Club House Europe Issue 3

CLUBHOUSE EUROPE

Volunteers – how to find them and keep them.

See page 38

ISSUE 3

Wentworth – why leadership matters Time out – meet CMAE’s new President Location report – spotlight on France

WELCOME

Welcome

Contributors

Bill Sanderson

Julian Small

Jerry Kilby CCM

Arnaldo Cocuzza CCM

Richard M. Kopplin

Lawrence Hardcastle

Sean Ferris

Caroline Scoular

Nick Sellens

Leigh Ann Ogilvie

Jonathan Hardy

David Foster

To the club industry, colleagues and friends I am very proud to be the new CMAE President and I am fully committed to the Association's mission and vision at this exciting time.

The CMAE is experiencing a dynamic and invigorating transformation at the moment. Whilst we continue to build on all our networking activities, we have progressed still further by working hard on our education programmes in the realisation that our industry demands (and enjoys) a lifelong learning process.

We will be talking about our successful MDP courses in the near future, but in the meantime please do read about it on our website! (http://www.cmaeurope.org/clubmanagers/mdp) Regarding our Allied Partners; we want to emphasise our role as an ‘umbrella organisation’ , bringing together many associations across Europe, and working to ensure that clubs thrive despite the extremely competitive environment we are all currently working in. Our relationship with the Boards and CEOs around Europe are based on mutual and reciprocal cooperation in this regard.

And on the subject of cooperation and teamwork, I have few thank yous to make! At the end of January, Jerry Kilby CCM left his role as CEO after seven years of building and developing important professional relationships. On behalf of the entire European club industry I would like to thank Jerry for the very important role he has played within the CMAE. I also thank my fellow Board colleagues (past and present) for the huge job they do daily for CMAE and for the friendship (reciprocal!) demonstrated over all these years. Thanks also to past President Jörgen Kjellgren for giving me the honour of being his Vice President – and thanks also to my family for being so understanding about the amount of time this all takes!

To conclude then – I am now at the full disposal of our wonderful club industry!

All the best!

Arnaldo Cocuzza, CCM President, Club Managers Association of Europe

Editor Caroline Scoular editor@cmaeurope.plus.com Design David Foster Editorial Nick Sellens Advertising Steven Foreman info@alchemycontractpublishing.co.uk Circulation Jon Hardy Administration Debbie Goddard debbie.goddard@cmaeurope.plus.com Publishing Director Sean Ferris sean@alchemymedia.co.uk;

Clubhouse Europe is a joint venture between the Club Managers Association of Europe (CMAE) and Alchemy Contract Publishing (ACP).

ACP Gainsborough House 59/60 Thames Street Windsor Berkshire SL4 1TX UK t. +44 (0)1753 272022 f. +44 (0)1753 272021 e.info@alchemycontractpublishing.co.uk www.alchemycontractpublishing.co.uk

CMAE Federation House Gainsborough House Stoneleigh Park Warwickshire CV8 2RF UK t. +44 (0) 247 669 2359 f. +44 (0) 247 641 4990 e.info@cmaeurope.org www.cmaeurope.org

The views expressed in this magazine are not necessarily those of the publishers or the CMAE. Clubhouse Europe does not verify the claims made by advertisers regarding their products.

CLUBHOUSE EUROPE 3

Contents 6 News round-up News, views and events – New CMAE President elected; CMAA announces 2014’s Officers and Board of Directors; Golf developments resist recession.

23

10 Viewpoint Selling Tee Times – the benefits and pitfalls.

13 Time out with Arnaldo Cocuzza What makes the CMAE’s new President tick?

Clubhouse Europe catches up with the engaging GM of Golf Club Milano.

16 Follow the leader Leadership is the primary function of a manager in any business. Julian Small, Chief Executive, Wentworth Club, shares his vision.

20 Has slow play had its day?

Latest research says slow play is fast becoming a big issue. Golf ’s governing bodies are called upon to take action.

23 Location report – spotlight on France From golf and sailing clubs to rugby clubs and multi-disciplined sports clubs, the Île-de-France is a hive of activity.

13

35 Planning for a new website Looking for a new website? Top tips on ensuring that your web designers deliver the best.

28 In the Boardroom

36 What customers want

The secret recipe for being a great board member.

30 Evergreen insights

Relaxed, family-friendly facilities with attentive customer service and flexible membership options are top of the list for the UK golfing fraternity.

Why insightful business advice stands the test of time – and why some club traditions shouldn’t.

38 Club volunteers

32 On the ball with Sir Alex Ferguson

How to find them and how to keep them – a UK perspective.

David Roy CCM extracts 10 key learnings from the football legend and examines how they can be applied to clubs universally.

40 The art of chairing meetings Typically, managers spend around 40% of their time in meetings. Yet according to research, 83% of people who go to meetings worry about them drifting off the subject.

32

41 The Last Word...

36

Jerry Kilby – the man and the mission.

For more information on any of these articles or to contribute to our next issue, contact Caroline Scoular. e. editor@cmaeurope.plus.com t. +44 (0)1753 272022 For more information on the CMAE, its events and/or courses contact Debbie Goddard. e. debbie.goddard@cmaeurope.plus.com t. +44 (0) 247 669 2359

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E EGCOA

P R E F E R R E D S U P P L I E R

News from the frontline Social network targets international growth All Square, a social network designed for golfers, has entered into a strategic partnership with golf management company Troon to help develop its global platform and connect golfers in international markets.

Users enter rounds and courses played on an interactive global map. More than 20,000 courses are listed with more being added daily, reports the company.

Patrick Rahme, Co-Founder and CEO of All Square said: “All Square connects the power of people's love for golf on one free, accessible and engaging social media platform designed exclusively for golfers.”

Bruce Glasco, Troon Senior Vice President & Managing Director, International Operations, said: “Troon is committed to creating extraordinary guest and member experiences, underpinned by superior service and the finest amenities. Naturally, we are happy for our customers to share those experiences with their friends and wider social networks, and All Square offers an ideal global platform for this.”

The new iPhone app is free to download and will be supported by advertising on Facebook, Twitter and other social media channels. The app was launched at January’s PGA Merchandise Show in Orlando, Florida.

• www.allsquaregolf.com

CMAE new President elected CMAE has announced the election of Arnaldo Cocuzza CCM as its new President.

Mr Cocuzza is the General Manager of Golf Club Milano, one of Italy’s oldest and most prestigious golf clubs. He achieved his CCM (Certified Club Manager) status in November 2011, the first Italian club manager to achieve this status.

On taking office, Arnaldo said: “I am deeply honoured to be elected to the post of CMAE President by my fellow club managers. I hope

that in the next few years, I will keep building on the good work of our previous presidents and boards in the development of club management education throughout Europe.”

Prior to becoming the General Manager of Golf Club Milano, Arnaldo was the General Manager of Le Pavoneire Golf & Country Club and Club Manager of Golf Club Padova, both in Italy.

• Turn to page 13 for an interview with Mr Cocuzza.

Club remodels to increase stand-out Falkenberg’s Golf Club in Falkenberg, Sweden, has been redeveloped following new plans devised by the club and golf course architect Caspar Grauballe in 2013. By developing the course, the club expects to stand out amongst strong competition from local clubs.

Changes include a dramatic and ‘fairer’ finish at the 18th, new tees which change the alignment of holes, repositioned bunkers for a visually more dramatic style and lots of variation round the greens. The work has been carried out in-house by the green keeping staff.

Golf Centre earns sustainability accreditation Birchwood Park Golf Centre, near Dartford, Kent, has achieved the internationally recognised sustainability award, GEO Certified. It joins less than 100 European golf facilities to receive the award which recognises commitment to three core principles of sustainability – planet, people and profit.

The Golf Centre, part of BGL Golf, is located in an area with some of the UK’s lowest rainfall and has invested £200,000 investment in state of the art irrigation.

“A lake holding 11 million litres of water was installed, as well as a rainwater harvesting infrastructure, which takes water from the car park and clubhouse and passes it through filters before irrigating greens, tees and approaches over the main course as well as greens on the short course,” said Howard Craft, Assistant General Manager at the club.

Other BGL Golf facilities to have achieved GEO Certified status include Hoebridge Golf Centre, Woking, Redbourn Golf Club, St Albans and Abbey Hill Golf Centre.

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Golf developments resist recession

Chipping in CMAA elects 2014 Association leadership The Club Managers Association of America has announced the election results for its 2014 Officers and Board of Directors.

CMAA members cast their ballots online or in-person at the 87th World Conference and Club Business Expo in Orlando, Florida in February, and the election results were announced at the event’s Awards and Conference Finale on Saturday, February 8.

The PGA Catalunya Resort near Barcelona has reported sales of more than 30 luxury properties in 2013, defying market trends and attracting positive media coverage.

“While property prices stagnate worldwide, developments offering hideaways with rental perks are paying dividends,” said Zoe Dare Hall writing in The Sunday Times.

She pointed to solid infrastructures as being important, giving buyers confidence and encouraging investment.

The three-time Spanish Open venue began its residential development in 2011, featuring plots set away from the fairways with mountain views, contemporary villas, private leisure facilities for residents and a variety of rental opportunities for visitors.

According to Graham Norwood, writing for the same paper, golf developments in

general are more recession resistant than most, offering ‘a sanctuary of tranquility, security and open green spaces...and you don't even need to play golf’.

“In the economic uncertainty of recent years, some classic resorts have still proven popular and few more so than PGA Catalunya Resort near the historic Spanish city of Girona,” he said.

The resorts links with Sergio Garcia also came in for praise.

“Spanish star golfer Sergio Garcia has opened his training academy at PGA Catalunya Resort, and this association between top-class golfers and residential courses is often testament to their quality,” said Mr Norwood.

• For more information visit www.pgacatalunya.com

State-of-the-art golf car launches Club Car has launched a golf car which connects the golf car fleet to the golf operation via computer, smartphone or tablet, as well as with golfers during their round.

The new Precedent i3 allows operators to receive information in real time regarding the status of the golf cars’ batteries along with other diagnostics.

