Hear from Professional Development Manager Gareth Morgan, on why planning your future education is crucial.
In the fast-moving, ever-changing world of golf club management, standing still is not an option. Whether you’re managing a member-owned, committee-led club or steering the ship in a proprietary-owned environment, your skills and knowledge must evolve to meet new challenges.
Legislation changes, customer expectations grow, technology advances, and markets shift — and all of these have a direct impact on your ability to lead effectively. The best managers understand that education is not a “nice-to-have” but a strategic investment in both their own success and the club’s future.
But there’s a big difference between occasionally attending a seminar and having a structured, long-term personal development plan. Without a clear roadmap, it’s easy for a year (or two) to slip by without making meaningful progress.
From my own experience as a Club Manager and now someone who talks to Managers planning their futures every day I would like to discuss why structured planning matters, and more importantly, how to do it effectively.
Always Have Your Next Education Booked
One of the simplest, yet most powerful, habits is to always have your next learning opportunity in the diary. It doesn’t matter if it’s three weeks away or eighteen months from now — when it’s scheduled, it becomes a priority.
This isn’t just about your diary. Make sure the date is also in your Club’s diary and your Chair’s diary. This prevents important meetings or events from being scheduled over the top of your education. Too many managers miss valuable opportunities because “something came up” — having it locked into all calendars safeguards against this.
Think of it like a tee time at a championship venue, once it’s booked, you don’t cancel unless absolutely unavoidable.
Also – when attending formal education courses with the GCMA we do not require payment right away. We will invoice you in the build up to your respective course and payment terms are 30 days from the date of the course – so reserving your place really is the key!.
Expect to be Out of the Office 3–5 Days a Year for Education
It’s not unreasonable for a Golf Club Manager to spend 3–5 days annually on professional development. In fact, it should be the minimum expectation.
For some, this might mean attending GCMA regional meetings for networking and peer learning. For others, it could involve structured courses such as the GCMA Advanced Management Certificates.
These days are not “time away from work” — they are time invested in being able to do your job better. That benefits your club, your team, and ultimately, your members or owners.
Plan for the Long Term — Not Just the Immediate Need
Education planning should not be reactive. If you wait until a challenge lands on your desk before seeking training, you’re already behind.
Take marketing as an example. You might be at a club where membership is full and visitor rounds are healthy. That doesn’t mean you don’t need to build your marketing knowledge.
What if next year you experience a poor renewal period? Or what if your next role is at a club where you need to find 50 new members quickly? By anticipating future needs, you give yourself the tools to respond effectively.
Map Out the Courses You Want — and Pitch Them as a Package
Successful GCMA members often identify three or four courses they want to complete over the next five years and present them as one combined proposal to their Board or Committee.
This approach has multiple advantages:
- It shows you have a clear, thought-out plan.
- It makes budgeting easier for your Finance Chair or Treasurer.
- It reduces the need to keep asking for ad-hoc approvals.
The GCMA Member Hub even has a template proposal document to help you build a persuasive case for investment in your development.
Budget for Education — Every Year
Once you know which educational activities you and your team will be undertaking, make sure the full cost is in the club’s budget drafts.
The last thing you want is to approach your Board or Committee for funding mid-year, only to be told there’s nothing in the budget. Including education as a standard line item demonstrates professionalism and ensures you can commit to training without unnecessary bureaucracy.
This applies equally to both member-owned and proprietary clubs — in the former, it avoids prolonged committee debates; in the latter, it shows the owners that you’re making considered, long-term investments in the business.
Don’t Let Development Planning Gather Dust on Your To-Do List
Many managers have “Create a development plan” written somewhere on their list of things to do. Weeks pass, then months, and before you know it, another season has come and gone.
Golf clubs are busy, reactive environments. If you don’t act on your plan now — and put those key dates in place — it’s far too easy for another year to pass without progress.
Commit to action. Book the courses. Block the dates. Get it in the budget.
How to Start Your Plan Today
Here’s a simple step-by-step to get moving:
- List your development priorities – Think about areas you want to strengthen, both for your current role and potential future positions.
- Research education opportunities – GCMA events, industry conferences, specialist courses, or skills-based training.
- Create a multi-year timeline – Map these opportunities over the next 3–5 years.
- Build a proposal – Include costs, timelines, and expected benefits.
- Get approval – Present to your Finance Chair, Board, or owners. There is a useful template proposal document in the GCMA Member Library if you would like some help with this. Many members have already successfully utilised this document and achieved the desired outcome.
- Schedule everything – Add each confirmed course and Regional Meeting to all relevant diaries.
- Review annually – Adjust your plan as your career and club needs evolve.
Need Help? You’re Not Alone
If this feels daunting, remember you don’t have to do it in isolation.
Book a one-to-one session with me and we can walk through your current role, your career ambitions, and your development needs. Together, we’ll map out a clear, achievable education plan — and make sure it’s protected from the interruptions and curveballs of daily club life.
For Golf Club Managers, professional development is not optional — it’s the foundation for staying relevant, effective, and in demand. In both member-owned and proprietary settings, a well-planned approach ensures you’re ready for whatever challenges and opportunities lie ahead.
So, don’t leave your growth to chance. Plan it, protect it, and pursue it — because the future of your club and your career depends on it.
