Sean Boyle’s breakout session at the Golf Club Management Conference and Exhibition covered the vital role communication plays in a General Manager’s remit.
Clear, honest and timely communication has become a defining part of the modern General Manager’s role. Whether you’re dealing with member expectations, committee politics or an unexpected crisis, the way you frame and deliver a message can shape how well the club functions.
With boards becoming busier and memberships more engaged, communication is no longer an optional courtesy – it’s something managers rely on every day.
Sean Boyle is well placed to understand this, having come from a very different background to many GMs when he arrived at Chesterfield Golf Club in 2018. He had spent 10 years in newspaper journalism before moving into public-sector communications, including handling crisis comms. It meant that, when the pandemic hit a year after he arrived, the skills acquired in his old job came readily to the fore.
His experience taught him to gain people’s trust quickly, handle conflicting viewpoints and communicate under pressure.
“Working in a political environment is exactly like a golf club,” he said. “You’ve got directors, paid staff and the general public. It’s the same dynamics, just with golf involved.”
The club communication promise
- Get the basics right
Boyle works to four principles: clear, concise, consistent and controlled. Clear language matters, but so does evidence. “Nobody can argue with data,” he said. Concise messaging is a habit carried from the newsroom: strip out the waffle. Consistency is about tone and timing. Control refers to knowing who speaks for the club and when, which avoids mixed signals.
- Have a plan for the bad days
Crisis communication needs structure. Boyle’s approach is pity, praise, promise: acknowledge what’s happened, recognise the response, then set out what you’re doing next. But never over-promise. “Never give an assurance it will never happen again,” he said. “You’re not in the position of power to say that.”
- Keep stakeholders in the loop
Boyle follows a simple rule: nobody with a stake in the club should be surprised by news that affects them. Whether it’s a major project overrunning, an unexpected course closure or a governance decision with big implications, he ensures directors, committees and members hear it directly from the club first. That openness builds long-term trust and prevents small issues becoming big ones.
- Headlines matter
As a former news editor, Boyle knows the value of a good subject line. It should set the tone and grab attention. “Don’t underestimate the importance of the headline,” he said.
- Build internal advocates
While many clubs focus heavily on external marketing, Boyle argues that engaged members are a far better asset. Around 70% of Chesterfield’s new enquiries come from member referrals, so internal communication gets real attention. Member forums have grown from a couple of dozen attendees to upwards of 60 or 80. “If you’ve got engaged and informed members, they’ll take that message outside your club,” he said.
- Know your audiences
Members don’t all want the same information or see issues through the same lens. During a major governance reform project, Boyle’s team shaped different messaging for different groups, from past captains to the ladies’ section and the seniors. The result: 90% support for change. He said: “Everybody looks at life through their own prism – how’s this going to affect me?”
- Understand your role in the background
Boyle believes part of the GM’s role is helping others succeed. “Our job is to make other people look good,” he said. “Come up with the ideas, drive the project, write the messaging in the background.” It builds trust, steadies the organisation and helps decisions land well.