• www.clubcar.com

The 2014 CMAA Officers are: •President Damon J. DiOrio, CCM (Certified Club Manager), CCE (Certified Chief Executive), Chief Executive Officer of Charlotte Country Club, Charlotte, NC •Vice President Tony D’Errico, CCM, CCE, General Manager/Chief Operating Officer of Westwood Country Club, St. Louis, MO •Secretary – Treasurer Jill R. Philmon, CCM, CCE, General Manager/Chief Operating Officer of Ballantyne Country Club, Charlotte, NC •Immediate Past President Richard H. Bayliss Jr., CCM, CCE, Chief Operating Officer of The Lost Tree Club, North Palm Beach, FL

Newly elected or re-elected as Directors are: • Mark A. Bado, MCM (Master Club Manager), CCE, General Manager and Chief Operating Officer of The Kansas City Country Club in Mission Hills, KS (Three-Year Term) •Robert C. James, CCM, CCE, CHE (Certified Hospitality Educator), Chief Operating Officer of Westchester Country Club, Rye, NY (Reelected to a Three-Year Term) •Richard D. Spurlin, CCM, CCE, General Manager of the Eugene Country Club in Eugene, OR (Three-Year Term) Directors continuing to serve on the CMAA Board include: •William E. Langley, CCM, General Manager/Chief Operating Officer of Quail Ridge Country Club, Boynton Beach, FL •Michael McCarthy, General Manager/Chief Executive Officer of Addison Reserve Country Club, Delray Beach, FL •Robert J. "Bobby" Crifasi, CCM, CCE, CPA, General Manager of New Orleans Country Club, New Orleans, LA •Peter C. Davies, CCM, Centerville, MA •Randall J. Ruder, CCM, CCE, General Manager of Beach Point Club, Mamaroneck, NY The CMAA has also announced the addition of 100 new Certified Club Managers.

• For more information visit: www.cmaa.org

CLUBHOUSE EUROPE 7

News from the frontline Plans for £30 million golf course in UK JCB is planning a £30 million golf course next to its World HQ to help boost sales and build global awareness of its brand.

The 18-hole, 7,150 yards, Par 72 championship golf course centre will be designed by European Golf Design – the golf course design company of IMG and the European Tour. The company is best known for the 2010 course at Celtic Manor, Wales.

Sited on 240 acres of countryside with deciduous woodland, classic English farmland and historic parkland, the course will travel around the natural contours of the site and use existing water features. It will be built to tour-quality standard and JCB hopes to host a major tour event there in the future.

Woodseat Hall, an on-site derelict 18th Century mansion, will be renovated as the clubhouse, and will include a luxury spa,

leisure facility and five-star hotel-style accommodation for JCB guests.

The plans have been conceived by JCB Chairman Lord Bamford and follow December’s announcement that the company will invest £150m to build two new factories in Staffordshire.

JCB Chief Executive Officer Graeme Macdonald said: “The golf course will be the biggest marketing tool available to JCB in its history, helping grow sales and create jobs. If the course were to host a major tournament, the television coverage would certainly put the JCB brand firmly on the world stage.”

Bernhard Grinders celebrates 125th Anniversary Bernhard and Company, manufacturer of Bernhard Grinders blade sharpening systems for turf cutting machines, is celebrating the 125th anniversary of the first grinder patent in 2014.

Brainchild of English engineer John Atterton, the specification for an ‘Apparatus for Grinding the Cylinder Blades and Bottom Blades of Lawnmowers and similar Machines’ was accepted in 1889 and Atterton & Ellis Ltd was established.

In 1980, Stephen Bernhard purchased a

controlling interest in the company and rebranded it as Bernhard and Company.

“Atterton’s main shaft, grindstone mounting, drive and guidance principles are used in our Express Dual models to this day,” says Executive Chairman Stephen Bernhard. “It’s a testament to his genius that the technology and underlying philosophy of operational simplicity remains a Bernhard calling card in 2014.”

To mark the 125th milestone, Bernhard will host several anniversary-themed events throughout the year.

Revenue generator for golf clubs Golf clubs could gain a new revenue stream by providing a bag store area for members, according to an industry supplier.

“In the present economic climate every club is looking to run their business in the most profitable way. It is no wonder that we are looking to save every penny in our golf club operation – not only keeping an eye on expenditure but also implementing new ideas which can add an income stream on an annual basis,” said Mike Waldron of Carousel Golfing.

According to the company, many members would be happy to pay for a facility where they could leave bags and trolleys safely at the club rather than transporting them from home and back each time they play.

Carousel Golfing, which provides secure storage lockers in various sizes, is offering CMAE members a free survey.

8 CLUBHOUSE EUROPE

• www.carouselgolfing.com • Info@carouselgolfing.com

www.carouselgolfing.com info@carouselgolfing.com

Where the golf industry meets

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The Golf Business Forum is the leading annual meeting place for the golf industry. Over 250 delegates from over 40 countries, coming from all sectors of the industry, will join us in Abu Dhabi marking the 11th edition of the annual event and the inaugural event to be sponsored by HSBC, one of the world’s largest financial institutions and a major supporter of golf worldwide.

The programme will focus around key industry sectors including Innovation, Performance, Tourism, Communication, Sustainability, Leadership and The Sport of Golf. Speakers, presentations and focus groups will not only be from the leaders of golf’s great businesses, but will also incorporate innovators and respected voices from outside of the industry.

Venue: The Westin Abu Dhabi Golf Resort & Spa. Date: April 28 – 30, 2014 For more information, and to register, please visit www.golfbusinessforum.com PREMIER PARTNERS

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VIEWPOINT

Protecting your tee time The golf industry should be very wary of giving any technology company full and exclusive access to their tee times, argues Jo Maes, European Golf & Travel Media Association.

“

As an individual course and on a micro economic level, getting a golf management system for free in return for just a couple of tee times per day seems to make a lot of sense. Sure, goes the thinking, we’re not giving away the best tee times and the season doesn’t run for 365 days so they won’t sell all of them, and we’re not full anyway. What harm can it do?

Just to put things onto a macro economic level and perspective let’s look at Ireland as an example. There are, for argument’s sake, about 250 courses using one software company. All these courses, from January this year, will be giving up two tee times per day. Do the maths; two tee times per day times 365 days times four players times 250 courses – this effectively means that 730,000 rounds of golf have just slipped from beyond the golf industry’s grasp. The courses have lost control over these tee times and they’ve given away financial control over a big chunk of their domestic green fee income.

The argument from this third party may well be that they’ll promote and market the course, push rounds for the course as well – because not everybody will want to book these particular tee times – and that the auxiliary spend of these 730,000 golfers will boost revenues.

Let’s put that last bit into perspective as well. OK, a golfer has bought a €5/£5 tee time. Is he really going to spend €65/£65 on a logo sweater and another 20 or so on a steak dinner? I’m sure there will be exceptions but my money is on him not bothering. He’s sniggering as he’s got one over on the course and come the 19th, he drives away into the sunset.

In the US, where this all comes from, the third party discounting mechanism created a generation of golfers that will look for the cheapest round available ... full stop. I remember the times when as a keen golfer, I decided which course I wanted to play and found out what they charged and thought, that’s not too bad, let’s go. Well, you

10 CLUBHOUSE EUROPE

can forget about that happening from now on. The new generation of tee time scavengers will go down the list and down and then further down to find the cheapest rate available, look at the course and think: ‘that’ll do’.

So back to this chunk of 730,000 rounds of golf; this will suck the life out of the Irish golf market. At an average green fee of let’s say €40, this equates to potentially and almost €30 million of green fee revenue of which the Treasurer of the club will see niks, nada, nothing, zilch.

The inbound tour operator is happy as he has ‘loyal’ customers that have certain ‘standards’ and ‘requirements’ but that is only because that’s the only thing he can book at this very moment. (If I was a US tour operator, I would approach this party and buy up a chunk of

cheap rounds and wrap them up with some accommodation and flights and throw them on the market ... again ... discounted.)

Now suddenly, as an industry, you have not only lost your domestic market but you have all these foreigners trampling all over your fairways ... without paying YOU for it. The tour operator will then probably come to the club and ask for a better deal ... and a better one ... and then a better one ... until there is hardly anything left to give.

This is known in the industry as, the ‘death spiral of discounting’, and at the end of that downward spiral, even the golfer who the other day ‘got one over on the course’, loses out, because maintenance and services will suffer and courses will go bust resulting in less competition and less availability.

Now we all know that over the years, most courses had it too good, with waiting lists, entrance fees, yearly fees and right old snobbery at times. Courses underestimated the golfer. I, for example, was travelling internationally, negotiating contracts in multiple languages – I was a confident guy. But the time I felt most vulnerable and nervous was when I applied to join my local golf club. Shock horror – committees and needing seconds and maybe even the dreaded blackball.

We might as well face it, that golfer has changed. He is not that easily impressed any more. He has less time and has more domestic obligations, so now it’s up to you to get the little money that he still has left out of his pocket. The course has to be well designed and in good condition. The facilities have to be ‘up to par’ and the club must be welcoming. This is only scratching the surface. Golf clubs are in the entertainment business and if you don’t entertain, you loose. We all know these principles and we know better than anybody – and particularly better than the golfer – that all this comes at a price.

Golf courses are vast areas of manicured land to cater for only a handful of people at a time and there is a cost associated with that.

Giving away your tee times to somebody else without you having any control over them is not the way forward. Your price integrity is shot to pieces and you’d be better off pushing golfers into different slots yourself by using your own yield management.

We all applaud it ... golf has become more popular but instead of branching out horizontally into the same ‘income bracket’ it has gone vertical and reached people with less disposable income who also

“We might as well face it, that golfer has changed. He is not that easily impressed any more. He has less time and has more domestic obligations, so now it’s up to you to get the little money that he still has left out of his pocket.” might have different time opportunities. This means you can get rid of that Monday 8 am tee time at the right price as that tee time has a different value to a golfer than the ‘2pm on a Friday in the summer’ slot has. That’s yielding – but do it dynamically because you don’t want to be your own worst yield enemy by losing out on your high demand tee times.

Amidst this doom and gloom, we are still in one of the best industries in the world. We work with and for people who want to play golf and they can only do it on a golf course – golfers, who want to walk seven miles in any weather, hit a ball and then hit it again until it ends up in the hole. Then they walk into a club house with a smile on their face, order a round of drinks and tell everybody that wants to hear how great their day was. Isn’t this fantastic?

So be very careful about this and don’t jeopardise all the good in golf by signing away your green fee life, because nothing good can come out of discounting.

ANY COMMENTS? What do you think? Does it make sense to swap tee times for technology? Should clubs maintain control of all tee times?

Contact us at the usual address (see page 3).

”

CLUBHOUSE EUROPE 11

<

INSIDE TRACK – ARNALDO COCUZZA

A word with...

Arnaldo Cocuzza CLUBHOUSE EUROPE catches up with new CMAE President, Arnaldo Cocuzza (CCM), General Manager of Golf Club Milano Congratulations on becoming President of the CMAE Arnaldo. What do you see as the most exciting challenge ahead?

The key challenge is to involve club managers in the process of education which is very difficult in some cases simply because of the time constraints faced by people who are invariably busy. They also have to convince their boards to pay for the training (or pay for themselves). We believe, however, that gaining the Certified Club Manager (CCM) qualification not only improves overall performance but is a recognised hallmark of the professional status as a club manager.

