GMA Journal (Winter 2020)

Golf Management Australia

JOURNAL WINTER 2020

Official Journal for Golf Management Australia Ltd.

COVID-19

CORONAVIRUS EDITION How the golf industry stood tall in a crisis ALSO INSIDE THIS EDITION

10 GMA MEMBER PROFILE

BARB KELLY: 30YRS AT CHIRNSIDE PARK

14 COVID-19 FEATURE

ADJUSTING TO THE NEW NORMAL

18 CMAA WORLD CONFERENCE

GMA MEMBER REPORTS

MADE IN AUSTRALIA, UNDER LICENCE FROM STOKELY-VAN CAMP INC., BY ASAHI BEVERAGES.

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Golf Management Australia

JOURNAL WINTER 2020

Official Journal for Golf Management Australia Ltd.

CONTENTS 4

FROM THE CHAIR

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FROM THE CEO

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LATEST GMA NEWS

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Leading and adapting as never before, Members supporting members

COVID-19 and a positive outlook beyond for the industry

QLD Golf Industry Awards to go virtual, WA Golf Industry Awards winners

GMA MEMBER PROFILE

BARB KELLY: 30 YEARS AT CHIRNSIDE PARK

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GMA MEMBER PROFILE Always Looking Forward: Barb Kelly - 30yrs at Chirnside Park

WINNERS

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COVID-19 FEATURES

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CMAA MEMBER REPORTS

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GOLF AUSTRALIA NEWS

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EDUCATION

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EDUCATION

Adapting and innovating in a crisis, How to adjust to the new normal

CMAA World Conference scholarship recipients, Fiza Errington and Sharon Purnell

National Outlook for Vision 2020, GA/GMA Webinar Series, New Centre Unites Golf

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WA GOLF INDUSTRY AWARDS

CMAA WORLD CONFERENCE

SCHOLARSHIP REPORTS

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Train Staff (Paul Vardy), Visibility Blackmail and your Visibility Bank Account (Gregg Patterson)

The Powerful Effects of Volunteering (Paul Vardy), Governance (Margot Foster AM)

GMA PODCAST

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THE RISE AND RISE OF THE PODCAST

GOLF AUSTRALIA

CENTRE UNITES GOLF’S PEAK BODIES

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COVER PICTURE: One of the only things on the world’s minds over the last three months - COVID-19, the coronavirus pandemic.

Golf Management Australia Journal | Winter 2020

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FROM THE CHAIR CATHY NEAGLE | Chair, Golf Management Australia

Leading and adapting as never before It would be hard to imagine a more extraordinary time in our lives than the past few months with the challenges in response to the worldwide pandemic, COVID-19.

Golf clubs are navigating through a period of great uncertainty. The pandemic has had varying impacts on GMA member clubs depending on state restrictions, club business models and the financial position of clubs. GMA members have had to lead as never before and adapt crisis management plans as restrictions either gained momentum or have eased. Every aspect of operations has been reviewed and considered as things change and communication to members has been frequent. Many members have never been as busy and often with less resources.

Though we have a further adjustments to come, we’ve seen that it’s the very nature of golf as a non-contact outdoor sport that has meant that most clubs have ridden out the period better than almost all other forms of sport and recreation. In pure numbers, golf is now booming with most clubs reporting better than expected renewal levels and a heightened demand for new membership.

The value of being in a club has gone up.

We will need to carefully plan ahead as the buffer of JobKeeper has provided a significant boost to many clubs. Many clubs are also considering the opportunities that may emerge.

Members supporting members It has been wonderful to see the support that GMA members have offered one another. Without the ability to get together for our business meetings, professional development events and golf days along with our corporate partners, we’ve used new ways of staying in touch and sharing information and ideas.

Within each state, we’ve seen member contact through a range of methods; email groups, Zoom catch-ups, WhatsApp and telephone trees. GMA has kept in regular touch with members through the sharing of government updates via Golf Australia, COVID-19 resources (many with the help

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of E-Par), regular CEO EDMs of industry news, website updates, member discussion forums, social media updates, podcasts, webinars and phone support.

We are excited that activities are being planned for each state as early as July and it will be exciting to have more opportunity for face to face contact with other members.

