Meeting interesting and passionate fellow Golf Club Managers is one of the things Ben Driver enjoys about being a Mentor.
Ben Driver has spent almost two decades working in the golf industry and brings that experience to his role as a GCMA Mentor.
A University of Birmingham graduate, he has an established foundation as a professional but always had a passion for golf club management, which led him to the role of General Manager.
After six years with Crown Golf at various clubs, he enjoyed five years as GM at Chigwell Golf Club and is now Chief Executive Officer at Royal Blackheath Golf Club.
We caught up with Ben to discuss his role as a Mentor and the challenges he sees within the modern landscape of golf club management.
Why did you get involved as a Mentor and how are you finding the experience?
Most importantly, I had the feeling of wanting to help individuals that were on the same path and a shared passion for club management. I knew I would meet some incredibly interesting and passionate individuals and that has certainly been the case.
What are some of the most common challenges faced by those you mentor, or challenges that are prevalent in golf club management?
The challenges faced have been so varied and that’s just typical of the role! Golf club management requires so many different skills – from hospitality to health and safety, to golf course management, marketing, stringent control of the club’s finances and many more. Rising costs are a constant challenge for us all.
How would you define your style of management and what makes a good manager?
I would say that I intervene less than some of my peers in similar roles may do and try to allow the team to make decisions. As Chief Executive, I always want to offer managers a level of independence and freedom and allow them to work in ways that are best suited to their skills and personalities. Of course, I will step in and provide guidance when needed or when it’s asked for.
I believe you must be empathetic to your team and the issues they may be facing. Of course, knowledge of the business and finances is crucial but people management is such a significant part of being a manger of a club, whether that be members, or the team of staff. You have to be adaptable and approachable. Always. Emotional intelligence is a must if you want to be a good manager.
How much responsibility does a manager have for setting and maintaining overall club culture?
In a similar way to health and safety, the club manager has overall responsibility for setting the culture but every member of staff has shared responsibility for maintaining it. It can take just one person to negatively impact on what you have worked so hard to create, so it’s important that is dealt with when it arises. Crucially, the overall culture will often be a reflection of the club manager’s demeanour and attitude. As a leader, you must be ready for the day and show up with a positive attitude. It’s a lot of responsibility and pressure but it’s an important part of the job.
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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