So training is pivotal to the CMAE? Yes; education is the main purpose of the CMAE. We have been lucky to have a number of past board members and presidents who have established a very good relationship with the CMAA (Club Managers Association of America). This has enabled us to replicate America’s highly regarded Business Management Institute (BMI) Award curriculum in Europe under the banner of our own Management Development Programmes (MDP). So now we have this gem in our hands.

The programme is recognised throughout the club industry and at the end of the four levels of MDP you can take the exam to gain the CCM qualification.

What’s special about Management Development Programmes?

You study while you’re working. That means you gain more confidence in what you’re doing; you’re not just studying procedures, you’re actually applying those procedures in your job dayto-day and improving your performance.

Personally - and even after 23 years in the industry - I found studying for the MDP was an incredibly rewarding and positive experience.

I believe that the courses offered by CMAE are incredibly important in terms of driving up overall standards in the industry. They’ve really helped fill in a knowledge gap which certainly existed when I came into the industry two decades or so ago.

Universities now are also offering courses in sports management which can act as a pathway into the golf industry. That means we’re getting a lot of new blood into the industry, young people who can

come into the sports business straight out of university with a solid knowledge base. Add in the education that the CMAE in Europe and the CMAA in the USA delivers to the young managers, and in the future we will see an increasing number of well-prepared professionals who can perform more confidently and effectively in their roles.

Where do you hope to see the CMAE this time next year?

The CMAE will continue to work towards its two main objectives. One is to be a provider of education in our field and the other is to be the umbrella organisation for all the Club Managers Associations around Europe which want to work with us.

CLUBHOUSE EUROPE 13

>

INSIDE TRACK – ARNALDO COCUZZA So when you’re not fulfilling your role as CMAE President, you’re the busy General Manager (GM) at Golf Club Milano. Can you describe a ‘typical’ day?

The typical day is essentially divided between planning sessions, various meetings and responding to emails. Like many golf clubs we get a huge amount of email correspondence, so I have to decide which of them need immediate responses from me and which can be delegated to other members of the team. Key to any typical day at the club is my visibility to staff and members alike. After 23 years in golf club management I’m firmly convinced – and I tell this to my young colleagues – that, above all, managers must be visible. Not just for our members and guests but for our employees.

So you value interacting with your employees? An open door policy?

Yes. I think flexibility is a very important factor. I did a presentation for the Italian Managers Association a couple of years ago where I outlined the duty we have in regard to employees. When you have someone coming to your door and asking for a minute of your time, you should always be able to say yes, no matter how busy you are, because that brief chat with the caddymaster or locker employee could give a fundamental insight into driving the club forward. If you discourage junior members of staff from coming to you, you could miss out on some great ideas that could benefit the whole performance of the club.

What was your own first ‘junior’ role? And how did you end up sitting at your current desk as GM? I joined the golf industry in 1991 as an Assistant Manager in Rome, my home town, and then after three years, I became the Club Secretary at a nine-hole municipal course. I first became the GM of an 18-hole golf club in 1996 and I have been GM of Golf Club Milano since 2009.

What were the biggest challenges for you in the early days?

When I first became a General Manager it was probably a case of learning on the job and coming to terms with the demands of the role through trial and error. Nothing really prepared you for what happened when you made that step up from Assistant Manager to taking on the main role. Nowadays young managers have the opportunity to follow an educational pathway in the industry through the CMAE. The CMAE Management Development Programme offers one-week, full-immersion courses taking in four different levels leading up to the Certified Club Manager (CCM) qualification. It means you can tap into the knowledge of a very strong and knowledgeable national and international network of colleagues and be a much better Club Manager or General Manager.

What are the current priorities for Golf Club Milano?

We are aiming to be very consistent with the vision and the mission of the club. We have writ-

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ten a strategic plan for the club to get through these challenging times and to avoid making emotional decisions. The plan shows what position we occupy in the market and reflects the fact that we are a proud club with a very strong family tradition stretching back to 1928. We intend to stay true to our traditions while effecting a balance with our commercial objectives, rather than going all out to seek sponsorship opportunities that could confuse our members and compromise the ethos of the club.

Another key priority is to offer the best value for money that we can while offering a very high level of service to our members. A couple of years ago we made some improvements to the golf course and asked the Italian Golf Federation and the European PGA Tour to stage the Italian Open here in 2015. We’re 99 per cent sure this will happen so we are getting ready to use this European PGA Tour event as a promotional platform which will help attract new golfers in the area. Golf Club Milano is one of the best known courses in the region and a great brand so we want to add to that pedigree by staging a European Tour event featuring some of the world’s top players. At the moment the average age of our members is 68 years old so we would hope that we can attract new members.

Until last summer, Golf Club Milano operated on the Club Secretary structure but has now moved to a structure where I have the title of General Manager. I believe it’s a positive step as it helps with the vision and identity of the daily operations side of the club. It’s very good when you spend a lot of time and energy trying to assert best practice of club management in a traditional club and it’s recognised that you’ve been able to effect this change.

Best thing about your job as GM? The most attractive thing about being a GM is the sheer variety that the role offers. Administration is obviously key, as is the Human Resources side of things. Other things I’m very passionate about are

marketing and communications as well as agronomy. I closely follow the programme of golf club maintenance that we operate here. And, of course, being Italian I love food and wine which is a huge part of the golf club offering! So, along with the service aspects of looking after your customers, there is a myriad of issues that you have to deal with and it makes for a really fascinating job. The variety is such that when I jump in my car in the morning to go to work I am always filled with enthusiasm for the day ahead.

And the worst thing?

When you work for a big club you often face business people, lawyers, doctors and others who are sometimes very well known and very successful in their own spheres who believe that they know how to run a golf club better than you do. They will want to offer opinions and suggestions, so you have to be very diplomatic and try and explain that you are a professional and are not running a club by chance!

Another slight negative is that here in Italy members expect to see the General Manager at the club every single weekend rather than a Duty Manager.

I’m used to it after 23 years in this industry but if I could change that balance just a little bit to have a few Saturdays or Sundays off to spend with my wife and kids, that would be great.

Does golf tourism play an important part at the club?

It’s actually a very small percentage with just 14

Arnaldo (pictured far right) was interested to learn about a youth programme run by The Beach Club in Santa Monica, California, at 2013’s European Conference (the Beach Club’s GM Gregg Patterson is pictured second from right).

per cent of revenue generated outside our membership. A quarter of that 14 per cent would be from tourism, most notably players from Switzerland which is nearby. But we don’t have the size of business from tourism that Lake Garda – which is one hour away – and Tuscany enjoy.

Both areas are renowned as tourist destinations.

But that balance could change as the Milan region – Lombardia – is working hard to attract people and next year Milan is hosting the Expo 2015 which will bring in a huge number of people over several months. In a radius of 30 km we have some 20 golf clubs but we don’t have the resortstyle golf courses that the tourist areas have.

So what’s the balance between revenue from membership and other sources?

Eighty six per cent of our revenue comes from our membership. Our other revenue streams include Green Fees from running midweek corporate days with BMW and a local bank. Our Food and Beverage operation is recognised as being of the highest quality in Italy.

Taken as a whole, where do you see the biggest growth opportunities?

Food and beverage is the part of the operation that will help to attract new people and retain current members and help grow revenues. Different types of restaurants are the key because then it means you can offer members a different experience within the parameters of the club. For example, if they want to have an informal dining experience with their family but the club’s restaurant is very formal, then you risk losing them to other family-friendly restaurants in the area. Offering a wide variety of food and beverage experiences is the key to growth and we’re working hard on this. We recently introduced a family restaurant at weekend lunchtimes which has been a great success.

What about junior members? Is this seen as an area for focus and growth?

At the moment we are experiencing a reduction in the number of young players and that is something which is due in part to the perception of the game amongst young people in Italy. Golf is also a relatively expensive sport when compared to many other sports but it’s clear we have to do more to attract juniors. At the European Conference, one of the presentations referenced the very effective youth programme that is run by The Beach Club in Santa Monica, California, and that’s something that we can definitely learn from.

Are there business issues specific to Italy?

It’s mandatory for Italian golfers to be registered with the Italian Golf Federation and golfers normally only play if there are tournaments. There are about 60 tournaments during the season so from March to the middle of November there are tournaments every weekend. If you don’t have a tournament in the calendar of your club on a weekend you will often have only one third of customers – members in our case – at the club. They would prefer to pay a green fee at another club to play in a tourna-

ment than play at their own club on a non-tournament weekend. It’s a fact that when we are off-season – the end of July – and we don’t have a tournament, we sometimes have to add in a last-minute mini-tournament. All of this means we have a lot of changes with handicaps and the way that we have to use the Italian Golf Federation’s handicapping software system is very strict and pretty complicated. It has to be connected through all Italian clubs, and the clubs must be able to see in real time what the handicap is of every registered player who walks through their door.

UP CLOSE AND PERSONAL Where were you born? In Nettuno, Rome, in 1967.

What is your biggest strength? Vision.

Weakness? Staying too long at work.

First ever job? In my family fish shop.

Who else do you admire in the golf World?

There are a few names who spring to mind immediately, including Niall Flanagan, who was President and CEO of Loch Lomond for several years and is now MD of Club Inc. Then I would say Wayne Sheffield, CEO of The Wisley who runs a fantastic club to an extremely high level.

Another is Julian Small of Wentworth, who joined the board of CMAE last November. He recently delivered a presentation about what they do at Wentworth which was just amazing, not least in the way that they train their staff to deliver a firstclass experience at the club. Another excellent Club Professional is Javier Reviriego of Valderrama. The club was facing quite a crisis and was losing an average of €600,000 a year but in 2011 the new owners hired Javier and he immediately reviewed the operation with the the result that the club is now so profitable that in 2013 they posted a €1 million profit operating margin. [Editor’s note: Wayne Sheffield and The Wisley have won numerous awards at the Club Awards, run by the publishers of Clubhouse Europe. Julian Small is now a valued regular contributor to this title, and Javier Reviriego featured in Clubhouse Europe’s launch issue.]

If you weren’t running Golf Club Milano, what would be your top three courses/resorts you’d like to run?

There are some tremendous clubs around the World and I would love the challenge of running a club in the UK. It would be quite something to become the first Italian General Manager of a top golf club in England or Scotland – and I love the British culture of tea, beer and pubs! I also love the history and tradition of golf, so to manage a club which has hosted The Open like Royal Troon or Carnoustie would be a dream.

Then, how about an experience ‘over the pond’ in the USA running a big-budget golf and country club? From my experience, I would say The Olympic Club in San Francisco. It has two clubhouses – one on the golf course and one in the city and is a huge sporting club with a large number of teams competing in various sports right across the USA – the biggest environment you could imagine.

