers of influential North American clubs how the use of sophisticated new business intelligence methods, such as tools to measure operational performance, variations in market pricing, and key performance indicators, has affected the way their clubs operate.

The respondents identified a broad range of impacts, some of which they considered beneficial, while others posed new challenges. “Helps me make important financial decisions,” noted one club manager, while another pointed out that he had to hire additional staff to “track data and provide analytics to assist in decision-making.”

Using insights derived from examining this trend, GGA Partner Henry DeLozier and Director John Strawn will present an educational session on Club Management and Leadership for Club Managers, looking at the ways club managers in the CMA Oregon chapter can make use of new technology and management tools to guide their clubs.

TOPICS

81% of managers surveyed believe that their clubs’ use of business intelligence is having a high or very high impact on operations. We will explore this impact on club managers in three areas effecting their leadership.  

• The Role of the Servant Leader;

• The Leadership Role in Adopting Best Practices; and

• How Club Leaders Can Evaluate and Incorporate Private Club Trends to Improve Leadership

SERVANT LEADER

We will begin with an examination of the role of the “servant leader” in clubs, providing insights into the ways club managers can both guide the creation of policy and direct its implementation

I. Overview and Introductions (presenters and attendees)

II. Servant Leadership a. Defining Characteristics

b. Examples of Servant Leaders

c. Skills to Develop

III. Discussion

LEADERSHIP’S ROLE in ADOPTING BEST PRACTICES

We will review a summary of the recent findings by GGA’s Institute of Best Practices (IBP), which has collected data from a select roster of courses world-wide. (IBP is a collaboration with CMAA-China Chapter, with support from The World Golf Foundation, The Club Managers Association of America, The Asian Golf Industry Federation, Golf Environment Organization, Golf Magazine China Edition and the Tourism College of Sun Yat-Sen University. All of the cooperating clubs are ranked in the Top 100 in their respective regions, including elite performers from USA, Canada, Europe, and the UK as well as China.)

I. Best Practices Defined

II. Functional Leadership

III. Discussion

EVALUATING and INCORPORATING PRIVATE CLUBS TRENDS to IMPROVE

Club Managers face a rapidly transforming competitive environment, which demands that successful club leaders understand not just the needs of their members and staff, but the broader demographic and cultural challenges within which contemporary clubs operate. The concluding portion of the Leadership Session will examine how keeping on top of trends can boost and sustain leadership, both in defining goals and guiding boards and staff.

I. Primary Trends Impacting Private Clubs

II. Trends Unique to Oregon (attendee-sourced)

III. Using Trends at Your Club

TAKE AWAYS 

We hope attendees will find the presentation valuable in keeping them abreast of current trends and best practices.

Our goal will be to provide a clear guide to resources available which can help club leaders succeed in guiding their boards, members and staff, establishing clear goals and keeping morale high.