Six pieces of managerial know-how

It isn’t uncommon in the current golf industry to see a course superintendent make a career switch to become a club’s general manager, according Joe Perdue, academic advisor of the Club Managers Association of America. Perdue, who is also an associate professor at the University of Las Vegas, shared insight into the role of golf course general manager at a GCSAA education session during the Golf Industry Show in New Orleans.

Here are six pieces of knowledge golf course general managers should have (or at least be seeking). Consider them while deciding whether to make the transition:

Know why you’re getting into it. Perdue cited several reasons a superintendent might want to become a general manager. Sometimes it’s out of necessity – superintendents might be asked to take on additional roles in the event of staff consolidation. Other times, it could be because a superintendent wants to expand his level of professionalism.

Of course, money factors into the decision for many. The average general manager’s salary exceeds $100,000, Perdue said.

Plus, many also like having more control.

“Why not be king of the hill?” he said.

Know roles. The general manager is intended to act as the COO of the club and is held accountable for all areas of the club, Perdue said, adding that the chain of command sometimes is confusing.

“Sometimes we feel like we have a lot of bosses, but that’s not how the club is supposed to operate,” he said.

While the manager works for the members, it remains the duty of the manager to oversee all operations, with guidance from a board, Perdue said. A committee of board members provides information, and the manager’s role is to put the committee’s bylaws into effect.

A board policy manual (a template can be found on CMAA’s Web site) spells everything out.

Know something about all aspects of club management (even food and beverage). Having a background in turf management is helpful for the manager role because it gives the manager insight into a technical aspect that would be difficult to learn otherwise, Perdue said. But some of these managers suffer because they’re reluctant – or even scared – to delve into the food-and-beverage side of the business.

“Many don’t learn about the subject they don’t know because it’s out of their comfort zone,” Perdue said.

He suggests hesitant managers dive in and take classes offered in the subject matters with which they’re not comfortable (see information about certification below).

Besides knowledge of a food-and-beverage operation, these are skills an effective general manager should have:

• Leadership
• Interpersonal skills
• Club governance
• Accounting and financial management
• Human and professional resources
• Golf, sports and recreation management
• Membership marketing
• External and governmental influences
• Facilities management

Know what today’s member expects from a club. It used to be commonplace for clubs to have waiting lists, but now only a select few exclusive ones do, Perdue says. One reason for the change is a new view of a club’s function. Many members no longer look at clubs as places to go and socialize as its primary purpose. They want their clubs to provide more services in one stop. With that in mind, clubs need to pay attention to what members are looking for and provide it.

“Members are paying so much for dues, they don’t want to pay an extra $75 to go to a fitness club down the street,” Perdue said.

Some of the most popular club additions today include spas, fitness centers and more food stations with quick and/or healthy options (food and beverage know-how comes in handy here).

Know how to keep a constant culture. A club’s board can have constant turnover, so it can be difficult to keep the club’s culture consistent through the years. Often it is the longevity of the manager that bridges the gap from one board to the next to keep the original intent intact.

“You maintain the history and mission of the club,” Perdue said.

Know what it takes to become a certified manager. As mentioned above, becoming certified helps managers learn aspects of the job they wouldn’t otherwise know. To become a certified club manager through the Club Managers Association of America, managers need to have these qualifications:

• 300 total credits (one hour = one credit)
  o 200 education credits (100 from CMAA education)
  o At least 25 earned at a chapter or regional level
  o 50 association activity credits
  o 50 additional credits

A certification exam is then given to make the certification official. The skills mentioned above act as the basis for the test, and there are additional requirements that must be met before it can be taken. Courses are offered several times a year in these competency areas.

Visit the CMAA Web site for more information. GCI