We European managers are not generally used to working with that size of club and it would certainly be a different experience and a different kind of job. Of course, it would be very hard for a European manager to get into the US market for a number of reasons – not least the visa situation and the sheer quantity of club managers who work in the States.

Who has been your biggest influence in your working life? Italian Club Secretary G. Costa.

What book are you reading? An Astronaut’s Guide to Life on Earth.

All-time favourite film? The Untouchables.

What is the first record you ever bought? Bee Gees – Saturday Night Fever.

What gadgets couldn’t you live without? iPhone.

If you had only five items of food to live on for a week what would they be? Vegetables, pasta, cheese, orange marmalade and tomatoes.

Favourite drink after a hard day at work? Beer.

How do you relax? Running or reading.

Where will you go on holiday?

Skiing in the Alps.

If you won the Lotto what would be your first purchase?

Shoes.

What is your dream car? BMW. If you had to choose another career (not golf-related) what would it be?

Advertising.

Biggest changes you’ve noticed in the golf sector in the past three years? An overall reduction in the free time that business people have.

Favourite golf club outside Italy?

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THE WORD FROM WENTWORTH

Follow the leader “In my previous two articles for this magazine the underlying themes were training and teamwork.

In an effort to maintain some semblance of continuity my thoughts led me for this issue to the topic of leadership – a quality that is the primary function of a manager in any business,” says Julian Small, Chief Executive, Wentworth Club.

E

ach and every business places different demands on its leaders. As a keen and long-time football supporter, I consider myself fortunate that I’m not a manager in that particular – and at times surreal – world, where emotion runs high, logic and tolerance from Chairman and supporters seems to be pathetically low, and where your vulnerability to losing your job is ever present. No, I’m happy watching that world from my seat in the stands thank you very much.

However, whether we like it or not there are certain parallels to be drawn. We, too, are in the results business and implicit in that is an obvious commercial imperative. Also, if we briefly allow ourselves the indulgence of looking at it purely from a selfish perspective, getting results makes us feel good, too. Everyone wants to be a winner and believe that they are successful in what they do.

The most successful businesses are able to create a world, a lifestyle or a brand that customers want to be a part of.

16 CLUBHOUSE EUROPE

The fundamental truth is that as a leader you have to think, act and communicate in a way that makes people believe in you, be inspired by you and want to follow you.

The importance of followers It isn’t just about having power and being The Boss. You need followers; you need to carry people with you in sufficient percentages that success is then an inevitable consequence. If you don’t have followers, then by definition you’re not a leader and you will not be successful.

Of course, followers will come from two distinct groups – the people we work with and the people we define as our customers. The vision your customers buy into is as much about mood and perception as it is about facts and figures.

The most successful businesses are able to create a world, a lifestyle or a brand that customers want to be a part of. In short, the customer comes to

share the same dreams and visions as you. That’s part of the genius of successful leadership.

Apple is a wonderful example of this. They’ve been able to focus the consumers’ mindset not simply on what they are buying, but why they are buying it. Yes, Apple creates beautiful products that people want, but they also make customers believe that they are buying into a shared vision of the future, a tomorrow’s world if you like. Think of Apple and you instinctively think of a company that is challenging the status quo, that is cutting edge, and therefore by buying its products, so too are we. The suggestion that there might be better products out there is irrelevant. You want that Apple!

Anyway, back to the world of golf club management. When we talk about the people we work with, it almost goes without saying that good leaders choose the right people for the right positions in the business. We touched on this in a pre-

The GB and USA teams on the 1st.

“ ” Leaders have to accept the need to make decisions – sometimes very tough decisions.

The Jamie Murray Tennis Clinic. vious article – no football manager in their right mind would play Lionel Messi in central defence!

Once the team is in place you then have to decide on the tactics of your leadership. There will always be people that challenge the vision and direction that you want to go, but that’s merely a bump in the road. Smart leaders foresee those challenges and plan accordingly. They’ve always got one eye looking further down the road. By thinking ahead you create time to consider issues and make sound logical decisions.

Carry the majority You also have to pace the process of any changes or developments at a rate that brings the people with you. To continue the motoring analogy, if you wanted someone to follow you in a car down a tight and twisty country lane, it would be prudent not to drive at motorway speed. It bears repeating, success is achieved when you carry the majority with you. That majority needs to be able to see where you are going and want to go there.

Leaders always face tough times; it’s unavoid-

able. The ability to think clearly and logically under pressure will be an indication of your ability to lead. Leaders have to accept the need to make decisions – sometimes very tough decisions – and they have to accept that some of the decisions they make will be unpopular but correct.

That said, nobody is perfect. The fact is, all leaders make mistakes, but the successful leader is the one who gets it right significantly more often than they get it wrong. Just as importantly, a successful leader never wastes energy defending an error; they accept they have made a mistake and have a willingness to change.

That’s an important point, actually. Clubs often get bogged down in rules, and yes, rules are necessary in order to keep a shape to the business and hopefully deliver consistency. In reality, though, the world is not black and white. The world is much more of a grey tone. The successful leader is pragmatic enough to show flexibility where necessary, while at the same time staying true to their beliefs and that all-important vision.

Remember, you only have to take the majority

with you; it is impossible to please everyone.

Leadership is never easy and it’s certainly not for the feint hearted, and it should be viewed as a continuous work in progress. But when you’re having a tough day at the office, pause for a moment and consider this. It could be worse. You could be a football manager!

CONTACT DETAILS Julian Small Chief Executive, Wentworth Club t. + 44 (0)1344 842201 (Reception) f. + 44 (0) 1344 842804 www.wentworthclub.com

CLUBHOUSE EUROPE 17

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SPOTLIGHT ON SLOW PLAY

Has slow play had its day?

Slow play and declining memberships are the main causes of concern among golf clubs in the UK, according to a Sky Sports News survey.

S

low play on the golf course is the most talked about issue in the clubhouse, according to a survey of 250 UK golf clubs.

Nearly 95% of respondents said that the average round takes too long.

Over 90% of those surveyed (91%) believe that golfâ&#x20AC;&#x2122;s governing bodies should take firmer action against professionals guilty of slow play. With fivehour rounds now common on the European and PGA Tours, club golfers believe heavier and more

20 CLUBHOUSE EUROPE

frequent punishment for the pros would speed up the pace of play around the local municipals.

After a year in which a ban on anchored putting was agreed by the R&A and the PGA Tour (2013), only 8% of clubs said this was a bigger cause of concern than slow play.

Another concern amongst respondees is the decline in club membership, with 70% of them reporting that subscriptions have decreased over the last five years.

Despite these figures, 52% of clubs believe they are getting enough assistance from golfâ&#x20AC;&#x2122;s ruling bodies.

Major golf tournaments have a significant effect on revenue, including The Open Championship (21%) and the Masters (29%). Regular European Tour events staged in the UK have less impact, said the report.

Adverse weather conditions are another major cause for concern, costing 37% of clubs more the 31 days of business over the last three years.

“

Adverse weather conditions are another major cause for concern, costing 37% of clubs more the 31 days of business over the last three years.

Golf survey – the key points • 70% say membership is down over the past 5 years • 81% say 51+ is the predominant membership demographic • Only 1% say 31-40 is the dominant membership group • 75% say female membership has dropped over the past 5 years • 60% have seen a drop in youth membership numbers over the past 5 years • 64% say the success of British players on Tour makes no impact on their business • 21% say the Open Championship has significant impact on business

”

• 29% say The Masters has significant impact on business.

• 61% say another UK Tour event would have no impact on business • 34% say another UK Tour event would have a small impact on business • 2% say another UK Tour event would have a significant impact on business • 52% say the biggest selling club in pro shop is the driver • 39% say the most popular club brand is TaylorMade • 20% say the most popular club brand is Ping • 82% say the most popular ball brand is Titleist • 94% say slow play is a problem at club level • 91% say the problem would be eased if Tour dealt more effectively with slow play • 92% say the biggest talking point in club this year is slow play while only 8% says it’s anchored putting • 37% say they’ve lost more than 31 days of business due to bad weather in the past 3 years

“

• 34% say they’ve lost 15-31 days of business due to bad weather in the past 3 years • 22% say they’ve lost 8-14 days of business due to bad weather in the past 3 years.

A lot of the juniors who are watching golf are picking up bad habits after seeing us taking our time. It’s down to the intricacies of the rules or people not being ready when it’s their turn... it’s a reasonably big problem in the game.

”

Luke Donald

CLUBHOUSE EUROPE 21

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The next level of Club Management is in your hands

The CMAE Management Development Programme is a series of courses and learning opportunities designed not only for those working as club general managers, club secretaries and in other senior positions at sports, city and corporate clubs today, but also for those who aspire to these roles in the future.

The CMAE has developed a structured and comprehensive education programme for club managers GSZIVMRK ½ve extensive classroom-based courses. Can you afford not to take it to the next level?

Visit the CMAE website for details of the dates and venues of upcoming MDP courses.

www.cmaeurope.org/mdp

LOCATION REPORT

Spotlight on

Île-de-France

The Île-de-France, originally called the Région Parisienne, is a huge administrative region of France with Paris at its heart. With 12 million people to entertain, it’s not surprising that sports clubs of all shapes and sized are burgeoning in this dynamic, wealthy area. ÎLE-DE-FRANCE – FAST FACTS Geography: Created as the Région Parisienne – District of the Paris Region – in 1961, it was renamed Île-de-France in 1976 when its administrative status was aligned with the other French administrative regions created in 1972. It is still popularly referred to as the Région Parisienne.

Economy: Île-de-France is the world's fourthlargest and Europe's wealthiest and largest regional economy. If it were a country, it would rank as the 18th largest economy in the world.

Population: 12 million. This is the most populated of the 27 administrative regions of France.

Food: Regional specialities include Champignons de Paris, Moutarde de Meaux, Brie and crystallised rose petals.

Drink: Grand Marnier, Noyau de Poissy and local cider Cidre briar.

THE RACING CLUB OF PARIS Paris Founded in 1882, the club came to life through the efforts of keen runners, students from the Lycée Condorcet. Now the club includes golf, hockey, tennis, water polo, shooting, skiing, judo and athletics. Since its inception it has seen members win 93 Olympic medals, 53 world championship titles, 30 European Cups, 115 European Champion title and 1,000 French league titles.

> CLUBHOUSE EUROPE 23

LOCATION REPORT LE STADE FRANCAIS Paris Founded in 1880 by students of Paris’ Lycée SaintLouis, Le Stade Francais is one of the largest multi-sport clubs in Europe. Its claims to fame include organising the first international rugby match (1892), launching the first World Championships tennis on clay (1912) and the instigation of an international athletics meeting (1968).