We know that many clubs have been limited to members only in recent months and we thank our members from clubs who are allowing their courses access to GMA to resume our golf days. Stay tuned for news in your state.

Golf Management Australia (GMA) represents a membership of more than 400 golf club managers across Australia.

Planning for the future

Golf Management Australia Ltd. PO Box 859 CROYDON VIC 3136 www.golfmanagement.com.au

The GMA board has met a number of times via video-conference to consider conference planning options, service agreements with states, membership conditions, GMA’s financial position and to discuss issues within the golf industry and affecting GMA members. The COVID-19 disruption has been a challenge but with our relatively low overheads and timing of the Biennial GMA National Conference, GMA is in a solid financial position. This will enable us to get back into normal operations soon. Our budgeting in the 2020/21 year requires an unusual level of care to see our strong position remain whilst offering all the benefits that members expect. The support from our fantastic corporate partners underpins much of what we do.

The disruptions of the past few months has been hard on many of our partners and we ask that GMA members be particularly receptive to the products and services that our partners offer.

Member engagement Finally, thank you to members for the high response to the recent GMA Member Insights survey. The 161 replies has provided us with a great deal of qualitative and quantitative information. Once the results have been analysed, we look forward to sharing aggregated data on important matters related to club management and your engagement with GMA. We look forward to engaging with you more in the near future and stay well.

GMA, through its state associations, provides a platform of professional and personal development and networking opportunities for General Managers and Assistant Managers/COOs of golf clubs.

GMA also has a focus on member support, club development, and member health and well-being.

BOARD OF DIRECTORS Cathy Neagle (Chair) Elanora CC, NSW Peter Busch Green Acres GC, VIC Anthony Masters Barwon Heads GC, VIC Aaron Muirhead The Good Times Pub Group, QLD Troy O’Hern Mount Lawley GC, WA Kieran Semple The Coast GC, NSW Mark Tan Mount Osmond GC, SA GMA TEAM Paul Vardy Chief Executive Officer Frances Cordaro NSW State Operations Manager Mike Orloff QLD State Operations Manager Zoee Dolling SA State Operations Manager Rod Haines VIC State Operations Manager & Finance Nicole Martino WA State Operations Manager David Brand Media & Communications

Contents may not be reproduced without written permission.

Views expressed in editorial contributions do not necessarily reflect the opinions of this publication and it’s management.

CLICK HERE FOR MEMBER ONLY GMA RESOURCES & LINKS: • Member Assistance Program • Member Discussion Forum • Member Resource Library • Industry Webinars

AS THE JINGLE GOES..

You can get it puttin’ You can get it drivin’ You can feel it comin’ on in 2’s, 3’s or 4’s Spare time in a pandemic needs a big safe sport And the best safe sport is golf CLUB GOLF. You can get it walkin’ You can get it talkin’ You can sneak it in workin’ from home (Matter of fact, these days my work’s on my phone) CLUB GOLF. -Anon-

FROM THE CEO PAUL VARDY | CEO, Golf Management Australia

There’s nothing fair about a pandemic nor the safety responses to keep it under control.

It hits people who are already suffering health issues; it hits countries who are not well prepared or who have inept governments; it puts health professionals at risk of contracting the disease; it ruins events and gatherings where people crowd in spaces; it stops gyms and their equipment; it stops contact sports and their leagues; it dilutes professional TV rights deals and puts sporting CEOs out of work; it makes tech giants richer; it halts travel plans; it hits almost all people in hospitality, sports, tourism, the arts and universities; it crams people into their homes and exposes domestic violence and depression.

Pandemics, as we have discovered, are not at all fair.

A positive outlook Yet, one thing pandemics do is release a whole lot of spare time into people’s lives.

And it has been a lack of spare time, or competition for time, that has been golf ’s greatest barrier in the past.

Golf, requiring no sharing of equipment and its ease of social distance, has revealed itself to be not only safe but the perfect mental health release in these times of a pandemic. And so, whilst one bug has been fortunately contained for now, a positive bug has been re-released onto the public – the golf bug!

Demand for tee times has been unprecedented. Even during the period where clubs were teeing golfers off in twos, managers reported more rounds than in a month of normal fours. Most clubs can expect the high demand to continue through winter as passports stay sitting in top draws.

