In part two of our catch-up with GCMA Mentor Scott Clark, he discusses staff retention and his approach to giving feedback.
Scott Clark has worked in the golf industry for over 30 years, having qualified as a PGA Professional in the mid-1990s.
He made the moved into club management just over 25 years ago, working for a commercial operator within the industry for the majority of that time and having been posted to a number of clubs around England.
For the past eight years he has moved back towards private member club management, as General Manager at Boyce Hill Golf Club, before moving to Woking Golf Club as Managing Director.
He is also a GCMA Mentor and, in the second part of our catch-up with him, we discussed some pressing issues in club management.
Staff retention can be a problem in the industry — how do you overcome this and maintain morale?
Retaining good people is a key to success within your business, any business. It starts with creating the right environment; an environment that the staff can thrive in, one they feel they can give a viewpoint, have input and provide an opinion.
Next to the environment, it is duty of care to me; ensuring that their welfare is considered and accommodated, ensuring that they are supported with future progression and afforded opportunities to develop through training. I have always from the outset placed a set of non-negotiable key core values with input from the team to establish a framework for team ethic and culture.
What is your approach to giving feedback?
Feedback is a key element of progression. It is important to provide feedback, constructive and indeed positive. Constructive is crucial as it provides the learning process, however it is always important to ask the question as to what was learnt from the situation or experience, the important take aways so to speak.
Similarly, we all like to receive the positive feedback; however, how often do we hear it? it is important that if feedback is to be a positive management tool, it is balanced whenever positive or constructive alike.
How important are the CPD and educational opportunities provided by offerings such as the GCMA Advanced Management Programme?
I think that it is one of the most comprehensive industry offerings anywhere. The programme provides a proper ‘deep dive’ into the crucial topics that we as managers are dealing with on a day-to-day basis. The courses have been put together to provide the candidate with an excellent 360 look at a given topic.
In addition to the AMP, Skillgate provides a great source of opportunity to ongoing learning, and the beauty is, a member access is free; just a great additional benefit.
How vital is it to have a clear long-term vision as well as a keen eye on the day-to-day operations?
This is quite an interesting one; without having the day-to-day operation in good order, it is difficult to build that long-term vision. Establishing a sound operation is crucial. Once the day-to-day runs smoothly, it is imperative to have a clear vision moving forwards; you can captain the vessel but if you are caught in the engine room all of the time, you cannot steer the ship.
If you could give one piece of leadership advice to someone stepping into a management role at a club, what would it be?
There are no doubt a number of cliché answers to this question, but for me there are a couple of key pieces of advice that I would pass on.
Effective Communication – Undoubtedly the single most important aspect of any success. Clear communication provides direction, information sharing is key.
Secondly, I would say that you cannot command respect, it has to be earned. To be a successful leader and to have the team follow, respect must be earned.
The Advanced Leadership and Emotional Intelligence course takes place across September 23-25 at the Hilton Oxford Belfry.
Click here to book now
You will leave this course:
- Self-aware, enlightened and more confident to be yourself in both easy and tough circumstances
- Knowing how to encourage excellent performance in your teams through both encouraging and informative feedback, and by challenging and supporting others to be their best selves too
- With practical tips, a development plan for yourself and with a people strategy for your team
- Knowing how to hold your sense of personal authority in board or committee meetings, and with a strong sense of who you are as a leader and why people should follow you
- With improved confidence, competence and your sense of commitment to your teams and to your clubs
- With insightful material that will continue to support your growth and your ability to build relationships; you will understand your identity (an Insights Discovery profile, an Emotional Intelligence profile) and your reputation (360 Emotional Intelligence and Emotional Capital reports)
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