This massive club now covers four sites in the region – La Faisanderie (in the heart of Paris), Courson Golf Course, Haras Lupin, and Geo André.

The club’s purpose and vision is to educate young people through sport, encouraging the values of ‘sharing, solidarity and respect’. It has more than 4,300 youth members and 21 sports sections across its sites. Six of these sections have been recognised by their respective federations for the quality of their training.

Membership costs vary between €690 (GeoAndré) and €1,170 (Haras Lupin).

La Faisanderie The Paris site has a major focus on tennis (36 courts) and is very family-focussed, with dedicated children’s areas and youth training. It also boasts a club bar and restaurant with a panoramic view and offers a daily menu from €23.20. Facilities include: • 36 tennis courts (19 clay courts, 3 artificial turf, 14 hard) • Heated outdoor pool (April to October) • Gym and cardio • Dedicated children’s area • Football / rugby pitches • Petanque • Male and female saunas • Lawn with sun loungers • Clubhouse with terrace, bar and restaurant • Pool/pool bar Geo André Multi sports complex Geo-André is the club’s headquarters five minutes from Porte de SaintCloud. It caters for 12 sports including athletics, badminton, basketball, dance, fencing, squash, tennis and volleyball. Badminton, squash and tennis are available to non-members, and a restaurant offers a daily menu from €14. Facilities include: • Sports hall of 1,500m2 • 300m2 dojo (judo and ju-jitsu)

La Faisanderie Geo André

Courson

Geo André

• • • • • • •

Geo André

24 CLUBHOUSE EUROPE

Courson

6 squash courts 5 indoor tennis courts 16 badminton courts Ballroom Gym Athletics track (180 meters – 4 lanes – 1 jumper height – 1 jumper pole) Male and female saunas

Courson This site, 30 minutes from Paris, covers 100 hectares. The 36-hole golf course (divided into four 9-hole courses) was designed by Robert Von Hagge and attracts International as well as national competitions. Facilities include: • Par 72, 4,555m – 6,557m2 • Driving range – 60 stations

• • • • •

Training area – approaches and bunkers Putting green Changing rooms and sauna Caddy Master Rental of electric carts

Haras Lupin Fifteen minutes from Paris is the 26 hectare Haras Lupin where four sports are enjoyed: football, golf, hockey and rugby. Golf is accessible to nonmembers. Facilities include: • 9-hole golf course • Driving range with 60 bays • 2 football fields • 2 rugby fields • Hockey pitch

Haras Lupin

Yacht Club l’Île de France

La Vaucouleurs Golf Club • •

• • • • • • YACHT CLUB L’ÎLE DE FRANCE Les Mureaux The club was first established at Chatou in 1902 as the Club Nautique de Chatou. Post World War 1 it relocated to the Seine at Les Mureaux. This operation was financed by Armand Esders, who bought four acres of land and built a two-storey clubhouse, boat shed and log cabins for competitors.

In 1939 the Club changed its name to Yacht Club l’Île de France (YCIF). It suffered heavily in World War 2, however, when first the Germans and then the Americans bombed the club, mistaking the boat yards for aircraft hangers!

Today, the club is in fine shape with a packed events calendar, regattas and convivial hospitality in the clubhouse.

LA VAUCOULEURS GOLF CLUB Civry Forest La Vaucouleurs Golf Club has three courses: The Valleys, an 18 hole link-style course, the demanding 18 hole River course and the compact 360 9hole par 27 course.

Juniors play an important part in club life, and a restaurant with terrace is open seven days each week.

Green fees range between € 27.50 – € 85 and annual membership from €400 – €2,550.

Membership includes: • Access to two 18-hole courses • Priority reservations

Gold Card Club which entitles members to 50% discount on 144 golf courses in France Reciprocal agreements with The Priory Villarceaux Fourqueux, Isabella, Villacoublay, Dolce Chantilly and Ableiges Free weekend group lessons Green fees at reduced rates for guests Access to child care offered Referral offer: 5% of the contribution credited to the member’s account 10% discount all year to shop Discounts on meeting room rates

TENNIS CLUB DE PARIS Porte de St Cloud The Tennis Club de Paris was founded in 1895. It is proud of its historical routes, but equally proud to have extensively modernised the club to keep a fresh and modern approach.

While the club’s focus is tennis, it has a strong social focus, bridging the gap between professional and recreational tennis. Its 2,000 members come from all backgrounds and all levels, socialising at the clubhouse with likeminded people of all generations.

Membership fees vary from €395 – €1,520 and facilities include: • 18 tennis courts (indoor and outdoor clay courts, indoor and outdoor green set), 14 covered from October to March • Balls and towels • Modern and spacious clubhouse, • Bar / restaurant, • Locker rooms with sauna • Swimming pool • Cardio / weight training and fitness • Proshop • TV lounge • Playground for children • A sports field, 2 tennis courts and a minitraining wall • Parking for members.

> CLUBHOUSE EUROPE 25

LOCATION REPORT British Rugby Club of Paris

includes, for example, Sunday night quizzes, pre-season welcome BBQs, curry nights and a Christmas Ball.

Membership fees start at €200 euros for playing members or €45 for social members.

Golf de Fontainebleau GOLF DE FONTAINEBLEAU Fontainebleau Fontainebleau golf course is one of the oldest in France and is located in Fontainebleau forest.

The 18 hole course has narrow tree-lined fairways, over 100 bunkers and dense outcrops of broom, lilacs and ferns, making for an attractive as well as challenging course. Its clubhouse has a popular bar and restaurant.

In 2001 it was ranked number 1 in France by Golf European Magazine readers, and is classed 17th in the Golf World Top 50 Continental golf courses. It continues to achieve high rankings from visitors on sites such as TripAdvisor.

Golf de Fontainebleau

BRITISH RUGBY CLUB OF PARIS Paris The British Rugby Club of Paris was formed in 1923 by English Ex-pats living and working in Paris. It joined the Corporate League in the Île de France section of the Federation Francaise de Rugby after World War 2, winning top honours a number of times.

The club’s 1st XV competes with other teams in Paris and the suburbs and regularly hosts touring sides – particularly during International match weekends.

Social events are part of the club’s fabric and

PARIS INTERNATIONAL GOLF CLUB Baillet-en-France The Jack Nicklaus-designed 18 hole course opened on 13 October, 1991, to high acclaim.

Wide fairways, water hazards and strategically placed bunkers are signature features, while the impressive clubhouse covers 5,500m2, incorporating a terrace and Le Belvédère restaurant overlooking the 18th.

Facilities include: • Driving range • Rental carts and clubs available • GPS • Pro Shop • Golf school restaurant • Clubhouse • Changing room • Spa • Pool • Tennis

Paris International Golf Club

Paris International Golf Club

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26 CLUB HOUSE EUROPE

““OUR PARTNERSHIP IS 30 YEARS STRONG BECAUSE E-Z-GO IS THE BEST AT WHAT THEY DO.” RJ HARPER Executive Vice President Golf & Retail

Pebble Beach Company

IN THE BOARDROOM

Eureka!!! I found it!

The secret of being a great board member After working with more than four hundred private clubs and thousands of club board members over the past 35 years, Richard Kopplin of Kopplin and Kuebler, LLC is confident that he has discovered the secret recipe for being a great board member.

C

lub members who agree to dedicate hours of their personal time to private club board duty come in all shapes and sizes.

They have all types of career experiences and range in age from the up and coming X or Y generation, to the baby boomers, to the maturing retirees. Political and religious beliefs can differ as much as their personal and family use of the private club experience.

28 CLUBHOUSE EUROPE

There will be varying degrees of dedication, passion and commitment as each of these board members tackle their roles. Some will lead their assigned committees effectively and others will assume a more passive role.

But there is one trait that will set the great private club board members apart from â&#x20AC;&#x2DC;those who also servedâ&#x20AC;&#x2122;. It may not be evident at first and it may take some careful observation, but if you look

closely you will find a few of these superstars in every private club boardroom.

What is that distinguishing characteristic that sets these club leaders apart? What is the trait that the most successful board members possess?

What is the reason these superstars have gained the respect of the rest of the board and the great majority of members?

The secret that great board members have dis-

covered is the ability to ask the right questions.

Not the most questions, but the right questions.

They have learned to effectively communicate, not by dominating the conversation but rather by asking some key questions.

One of those questions might be, ‘As a new board member what kind of orientation process will the General Manager provide as I begin my duties?’. The most effective board members have experienced a thorough orientation, which provides them the framework to make informed, rational decisions. This orientation includes a complete physical review of all club assets and an introduction to all club department managers.

Another question is often, ‘Are the roles and responsibilities for the board members, the general manager and the department managers defined in writing?’. Model clubs have clearly outlined the role of board members in the governance of the club and the role of the General Manager and department managers in the day-to-day management of the club. This practice discourages ‘colouring outside of the lines’ which can happen without written guidelines.

A frequently asked question is, ‘Has the club engaged in a strategic planning process and do we have a written report that is updated on a yearly

basis?’. Even the most prestigious and recognised private clubs have developed a strategic plan that provides a template for on-going success. Clubs that are not engaged in this process may find that they will be transitioning in the future to semi-private status, or become a good candidate for takeover by a management company.

A favourite question that outstanding board members often ask, is ‘Does the Board have a list of “norms and expectations” that provide a guideline for the monthly board meetings?’. Without agreement on the norms and expectations, club board meetings can drift into hours of directionless chatter, rather than 90 minutes of meaningful discussion.

An important – and frequent – question is ‘How can we as board members effectively support the General Manager/Chief Executive model of club management?’.

The best-managed and best-governed clubs today have clearly embraced this management concept because many club board members can easily relate to how effective this model is or has been during their business careers.

Another key question that effective board members ask is “How do we ‘circle the wagons’ and create a productive governing environment

for each of our fellow board members?’. Board members need to respond to any issues raised by club members but they also need to separate the comments from personal attacks on fellow board members. Sometimes club members need to be reminded of the dedication and commitment board members have selflessly made to their club. [See last issue: Five Trust Builders for the Club Board.]

A favourite and unifying question is ‘How can we as board members demonstrate a ‘unity of purpose’ once we have made a decision?’. It doesn’t matter if an issue has been decided unanimously or by a close vote. What matters is that once the board members leave the boardroom, everyone supports the board decision and that the details of those discussions are left in the boardroom.

There are many other questions outstanding board members will ask during their tenure, but certainly those seven are commonly heard in club boardrooms around the country.

So in summary – the secret to being a great board member is not how much you have to say but rather how good are the questions that you ask.

CLUBHOUSE EUROPE 29

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BUSINESS PERFORMANCE

Evergreen insights and high performers Business Performance Coach Bill Sanderson examines why insightful business advice stands the test of time – and why some club traditions shouldn’t!