Let’s hope that the practice of working from

home for many businesses will allow more people to fit golf into their lives.

GMA members report that membership renewals have been better than first predicted and new member interest is strong. Casual golfers are seeing the value of joining a club because it’s been hard to get a game because members are filling the tee times.

With clubhouse restrictions lifting (with the exception of Victoria at this stage), and members returning in numbers, the fantastic social connectedness of clubs is coming back into play. Nothing replaces having members back in the club, a trusted home away from home.

Social distancing is still an issue, particularly for thousands of small cafés and restaurants who just don’t have the space of clubs. The sheer size of golf clubhouses, often a bit of a ball and chain in terms of cost, is now an advantage in clubs who can spread diners around the building. The outdoor eating spaces are another advantage.

The high demand for golf and the flourishing of take-home meals is something that will stay for many clubs.

Subsidies from government, particularly JobKeeper and a range of grants/concessions have been a relief for many clubs and a saviour to others. Clubs with a higher reliance on hospitality and gaming revenues until now have been amongst the hardest hit.

In the country, many small golf clubs rely on the high margins from food and beverage sales served by volunteers. Still, many clubs have used the various subsidies to get new projects underway at their clubs.

The late April to early May survey by GBAS was a fascinating snapshot in the thinking of GMs at the time. Most respondents were forecasting significant

profit declines and heavily reduced budgets for capital spending.

The outlook now is much brighter. With government fiscal stimulus worldwide, share markets recovering much of their February/ March losses and interest rates at record lows, now may be the perfect time to invest in capital works to improve your club.

It’s also time to get together with our GMA members and GMA’s corporate partners. We’re very much looking forward to running as many events as we can in the second half of the year. We’re hoping to hold the BMI GM/CEO course in October and we’ll now run the BMI Club Management in 2021.

We ask that wherever possible, GMs make their clubs available to hold GMA events and we ask that members block out some time in your busy diaries to make yourselves available to attend.

Thanks to all members for your good will and regular contact during this time.

We very much look forward to delving into the results of the Member Insights survey and using the knowledge to guide GMA activities for members.

I would like to thank during this time our GMA corporate partners who are so important to our association, the GMA board who have provided wise advice and great support, state executives who have kept the state networks together so well, our GMA Operations Managers for their enthusiasm, support and who can’t wait to run events for members, and David Brand who manages our expanding range of communications so well.

It’s a fantastic organisation, and we look forward to some face to face time soon.

Golf Management Australia

BOARD OF DIRECTORS & MANAGEMENT

CATHY NEAGLE Chair

PETER BUSCH Director

ANTHONY MASTERS Director

AARON MUIRHEAD Director

KIERAN SEMPLE Director

TROY O’HERN Director

MARK TAN Director

PAUL VARDY CEO

Golf Management Australia Journal | Winter 2020

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Designated driver?

Now you can.

Great taste.

Alcohol free.

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Contains less than 0.04% Alc/Vol.

GMA NEWS

QLD GOLF INDUSTRY AWARDS TO GO VIRTUAL The Queensland Golf Industry is pleased to confirm the date for the ‘Virtual Awards Night” to be broadcast on Tuesday 14th July.

Coordinated by the PGA of Australia, Golf Australia, Golf Course Superintendents Association of QLD and Golf Management Australia, the QLD Golf Industry “Virtual” Awards Night will acknowledge the achievements the finalists have accomplished throughout 2019.

Despite being postponed earlier this year, the QLD Golf Industry Awards Night will announce all winners of their respective awards of which will be broadcast at 7:00pm (EST) on Tuesday, 14th July via the PGA’s website.

With the success of the recent WA Golf Industry Awards Night which saw Golf Clubs and individuals gather to watch the evening, finalists are encouraged to watch the broadcast in groups (relative to gathering restrictions in place on this date) to celebrate their achievements. Physical awards will be presented to the winners of each award in the week(s) following the broadcast to assist in the additional promotion of their accolades.

Watch the QLD Awards broadcast at: www.pga.org.au

RECENT INDUSTRY MOVEMENTS GMA board member, Aaron Muirhead, is moving from Ipswich GC to Oxley GC, replacing Brett Holland, who is moving to NSW, outside of the golf industry.

