Heather Moran, the award-winning General Manager at La Moye, offers insights on the skills she values most in her role.
Recognition came early in Heather Moran’s time as a General Manager, but she was purposeful in how she honed her skills for the role.
The La Moye GM was named Best Newcomer at the 2025 GCMA Awards after just two years in post, during which she has overseen a £2 million course redevelopment and led the club through a period of organisational change.
That rapid progression has given Heather a clear view of what the role really demands. For those looking to move into golf club management, she believes success is less about authority or technical knowledge, and more about how you deal with people and pressure.
“People skills are huge. Being approachable and open builds trust,” she said. “Resilience is essential; you need a thick skin because members will tell you when they’re unhappy. It’s important to separate personal feelings from professional feedback.”
She also stressed the importance of self-awareness, particularly for managers early in their careers. Rather than trying to fit an assumed leadership mould, Heather believes confidence comes from authenticity and a willingness to keep learning.
“Early on, I tried to be more masculine to prove I was capable, but you have to embrace who you are,” she said. “And finally, always be open to education and self-development.”
Heather’s own management approach has evolved significantly since stepping becoming a GM, having previously served as Clubhouse Manager. Coming from a hospitality background, she says the biggest adjustment has been moving away from a reactive mindset towards long-term planning and structure.
“In hospitality, I was very reactive, fixing issues quickly,” she said. “But as GM, you can’t be reactive, it’’ too late.
“You have to be structured, forward-thinking, planning years ahead. That’s been the biggest change in my management style.”
Key takeaways
- People skills underpin everything. Approachability, trust and emotional intelligence are central to effective club management, particularly when handling member feedback and dissatisfaction without taking it personally.
- Resilience and self-awareness matter more than image. Developing a thick skin and leading authentically, rather than trying to fit an assumed leadership mould, allows managers to build credibility and confidence over time.
- The role demands long-term thinking. Moving from a reactive mindset to structured, forward planning is a defining shift when stepping into a general manager position, especially during periods of change and investment.