A

s always I was entranced as the 2013 Majors unfolded and the Tour Pros stepped up to provide extraordinary drama, skill, courage and excitement. And – as always – I am particularly interested in how season after season the gurus and commentators refer to the various players with reference back to the greats of yesteryear.

How often a swing or a shot or particular hole will be referred to with reference to Hogan or Snead.

And yet I cannot remember these people. Most of us have never seen them in action and there are only a few examples of them on film.

And yet they are so iconic, so immersed in all that

30 CLUBHOUSE EUROPE

is fundamentally essential to the playing and the spirit of the game of golf, their place as golfing gods is secure. They are the barometer against which others are judged, even into the century after they played.

Similarly in the business of all types of clubs and sports resorts, there are people whose standards and expertise are so revered that they stand the test of time. They remain relevant to everyone involved in their arena many years, even decades, after they first came to our notice.

One such example in the business is Tom Peters.

As a young manager I remember the excitement of reading his first books and the impact they had on

me. A recent trip down memory lane proved that just like Hogan, time does not diminish the value they have in helping us master our profession.

So here is a brief reminder of some basics from his book A Passion for Excellence which will transform your performance. (The words in italics are my interpretation of how the points Peters makes can be applied in the world of CMAE members.)

The Four Principles of Excellence 1. Excellent financial results cannot be equated with excellence: results may not last, and may not spring from superior management.

For example you may be having a great season with membership at an all time high. But if it is because a nearby club/competitor has closed down, then the results you are measuring cannot be put down solely to the execution of your strategy.

Analysis of performance must always take account of internal action (or the lack of it) against external – and therefore unpredictable – elements.

2. Your observations should relate to your needs and circumstances: avoid following courses of action that add no value to your business.

This is especially relevant in a highly traditional business like the golf business where all too often the love for and (sometimes unthinking) adherence to tradition within the game, can seep into the running of the business. It is essential that you keep the business of golf clearly distinct from the game and culture of the club.

When asked why you are doing what you are doing, the response that ‘we have always done it this way’ can be the kiss of death to the business that supports the game.

3. Shun lip-service. Methods or approaches that suit you and your business should be sought out, adopted, and adapted.

There will be many who, for their own purposes, try to flatter or reinforce some of the ways you go about running your club. Beware of their motives and seek independent, credible feedback to judge what is happening.

4. Any remedy is only good for as long as it works: do not become slavishly committed to a modus operandi for ever.

In our world the tinkering we all do with – using a golf example – our putting stroke and indeed the putters of many shapes and sizes we use to become better, is clear evidence of the way we will innovate and seek change when results are not as we want them to be.

Do the same within the management of the club. If it is not working look to change it – even if it does fall into the category of ‘custom and practice’; even if it is what all the other clubs are doing.

The eight attributes of success In addition to observing the four principles listed above, use the eight attributes of success described

by Peters and Waterman to provide a valuable checklist, and a spur to striving for excellence. These attributes translate into the following highly penetrating personal questions (below) to ask yourself.

Even better, get your management team into a relaxed, non threatening, open minded, positive thinking focus group and do this as a team exercise.

You may find having an independent facilitator helps and the material you generate can be the most powerful fuel you have ever used to turbo charge the performance at your club.

• What is the time-lag between your confronting an issue and reaching a decision, and between having made the decision and taking action?

Use actual examples. Do not try to work to ‘norms’ or averages. They don’t exist. Use real life examples and

use the facts as they are not as you would have preferred them to be.

It is normal, human nature, to see ourselves through rose coloured glasses and reflect on our actions or inactions, with all sorts of reasons as to why that might be and why in ‘normal’ conditions it would have been different.

You can only fool yourself by doing this and the exercise becomes a sham and a complete waste of time. Start off by being honest and reflecting on things as they are and as they were, or simply do not do the exercise at all.

• Do you use the fewest possible people for the highest possible output in the most effective possible set-up?

Think this through. Real people, real results, real measurements. Then ask if there are any options to this format.

• Are you in regular, personal contact with members, and do you use the contact constructively to increase their satisfaction?

Measure this. It is difficult but it can be done. And if it isn’t done it is pointless. How much time in hours and minutes were you in personal contact with members in the last seven days? I do not mean passing them in the locker room or the car park. This is designed, planned, designated time to spend with them and let them see that they and only they are the reason for this conversation.

Now, what is your measurement of member satisfaction? If you can’t measure it you cannot manage it.

So if it currently stands at 73% what will you do to get it to 78% within the next four weeks?

• Do you manage people policies in order to achieve rising productivity and employee satisfaction?

You will be ahead of me by now! What are your people policies? What have you planned, scheduled then done or made happen in the last three days to improve productivity? What is your employee satisfaction rating? How did you measure it? What will you do – and when – to improve it? What is your target?

• Do you delegate fully and effectively, allowing your staff the freedom to do their best?

Do you fully understand the principles of effective delegation? Have you had training on this critical management skill? What is the reaction of your team

when you delegate tasks? Do you give full coaching, briefing, support, guidance, feedback and praise all the way through the project?

• Do you have one strong guiding principle?

If I asked any member of your team or any member in the club what your one strong guiding principle was, would they unhesitatingly tell me? And would everyone I ask say the same thing? If no, then you have your objective starting from now. There is no point having strong values if no one knows what they are and if your behaviour does not make it clear what you believe in.

• Do you concentrate on what you are really good at?

It is what every sporting champion does. It is what every effective manager does. It is what everyone who is successful in their chosen field or pastime does. Be very, very, good at building and working on your strengths and natural talents to make them even stronger. Work just enough on your weaker areas to make sure they do not have any negative impact on your performance.

• Do you keep tight control over the ‘housekeeping’, while allowing plenty of latitude in creative work?

Never lose sight of the detail while encouraging growth and development. Over the years many of the biggest names in global business have fallen from their position of dominance to perish because they forgot the basics. Don’t get so excited by the recovery shot you can see that you forget to line up properly when addressing the ball.

In summary, then, you will probably find yourself unable to answer ‘yes’ to all eight questions. Go back and look at the questions to which you answered ‘no’, and work out what you need to do to take steps to change the negatives to positives.

Remember generalities have no place in this exercise. Be specific. Put in the numbers and deal with this as it is. Use real examples from real life. It is as it is, and pretending it isn’t will do you no favours!

CONTACT DETAILS Bill Sanderson, Business Coach Notion Limited 12 Hamilton Terrace, Leamington Spa, Warwickshire CV32 4LY

CLUBHOUSE EUROPE 31

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MANAGEMENT MATTERS

On the ball with Sir Alex Ferguson Sir Alex Ferguson retired last year from a career that has taken him to the pinnacle of the game of football. Heralded as one of the most successful exponents of his craft he has also been one of the most scrutinised managers of all time. So what lessons can Clubhouse Europe readers take from Sir Alex’s celebrated career? David Roy CCM, General Manager, Crail Golfing Society, Fife, extracts 10 key learnings from the football legend and examines how they can be applied to clubs universally.

1. Education Alex Ferguson was working as a draughtsman in a Glasgow shipbuilding firm when he was offered full time football with Dunfermline FC at the age of 23.

He vowed that he would never go back to working in an office and he determined that the best way to avoid such a situation was to learn how to be a football manager. He subsequently attended every coaching lecture that he could and every summer he spent attending coaching schools around the world, paying his own way to do so. His attitude to life-long learning never diminished and he was constantly seeking new ways to gain an edge over his rivals.

DR: The modern club manager has access to world-class education; it is inconceivable that Alex Ferguson would not have passionately devoured such opportunities and gained immeasurably from doing so.

2. Mentoring Ferguson’s first success came at St Mirren, where he moulded a young team with an average age of only 19 into winners. He has often explained that the greatest satisfaction he gleaned from being a manger was seeing the young players he had nurtured enjoy success and a long career.

DR: Club managers who mentor aspiring recruits to the industry are rewarded for doing so by improved performance, greater engagement and enhanced creativity.

3. Build a team Sir Alex was famous for his apparent ruthlessness in removing supreme talent that he felt were causing more harm than good within the team.

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DR: Within every club, there will be some employees who spread a cancerous negativity, whilst displaying the veneer of competence. There comes a time when such apparently talented individuals have to be managed out of the business for the benefit of team unity.

4. Manage a reputation Ferguson was famous for controlling the access that the media had to Manchester United. Throughout his tenure, there were few commentators who did not admit that Alex Ferguson’s Manchester United was a business that had solid foundations and real integrity.

This reputational management ensured that United not only continued to attract the best players in the world but added several millions to the annual balance sheet.

DR: Every club manager has the same challenge and therefore the same chance to influence the way in which his or her club is perceived by potential members and employees.

5. Manage upwards When the Glazer family took control of Manchester United, Ferguson was one of the few people who was not quoted to claim that this was a disaster - and the Glazers made sure that their purchase of the club would only proceed if the manager stayed in employment.

DR: A clash of ‘vision’ will happen regularly between manager and his employer. It is vital for the manager to work out how best to work with a new President/Chairman/Owner and communicate this effectively and in such a way as to strengthen the relationship, rather than wreck it.

6. Stick to first principles Even when Manchester United was clearly one of the richest football clubs in the world, Ferguson continued to build teams using his proven blend of youth and experience. When he did have to recruit outside his youth development programme, he bought players that he thought would be compatible with his culture.

DR: A club manager must always stick to the core principles that builds a strong club. Potential more lucrative attractions that are incompatible with club culture are ultimately distractions to the core business, regardless of how much cash may be raised in the short term.

7. Learn psychology The most cursory glance at Ferguson’s career illustrates the fact that he has displayed the same characteristic blunt honesty, measured loyalty and inspiration to his players throughout his career. Ferguson never used the same approach to all players. Some players were provided with an arm around the shoulder, some with the famous ‘hairdryer treatment’.

Ferguson made sure that he measured each player carefully to ensure that they were provided with the correct communication to maximise their performance.

DR: No two employees are the same and the club management that makes the effort to understand the principles of communication will create a more motivated, engaged and informed team.

8. Admit your mistakes There is a famous TV interview of Sir Alex on the field at Hampden, just after his Aberdeen team had

won the Scottish Cup in the same year they had beaten Real Madrid to win the Cup Winners Cup. With his players celebrating behind him, Sir Alex berated them publicly, describing their performance as ‘disgraceful’. He later realised that this was unnecessarily harsh and vowed never to repeat this mistake.

DR: A club manager that admits to mistakes is more likely to gain the trust of the members than a manager who goes to extreme lengths to blame others. Honesty is the best policy. Always.

9. Work hard Ferguson was famous for arriving at the Manchester United training ground at 7am every weekday morning. It was not unusual for Ferguson to end the day at midnight, watching videos of football matches as preparation for an upcoming match or to scout a potential signing.