Tristan McCallum has been appointed to Managing Secretary at Sea View GC from his previous Golf Operations Manager role.

Previously Golf Ops Coordinator, Mathew Bowra has been promoted to Golf Manager at the Western Australia GC. Former Head Professional, David Robinson, has stepped into the General Manager’s position at Kwinana GC.

$

29.95

AVAILABLE FOR PURCHASE The GMA Green Book: The Essential Guide to Strategic Planning for Golf Clubs The GMA Green Book is produced by GMA with corporate specialist Tony Sernack.

Copies of can be obtained for $29.95 each (or $250.00 for a pack of 10).

To order your copy, please contact GMA CEO, Paul Vardy: paul.vardy@golfmanagement.com.au

WE WANT YOUR INPUT! To assist us in better informing and educating our members, we need your assistance to continue providing relevant, interesting and unique stories from within the golf management industry that we can share in this journal.

If you would like to write a piece for the GMA Journal – we’d certainly love to hear from you.

Please send your material through to our Media & Communications manager, David Brand, at david.brand@golfmanagement.com.au.

Andrea Watson has moved from Assistant Manager at Royal Melbourne GC to General Manager at Yarra Yarra GC. Fiza Errington joins Andrea at Yarra Yarra GC as Operations Manager, with Andrew Casey, moving from Riverside Oaks in NSW to replace Fiza as Spring Valley GM. Ben Russell has taken over the GM role at Long Reef GC, replacing Anthony Dignan.

NEW GMA MEMBERS Queensland • Wayne Patston - Cooroy GC New South Wales/ACT • Mario van Zyl - Mollymook GC • Oliver Raggatt - Roseville GC • Stephen Hodge - Tuross Head CC Victoria/Tasmania • Angela Chen - Yering Meadows GC • Bonaventure Tai - Chalambar GC • Ashlee Scott - Warnambool GC • Stephen Roberts - Hidden Valley GC Western Australia • Mike Lee - Secret Harbour GL To update us on any movements within the industry, please advise your local GMA State Operations Manager.

Golf Management Australia Journal | Winter 2020

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WA GOLF INDUSTRY AWARDS

From this!

WESTERN AUSTRALIA

GOLF AWARDS GO VIRTUAL

To this!

The WA golf industry has come together to celebrate the outstanding achievements of individuals and Clubs at the 2020 ADH Club Car WA Virtual Industry Awards Night.

GMA’s WA Operations Manager, Nicole Martino, provides us with a summary of the “virtual awards night”.

In a normal year, the WA Golf Industry Gala Dinner would have seen over 400 members of the WA golfing community come together to celebrate the contributions of the sport’s finest athletes, volunteers, administrators, and staff from across the State.

But 2020 has been nothing normal. In its 11th year, and only one week out from its original date of March 20th, the event was cancelled due to COVID-19 restrictions.

The Organising Committee, who had been looking forward to celebrating in person with the industry, soon found themselves back meeting to discuss Plan B. And like much of what was happening all around the world at the time, the need to go online soon became apparent.

Hosted by Gary Thomas (Golf WA) and Kim Felton (PGA of Australia), the virtual awards night went live to lounge

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rooms across the country on Thursday, 4th June, and included award announcements, interviews with PGA Life Member, Len Thomas, and LPGA Tour Professional, Hannah Green, and a highlights video from 2019.

Production of the ADH Club Car WA Golf Industry Virtual Awards Night was made possible thanks to the expertise of Phenomenon Creative Event Services, venue host Troy O’Hern and Mount Lawley Golf Club and event sponsors ADH Club Car, Bowra & O’Dea, Golf Car World EZGO, Miclub, McIntosh & Son and Jacobsen, Nexus Risk Services.

2020 ADH CLUB CAR WA GOLF INDUSTRY VIRTUAL AWARDS ORGANISING COMMITTEE: GMA Nicole Martino GOLF WA Gary Thomas Trudy Kruger Jody Williams GCSAWA Shane Baker

A unique benefit of holding a Virtual Awards Night is that the video is still available on PGA TV, simply go to www.pga.org.au to view.

PGA OF AUSTRALIA David Andrews Aimee Christie

WA GOLF INDUSTRY AWARDS

GMA MEMBERS SHARE IN ACCOLADES

Mandurah Country Club Award Metropolitan Facility of the Year

Tony Howell (pictured left), General Manager and Head Professional of Mosman Park Golf Club saw his tireless commitment to the club rewarded when he was named MiClub Employee of the Year. The Employee of the Year Award is awarded to a staff member whose efforts have been significantly above their specific employment description and in 2019, that was exactly what was required of Tony.

“It was a difficult year for the Club as we began negotiations with local council over our Lease and long-term tenure. I am now pleased to be able to advise that we have recently reached agreement on the tenure of a new lease which is exciting for the Club.”

“I am fortunate to have a supportive Committee and a great staffing group around me. In fact, it was a few of my staff who nominated me for this award which makes it even more pleasing.”

Tristan McCallum, Sea Golf Club took out the Hilary Lawler PGA Professional of the Year Award for

the second year in a row. The award is designed to recognise the effort, dedication, and contribution of PGA Professionals to promoting the game of golf. Tristan, who is also a Provisional Member of GMA has recently stepped into the role of Managing Secretary of Sea View Golf Club.

Josh Madden, General Manager of Wembley Golf Complex, beat out fellow GMA Member Des Shearer to win the PGA Management of the Year Award. Awarded to recognise the achievements of PGA Members in roles within the industry which require the use of management skills, Josh completed a number of significant projects in 2019 including improvements to the online bookings system, implementation of a new emergency evacuation plan and corporate business plan and the opening of the country’s second PGA Centre for Learning and Performance.

GMA would also like to congratulate those GMA Members whose tireless work behind the scenes would have contributed to their Club winning an award.

CONGRATULATIONS TO ALL 2019 ADH CLUB CAR WESTERN AUSTRALIAN INDUSTRY AWARD WINNERS: EMPLOYEE OF THE YEAR – SPONSORED

BY MICLUB:

HILARY LAWLER PGA PROFESSIONAL OF THE YEAR:

Tony Howell, Mosman Park Golf Club

Tristan McCallum, Sea View Golf Club

VOLUNTEER OF THE YEAR – SPONSORED

BY BOWRA & O’DEA:

PGA MANAGEMENT PROFESSIONAL OF THE YEAR

Mal Rigoll, Busselton Golf Club

Josh Madden, Wembley Golf Complex

REGIONAL GOLF COURSE OF THE YEAR – SPONSORED BY ADH CLUB CAR:

PGA GAME DEVELOPMENT PROFESSIONAL OF THE YEAR

Bunbury Golf Club

Mark Tibbles, MTI Golf Academy – The Vines Golf & Country Club

REGIONAL GOLF FACILITY OF THE YEAR: Bunbury Golf Club METROPOLITAN GOLF COURSE OF THE YEAR – SPONSORED BY ADH CLUB CAR: Joondalup Golf & Country Club METROPOLITAN GOLF FACILITY OF THE YEAR: Mandurah Country Club

PGA PRO-AM OF THE YEAR: Urban Quarter Dunsborough Lakes ProAm, Dunsborough Lakes Golf Club PGA TOURNAMENT OF THE YEAR – SPONSORED BY GOLF CAR WORLD EZGO: Nexus Risk Services South West Open, Bunbury Golf Course PGA COACH OF THE YEAR – SPONSORED

BY GOLF CAR WORLD EZGO:

APPRENTICE OF THE YEAR: Mitchell Clay, Mandurah Country Club SUPERINTENDENT OF THE YEAR – SPONSORED BY MCINTOSH & SON JACOBSEN: Ashley Watson, Joondalup Golf & Country Club WA GOLF INDUSTRY RECOGNITION AWARD: Len Thomas OUTSTANDING GAME DEVELOPMENT OF THE YEAR: Mark Tibbles, MTI Golf Academy – The Vines Golf & Country Club OUTSTANDING GOLF ACHIEVEMENT AWARD – SPONSORED BY NEXUS RISK SERVICES & NGI: Hannah Green

Ritchie Smith, Royal Fremantle Golf Club

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ALWAYS LOOKING FORWARD

BARB KELLY: 30 YEARS AT CHIRNSIDE PARK COUNTRY CLUB With over 30 years of outstanding contribution to both the Chirnside Park County Club and to the golf club management industry, it’s time we salute Barbara Kelly!