DR: It is easy for a club manager to think that the early starts, the late nights and the weekend work is being taken for granted and much of it is. However, the hard work and application of the dedicated manager will grow the business and is more likely to be rewarded than a ‘work to rule’.

10. Enjoy the rewards of success When Jose Mourinho visited Old Trafford for the first time, he most famously brought a bottle of Petrus for the two managers to enjoy. To take the time to enjoy a glass of wine, or to take an interest in another sport, as Sir Alex did with horse racing, is an essential element of living a rich and full life.

DR: It is only through the indulgence of hobbies, pastimes and the finer parts of life that a manager can recover sufficiently from the rigours of the job and return to work energised for the day ahead.

CONTACT DETAILS David Roy CCM General Manager Crail Golfing Society Fife, Scotland e. manager@crailgolfingsociety.co.uk www.crailgolfingsociety.co.uk

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JOIN THE WINNING TEAM

Alchemy Contract Publishing Communications specialists and proud co-publisher of Clubhouse Europe t. +44(0) 1753 272022 e. info@alchemycontractpublishing.co.uk

WEBSITES – PLANNING AHEAD

Planning for a new website We’ve seen a lot of specifications for new websites over the years, some fantastic and some... well, not so fantastic! If you’re after a new website for your club, you will want to ensure that it fulfils all your requirements and more. Larrytech offers the following advice.

A

n internal meeting with all the key people within your club to discuss your new website is always a good starting point.

What is its purpose? What do you need it to do for the club? The following list provides good discussion points.

• Club overview Your website needs to outline who you are and your club’s ethos.

• Website objectives What is wrong with your current website? For example, are current members after more information or are you trying to attract more prospective members to come and try your club out? Is your site visually out-of date and in need of a fresh look? Does it look terrible on mobile devices?

• Target market This is a vitally important point. Of course you will want to target both current and prospective members, but what is your focus? Do you need/want to attract more members or do you just want to keep current members better informed?

• Design Think about the message your club is trying to send via your website, look at other websites, draw inspiration from them and tell your web designer what you like or don’t like about them. The site will need to build on and enhance your club’s brand.

want a new basic site quickly because you don’t currently have the budget for a large, feature-rich site. However, you may want it set up with a view to developing it further down the line.

• Website functionality How do you want the website to appear? What functions do you want for users? Are there any particular/specific features you want included.?

• Budget Your short-term budget as well as your long-term one over, say, the next three years, is an important point to think about to help build the most effective web solution over a period of time.

• Long term strategy Have a think about your club’s long-term plans. For example, you may

• Project specification In our experience most efficiency is achieved by setting dates for work to

start and for a launch date. It’s important to work with your suppliers to create a realistic time frame.

CONTACT DETAILS Larrytech Ltd, Calverley House, 55 Calverley Road, Tunbridge Wells TN1 2TU t.+ 44 (0)1892 888 011 e. lawrence.hardcastle@larrytech.com www.larrytech.com

CLUBHOUSE EUROPE 35

MEMBERSHIP MANAGEMENT

Maintaining and building the membership base Relaxed, family-friendly facilities with attentive customer service and flexible membership options are top of the list for the UK golfing fraternity, according to new research. And smooth, true-rolling greens, of course.

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ast year specialist golf course supply company Syngenta commissioned market research company GfK to question more than 3,500 UK residents.

The survey aimed to help golf clubs understand how to retain members, attract new customers and welcome back lapsed ones. As a result, interviews were conducted with 1,477 golfers and 2,145 non-golfers and lapsed golfers.

“The objective of the research wasn’t to highlight golf’s shortcomings, but to offer potential solutions to help golf clubs and courses better understand their customers and deliver enjoyable, memorable golf experiences on a day-to-day basis,” explained Eric Brown, Global Turf Business Manager of Syngenta.

Nearly 70% of female golfers prefer to only play golf with friends or family.

36 CLUBHOUSE EUROPE

The results offer insights and potential solutions for golf clubs to help them retain members and attract new players.

“While some of the findings may not come as a surprise – we know golfers always want good course conditions – a number of key themes emerged that are important and relevant to clubs.

Specifically, customers talked about their desire for relaxed, family-friendly facilities. They also wanted greater flexibility both in terms of membership options and less formal dress codes, and the freedom to do things such as use a smartphone in the clubhouse.”

The research also highlighted the opportunities presented by female and junior participation

as well as the importance of access to affordable coaching for new players.

SURVEY HIGHLIGHTS 1. Friendliness – 25% of golfers said they recalled no experience of being treated like a valued customer. When asked what is important to golfers off-course, the top answers were: 1) Price of membership/play; 2) Friendliness of members; 3) Being comfortable with the course and surroundings; 4) That the club is welcoming regardless of gender; 5) Friendliness of staff.

Eric Brown: “While friendliness could be dismissed as a somewhat fluffy notion, it’s clear that members and regular golfers are looking for the

same level of customer service they might expect in a café, health club or hotel. This is their leisure time, they want to enjoy the experience and be made to feel a valued customer.”

Nearly 50% of non-golfers said they would be encouraged to play if they could play with friends and family.

2. Flexibility – Up to 50% of golfers sometimes feel intimidated by club rules, regulations, members and staff. Golfers rated ‘Relaxed rules/few restrictions at the club or course’, ‘Flexible membership options’ and ‘Casual dress code’ among the factors most important to them.

Eric Brown: “Clearly, golfers are saying they want to do everyday things such as use their smartphone and dress casually without officious signs telling them they can’t. They also want greater choice in terms of membership schemes – the one-size-fitsall annual membership package may dissuade some customers.”

3. Female participation – 67% of females prefer to play golf only with friends and family; 75% of female golfers would play less if their friends stopped playing; 48% of female golfers’ children play golf; 47% of female non-golfers would be encouraged to try golf if more friends or family played.

Eric Brown: “The research clearly highlights that women prefer to play with friends and family, and this is important for clubs to understand in terms of how they retain existing female players and create opportunities for new players. The findings also suggest an important link between females and juniors, and women nurturing young golfers.”

4. Friends and family – 48% of non-golfers said they would be encouraged to play if with friends and family; 29% of lapsed golfers cited family responsibilities as the main reason for leaving golf; half of golfers who recommend their club to others do so because they would like to see more friends and family play there.

Eric Brown: “Playing golf with friends and family is a significant factor for existing golfers and prospective new players. However, the pressure of family responsibilities can also lead to members leaving the club and golf. So family engagement could be a valuable opportunity for clubs to enhance the ‘stickiness’ of some groups of members.”

5. Course conditions – 80% of ‘committed golfers’ demand the best course conditions.

When asked what are the most important oncourse factors for golfers, the top five answers were: 1) Greens roll smoothly; 2) Course design; 3) That the golf course is visually appealing; 4) The high probability of finding ball in the rough within a reasonable time; 5) That the course blends naturally into its environment.

Eric Brown: “These responses may not be a surprise, but the course is a critical factor that can’t be taken for granted. A club’s ability to provide an enjoyable and memorable on-course golfing experience is likely to define a club’s reputation. Being able to find a golf ball in the rough also raises important issues around player enjoyment and speed of play.”

Nearly 50% of female golfers’ children play golf.

6. Getting into golf – Of the non-golfers who said they would be interested in taking up golf, half are in the younger 15-39 years age group; 35% of non-golfers don’t know how to get started in golf; 61% said they would be interested in giving golf a try if they had access to affordable golf lessons.

Eric Brown: “We asked non-golfers and lapsed golfers about a number of initiatives we know golf courses are already trying. Our research showed that the ability to sample or try golf without an immediate long-term commitment could be an important first step or entry point into the game.

However, in addition to providing easy access to golf it is important to remember to provide a friendly, welcoming environment so that those wishing to participate enjoy the whole experience.”

Next steps “What’s important is for golf businesses to listen to their customers and understand their situation, wants, needs and the factors that may encourage or dissuade active participation. Ultimately, for a

golf club or course to be successful it needs to provide a facility and level of service customers want,” says Brown.

“Interestingly, this doesn’t necessarily require capital expenditure. Our research highlighted the importance of friendliness and the need for customers to feel valued – this is something all golf courses can provide and is a great place to start.”

Of the non-golfers interviewed, 39% of those interested in taking up the sport were in the 15-39 years of age bracket.

CLUBHOUSE EUROPE 37

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VOLUNTEERS

Find them, catch them, keep them In 2010, a highly organised campaign unfolded that recruited the largest peacetime deployment of people in UK history. This was the London 2012 Games Makers. But come 2014, how has this enthusiasm translated into volunteering at club level?

The average club in the UK relies on 24 volunteers to function, nine of whom are qualified coaches. This compares to only two paid members of staff.

(Souce: Sport and Recreation Alliance 2013 survey.)

TOP TIPS The following advice should help on drafting in new volunteers.

Find them • Look around your club at the people you currently have helping out and identify any skills gaps • Brainstorm why you want to involve volunteers within the club and what you want them to actually do • Think realistically about what an individual volunteer or group of volunteers could achieve

Catch them • Don’t be shy – make sure you get posters and flyers out around your area. Get information included in relevant local newsletters or papers and talk to people • Supply details on how prospective volunteers can apply and put in place a robust system to deal with applications • An interview process is essential to find out what the potential volunteer might bring to the role, and whether they have the commitment to succeed at your club

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ore than 240,000 people offered their services to volunteer at London 2012, with 70,000 finally chosen to take part.

Two thousand of those selected were aged 16-18.

Dubbed the Games Makers, these volunteers gave up around eight million hours of their time over the Games period – all unpaid. Despite this enthusiasm, however, just a small proportion of this army of volunteers have been inspired to give up their time to sport on a more regular basis; only 8% of clubs have capitalised on volunteers post the Games, according to the Sport and Recreation Alliance’s biennial survey.

Everyday ‘normal’ sports club volunteering requires long-term commitment from people. And this is where the challenge lies. According to the 2013 survey by the UK’s Sport and Recreation Alliance, the average club in the UK relies on 24 volunteers to function, nine of whom are qualified coaches – that’s a lot of volunteers to find (and keep).

The good news is that there has been a 20% increase in the amount of volunteers at sports clubs since 2011, reversing a downward trend that had been taking place since at least 2007 when the surveys first began. That’s 600,000 more volunteers that have been steadily joining UK sports clubs since

38 CLUB HOUSE EUROPE

Keep them

2011 – a really encouraging figure.

What’s coming out loud and clear from this survey is that the volunteer increases are largely down to years of hard work from sports clubs (before the Olympic bid was even confirmed).

This includes making their clubs more open to the community, more social and friendly, as well as organising one-off fairs and ‘join in’ days, where they get people hooked and signed up on the spot.