Frances Cordaro and Paul Vardy explain why.

Thirty years ago, a young woman began This is a story of a talented individual on the right-hand side of 17 of the 18 work as an office secretary at Chirnside Park who forged a successful career in club fairways. The course was built to sell houses Country Club in the far east of Melbourne management, and which led one of the not golf.” on the edge of the picturesque Yarra Valley country’s most successful golf course and With golf coming down from its peak in wine and dairy region. The mother of three club redevelopments. the late 90s, membership and green fees children aged under eight had no experience The golf course at Chirnside Park was struggled to meet the costs of maintaining with club administration of golf, tennis or built in the mid 1960s as one of the first the course and by 2001/02 debts were bowls and little experience in hospitality. two housing estate courses in Australia. growing. In 2002, after much investigation, The appointment of Barbara Kelly was of The club was formed in 1974 when a group the club’s board was presented with a series significance on the club’s of options to get the club future. out of its predicament. The This is a story of a talented individual who forged a only feasible long-term By 1994, Barbara was effectively handed the option, and the one chosen successful career in club management, and which role of inside supervisor led one of the country’s most successful golf course by the board, was to sell off running the clubhouse the golf course and look for and club redevelopments. operations whilst the course a more suitable site. superintendent was the What followed were outside supervisor. By the seventh year and of golfers borrowed money from the bank 10 years of planning with local and state having taken over the golf shop operations and bought the course from the developer. politicians, solicitors, developers and golf and developed the hospitality side of the In the 28 years that followed, the fledgling course designers and updates to members. business, Barb was appointed the General club attracted membership consisting Through sheer tenacity, long hours, Manager of the club. The new role included predominantly of young families. some chance and careful risk management, accountability for the oversight of all areas “It was probably years ahead of its time,” and overcoming setbacks, Barb navigated including the golf course, tennis, bowls and Barb said. “It was a good layout, but it had her club through endless decisions wine club. poor drainage, was hilly and had neighbours that presented a compelling case for a

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GMA MEMBER PROFILE

redevelopment. All along the club’s aim was to create a course and club that the members would be proud of whilst not overspending and being sustainable to meeting the right level of the golf market.

Many hurdles presented the club including having the application to rezone the current golf course rejected and losing a council decision to access the originally proposed golf course site further along Victoria Road.

There was heart ache when this happened as the rejection forced the initial developer’s contract to be cancelled. However, finding a new developer in CSR was the partnership the club needed to get the desired result.

The application was again defeated when the local councillors succumbed to public pressure and abandoned application for rezoning of the Chirnside Park site.

Good news finally arrived when in 2009, the Victorian Premier, John Brumby, with a growing population and a shortage of available housing, announced that the project was to be called in and dealt with through the State Government planning process. But optimism waned as progress inevitably stalled. Needing a panel hearing to explain the proposal to release the club’s land for housing whilst acquiring and re-purposing an old quarry nearby for the golf course, Barb was getting restless.

After repeated efforts to push for the panel hearing, Barb took matters into her own

hands by directly approaching the Victorian Planning Minister, Justin Madden.

Waiting in the passages of state parliament, she approached the 6 foot 9” Madden (ex. Carlton FC ruckman) directly to raise the issue and ask for a commitment to hold the panel hearing. It was a success.

The process was established and in late 2010 a two-week panel hearing was eventually held. The outcome was successful but left residual issues to be addressed. The state election in December 2010 led to a change of government and under a new planning minister, the proposal was sent back to the local council to negotiate issues related to house setbacks.

Through these difficult times, Barb had the backing of her board. As club president, Bruce Bower said in 2011 to members, “Make no mistake about it, love her or hate her, our club would not exist today if it had not been for the single handed devotion, skill and unremitting persistence that Barbara has given to our club.” And this, “Every success story has its hero, and do not doubt that Barbara is the hero of this one.”

“No one could expect the dedication and commitment Barbara has provided to this club over the past nine years.” Bower said. “She has argued with lawyers and barristers from some of the biggest law firms in the country; she has negotiated deals with corporate CEOs, she has sweet talked politicians whose skill is to out-talk everyone else; she has shown amazing intelligence in reading contracts and picking out the minutest detail that could possibly disadvantage her club and she has networked the last ounce out of every possible contact that she could make.”

In December 2011, a development agreement was settled with the developer CSR Building Products. It turned out to be a wonderful deal for the club with a great working relationship between the partners in the project. In the deal, the club would receive approximately $40m for the golf course land. The club spent $28m on the Gardiners Run facility, leaving $9m for renovations to Chirnside Park Country Club and the rest in retained earnings.

Course construction commenced in January 2012 and the original golf course site was played as 18 holes until August 2012 and then restricted to nine holes until the new course was ready.

In May 2014, the Gardiners Run golf course, clubhouse, maintenance facility and infrastructure was complete. The operating

model was designed for efficiency. Staff now sell golf balls or hire clubs from the same long counter they use to pour drinks and take food orders.

On 11 acres at the original site, Chirnside Park Country Club has retained its clubhouse, two bowling greens and six tennis courts. During 2018-2020, with funds retained from the deal with CSR and the Gardiners Run construction, significant staged renovations took place to modernise the Chirnside Park car park, lighting, tennis courts, bowls greens, pavilion, bistro, gaming, sports bar and function rooms.

Most renovations were complete by the end of 2019. In March 2020, with its final element of the renovations finished, Chirnside Park was able to proudly open its new function rooms for its first weekend of functions. As Murphy’s Law would have it, it was the only weekend of functions.

COVID-19 shut-downs ensued, and it has not opened for functions since. Despite this recent set-back, the future looks very bright for the club.

Beyond leading her club through major change, Barb was been a wonderful person for the industry and a close friend and advisor to many club managers. She was awarded the Clubs Victoria Manager of the Year in 2002, served as a former member of the Clubs Victoria board from 2005 for 10 years as councillor, treasurer, vice -president and president and remains as a founding member of Community Clubs Victoria where she is still on the board. Barb has been a GMV member since 1995, was a member of the GMA National Conference organising committee in 2001, 2011 and 2019, and has been a member of the GMV Executive since 2015. Barb was recognised by her peers when awarded the GMV Manager of the Year in 2017, the award’s inaugural year.

Whilst Barb has demonstrated her resilience and dedication over a long period, humbly she credits success to her ability to work with her board and keep focussed on always looking for what’s next in the club’s evolution. Despite her longevity at the one club, Barb counts herself lucky that there is never a dull moment as there has always been a new project on the horizon.

With over 30 years of outstanding contribution to both the Chirnside Park County Club and to the golf club management industry, it’s time we salute Barbara Kelly!

Well done Barb!

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COVID-19:

ADAPTING & INNOVATING IN A CRISIS The recent COVID-19 pandemic has had a significant impact on our day-to-day lives. However, during these difficult times, the golf industry has stood tall, with golf club managers adapting and innovating to ensure their clubs and facilities could, where feasible, remain open, safe and secure places for members, staff and other users.

Here, our GMA network of contributors, including Scott Wagstaff (QLD), Frances Cordaro (NSW), Zoee Dolling (SA), Nicole Martino (WA), and Rod Haines (VIC) provide some insights into how each state handled the crisis.

Changed Business Practices COVID-19 has forced golf clubs to change their business practices over an extremely short period of time.

While many forced changes may be relaxed as the pandemic recedes, there are some practices which have improved the club’s business model and will remain in place.

On the northern beaches in Sydney, Nigel Gibson, General Manager of Manly Golf Club anticipates certain new technologies will outlive the virus.

“The club was considering moving to a cashless system in the next year. COVID-19 forced the idea and I anticipate this will remain in place once business resumes as normal,” Gibson said.

“The club will also consider the ongoing use of the MiScore app. This saves on time and cost of printing golf cards.”

On the other side of Sydney, Cameron

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Harvey, General Manager of Muirfield Golf Club, has witnessed an improved unity at the club due to the change of the competition schedule. There are no set days for men or women, rather all are playing in the same fields.