Follow the top tips on this page for hints on how to find them, catch them and keep them!

• As volunteers aren’t paid, it’s even more important that clubs consider personal development and other suitable rewards • At the induction stage, take the time to respond to any questions the volunteer may have and right from the start volunteers will feel valued as a result • Another process that clubs can put in place to help keep volunteers at clubs is an appraisal system

CONTACT DETAILS Sport and Recreation Alliance Burwood House, 14 Caxton Street, London SW1H 0Q t. +44 (0)207 9763900 www.sportandrecreation.org.uk

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MEETING MANAGEMENT

The art of chairing meetings

Meticulous forward planning will determin how successful the meeting is.

Typically, managers spend around 40% of their time in meetings. Yet according to research, 83% of people who go to meetings worry about them drifting off the subject, and 74% question their effectiveness.

W

hether you are meeting with an individual, a committee or a suppliers, it’s important to use the allotted time well. Here’s how: Preparation: • Is the meeting really necessary? Why has it been called?

• Who needs to be there?

• When, where and for how long?

• Self prepare – what do you want the outcomes to be? How can you influence the meeting?

Plan your approach • Circulate a draft agenda. Let everyone know why they need to be there. Do they need to add anything? This way everyone can prepare effectively Agenda: When planning the agenda think about: • What you want out of the meeting • The scope of the discussion so you keep on track • A logical order for the items to be covered • Whether you will cover difficult points first or start with the easy or more pleasant matters • How you will deal with difficult items – would they be better dealt with outside the meeting?

Do you need to do a bit of ‘lobbying’ first?

• The times allocated to each and how flexible you will be • How to manage the meeting accordingly • Who will be there, what their needs might be • What decisions might need to be taken – what are possible options?

• Possible action plans and outcomes 12 golden rules for chairing a meeting: 1. Make sure the room is comfortable, warm enough and well ventilated, that there is plenty of water on hand and that you allow for breaks 2. Gain rapport – warm up the meeting by discussing something general that everyone can join in with or introduce a warm up exercise

40 CLUB HOUSE EUROPE

3.

Guide the discussion rather than dominating it – the chair is the facilitator not the chief contributor 4. Be in control 5. Be assertive 6. Make an impact – positive, strong, good body language 7. Set the tone, rules and agenda 8. Be consistent and fair – with everyone 9. Listen and ask the right questions 10. Manage the time – curb those who get sidetracked 11. Involve everyone and bring in those who may be holding back (they are often the thinkers in the group and can make the best contributions) 12. Use tact and diplomacy Suggestion: rotate the chair so that everyone has a chance to run a meeting Putting your case forward: • State your case • Give reasons • Give an example • Restate your position For example: ‘I’d like to introduce a bigger bar snacks menu. We can make good margins on food and some of the members have been asking about this. A friend’s club has just launched a new bar snacks menu with really good revenue results. I’d like to replicate that success here.’

Dealing with conflict: • Keep calm, cool and in control • Keep to business - avoid personal comments use ‘I feel...’ instead of ‘you...’

• Keep to the facts and issues in hand • If you don’t understand, ask • Be open to feedback and use it positively • Respect the other point of view – even if you don’t agree with it • Take a break if necessary • If you really can’t agree discuss with an impartial third party • Be prepared to compromise

Problem solving: • Define the issue (problem) • Check the facts • Define the desired outcomes • Identify alternatives • Examine possible consequences • Choose your solution and do it • Check whether you achieved the goals and act accordingly Dealing with different types: • Mr Stroppy: let him have his say, sum up his point of view for the group and ask for feedback • Mrs Positive: use her to reinforce points and contribute throughout • Mr Know-All: Let the group comment on his theories • Miss Chatty: Interrupt tactfully – use time limitations as an excuse to move on.

Summarise her points • Mr Bashful: Ask him about something he knows to increase self confidence. Give credit for his contributions • Miss Distracted: Ask her about her experience and for help to solve the issues • Mr Detail: Ask for the overview and then for specific detail only as it’s needed • Mrs Questioner: Pass her questions back to the group or ask her to answer her own question And above all, make sure that all action points are minuted and allocated to the appropriate person. These will need to be followed up and the activities completed within a given time frame.

THE LAST WORD

The man and the mission Jerry Kilby has moved on from his role as CMAE Chief Executive. Here he shares his thoughts on the past, present and future with Clubhouse Europe Editor, Caroline Scoular.

CS. Jerry, how did you first get involved with the CMAE. And what led to you taking on the CEO role?

JK. I became the General Manager of Nad Al Sheba Club in Dubai, a golf and horse racing club in August 2000 and very quickly realised that I needed to learn more about a number of aspects of club management. It was a very big club, with over 250 staff, and I needed to understand subjects like food and beverage operations, golf course maintenance in hot climates – I knew very little about these subjects and others. I had to learn very quickly!

Through my friends in the UK, I learned that a group of managers had formed the Club Managers Association of Europe, with the objective of providing education programmes for club managers. In September 2003, I decided to become a member and whilst I was not one of the founder members, I was pleased to be in the first 100 (member number 86!). The first event I attended was the World Conference in New Orleans in February 2005 which opened my eyes and I realised I had joined the right organisation.

After my contract finished in Dubai, I returned to the UK, and I was invited to join the Board of the CMAE as a non-executive director in 2006. Later that year, my predecessor (Dr Paul Miller) decided to resign, and as I was running my own consultancy at the time, and looking for work, I was asked if I would take on the CEO role on a part-time basis. I saw a small organisation that had the potential for considerable growth; I accepted the offer and started work as the CEO in early 2007.

CS. What were the biggest challenges you faced?

JK. We had a very modest membership at the time – just under 200 if I recall correctly – and I knew that if we were to generate the funds needed to create the education and certification programmes that everyone on the board wanted to do, to the standards expected of us by our colleagues at the Club Managers Association of America (CMAA) in the USA, we needed a broader base of members.

In November 2006, I put a proposal to the board that we position the CMAE as a panEuropean organisation, so that we did not compete at all with other existing club managers associations across the continent, and this was approved. We felt that a pan-European body was in the best place to design and create education

programmes for all Europeans, as many national club managers association were too small to be able to make this investment on their own.

I had experience of this strategy as I had been involved in the launch of the PGAs of Europe 17 years earlier. I started discussions with the club managers associations that I was aware of and very soon, we had Affiliate Partners in Portugal, Sweden, Spain, UAE, Norway and Finland.

Others joined in the months that followed, and very quickly, our network grew to several thousand club managers.

donations and handshake agreements are all very well, but if the CMAE was to grow, we needed a secure financial foundation on which we could build.

I was very fortunate that companies like Toro, Jonas and EZGO were willing to enter into Corporate Partnership agreements with the CMAE, and they have been loyal supporters ever since. I must record my grateful thanks to all CMAE partners, without whom we would not have been able to undertake 10% of what we have been able to achieve to date.

CS. So how did you formalise these associations? And how did you fund activities?

JK. I had to secure long-term agreements with sponsors that were mutually beneficial. Gifts,

CS. When you look back, what will you see as your greatest achievement during your period of office?

JK. There are two achievements that I feel are genuine highlights. The first was planning, revising

CLUBHOUSE EUROPE 41

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THE LAST WORD for, sitting and passing the CCM exam in October 2008. For many years, an exam in club management was just a dream for the founders and early members of the CMAE. We knew this single act could potentially make a huge difference to the industry, which had prior to that moment, always regarded the job of a club manager as ‘something to do before you retire’. This was a great achievement for the association, and I am immensely proud to have been one of the first eight Europeans to take and pass the CCM exam – especially as it had been perhaps over 30 years since I had last sat any kind of exam!

CS. And the second achievement?

JK. Staging of the CMAE’s first Management Development Programme (MDP) course at the University of Stirling in October 2011. Back in September 2007, CMAE President John McCormack CCM and I had made a commitment to the CMAA that not only would we stage the exam to the same standards as they had set in North America, but more importantly, we would stage educational courses that were the essential pathway towards the CCM exam – the programme they call the BMI (Business Management Institute) in the USA. A number of CMAE members played leading roles in the creation of the CMAE’s MDP (Kevin Fish CCM, Nigel Cartwright and John Duncan CCM in particular) and I was very pleased to be able to play a part in the design and development of these MDP courses, and then persuade our partners in Spain, France, England and elsewhere to stage these courses in their country. I am sure MDP will continue to grow and expand into more countries in the years ahead.

CS. And what would be your biggest mistake?

JK. There have been many, I can assure you! I think my biggest error was not committing myself to learning a second language when I started the role. My French is very poor, and Spanish not much better, and I regret not being able to enjoy a conversation with another person in their own language. We British are so fortunate that most of the world speaks our language,

In 2000 Jerry became General Manager of the Nad Al Sheba Club Dubai, a golf and horse racing club. On returning to England he was appointed to the CMAE Board in 2006 and then invited to take on the CEO role in 2007.

so we are lazy and do not learn a second language. But not attempting to speak another language is arrogant and, when looking back now, this is something I should have made a greater effort to correct.

CS. Looking forward, what do you see as the main challenges for not-for-profit club managers associations in general, and the CMAE in particular?

JK. There will be an increasing demand for MDP and education programmes for club managers in the years ahead, but like all businesses, raising the money to be able to cover the costs of professional management and administrators of

these programmes will be very challenging.

Volunteers are great, and indeed essential to get started, but their support is not sustainable, and the need to be able to employ the best people, with the right skills and talents, to undertake the jobs required, will be the greatest challenge ahead.

CS. And now? Your plans for the future?

JK. For seven years, the CMAE role has been part-time, and alongside this role, I have been doing some additional work as a self-employed consultant in the golf industry.

I started my own business – Kanda Golf Marketing Services – in 1993, and this has been in business every year for over 20 years now (apart from the five years I was working full-time in Dubai).

I shall now be building this business back up to a position where it will be a full-time role for me, and I hope that I will see many of my friends from the CMAE and the wider European club industry at some point in the months and years ahead.

CONTACT DETAILS

Staging the CMAE’s first Management Development Programme (MDP) course in Stirling, October 2011, was a proud moment.

Kanda Golf Marketing Services 10 Glenville Gardens, Hindhead, Surrey GU26 6SX United Kingdom t. +44 (0) 1428 606466 m. +44 (0) 7821 908597 e. jerry@kandagolf.co.uk www.kandagolf.co.uk

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42 CLUBHOUSE EUROPE

The CMAE wish to thank the following g companies for their invaluable assistance e in the development of the Managementt Development Programme and otherr education programmes forr European Club Managers..

PREMIER CORPORATE PARTNERS

CORPORATE PARTNER

OFFICIAL SUPPLIERS