“The impact of only two per tee has forced the competition schedule to change. This has been a cultural improvement for the club. The men and women are not separated but rather playing the same fields.”

Five hours west of Sydney, COVID-19 has forced the Dubbo Golf Club to also unify as one club.

“The divided sub-clubs of men’s, women’s and vet’s have been forced to come together and share competition days. The competitions, the trophies – they are now all the same,” General Manager Rod Archer said.

“We are experiencing record golf numbers

and the playing sheet is full. The course has been restricted to members only so as to give them the best opportunity to play and as a result there have been 70 new members this month.”

The other changed business practice, which is hoped will remain in place post COVID-19, is the use of web video conferencing and online documentation for board meetings.

Back in Sydney at The Lakes Golf Club, the pandemic has seen staff relationships and business culture improve.

“The staff really appreciate their jobs and have had to mix their roles and work across different departments,” General Manager Andrew Kirkman said.

“Our chef has experienced working on the course team. He doesn’t play golf, so this has led to a greater understanding of the game.

But he will return to the kitchen.”

COVID-19 FEATURE Communicate, communicate, communicate...

Golf club managers across Australia found new ways to communicate through the COVID-19 crisis.

In Queensland, WhatsApp found its way into their communication mediums.

After the first COVID-19 announcements in March, it was obvious that normal methods of communication such as email and the like were probably not dynamic enough to share the ever-changing rules and regulations that were being forced on clubs almost on a daily basis. Emails and website updates have a place for more official announcements, especially after news has broken, and will always be an appropriate tool for that type of information.

However, it became apparent that, even though a decision or announcement by the Prime Minister would take place (usually on a Sunday evening), it would then take approximately 48 hours for the Queensland Government to interpret the decision and for the Chief Health Officer’s decision to be published on the Queensland Government’s website. These 48 hours were a confusing and difficult time where clubs were trying to decide if they should stay open or closed with lots of opinions and no certainty.

The benefit of a less formal style of communication like WhatsApp allowed 30+ managers to share the “word on the street” so that they knew what was coming.

This allowed managers to be prepared and make decisions based on what was likely to occur before It happened, proving very important to many.

Another benefit was the sharing of individual experiences, such as visits by OLGR inspectors and Police Officers at various venues, so the group knew to be prepared for authorities, as they were very active at various times through the initial phases of the crisis.

No doubt, the WhatsApp group will continue to provide benefit as restrictions start to ease and it might have a use post crisis as we continue to adapt and use technologies in new and different ways.

Meanwhile, during the early stages of the COVID-19 crisis in SA, Andrew Gay took a lead and initiated fortnightly Zoom calls with general managers, GMA staff and Golf Australia (SA) staff.

This forum gave everyone an opportunity to discuss openly how clubs were responding to the rapidly changing requirements around

Screenshot from a South Australian Zoom meeting during the COVID-19 crisis

operation of our golf clubs in SA. It also allowed managers to actively debate and troubleshoot some of the restrictions, and navigate their implementation across various sized clubs and membership bases. Golf Australia (SA) staff were able to provide direct updates to members on their club support and experiences nationally.

From this forum, GMA were able to work with Golf Australia to respond to government in the clarification and easing of restrictions when golf was inadvertently impacted by changes to the regulations.

The ability for SA managers to find support, share experiences and work through challenges collaboratively to address similar issues has been one of the great strengths of the GMA network in SA. A few thousand kilometres away in WA, State Operations Manager, Nicole Martino, started an email communication chain amongst managers when the first major announcements were made about COVID-19 restrictions. The email chain encouraged the sharing of knowledge and support, with members sharing information on their course closures and then, when easing of restrictions commenced, their pathways out of those restrictions.

Martino noted, “there was rarely a ‘onesize-fits-all’ response, but it was useful for all sectors of the industry to know how each club/facility was managing the process and how the restrictions, and the subsequent easing of restrictions, were effecting them.”

For WA, notable topics revolving around the email chains included the sale of liquor, use of golf carts, including single-use and more recently, allowing shared carts, and the

management of golfers and their movements around the golf course.

Representatives from Golf WA, PGA WA and Clubs WA were included in the email chain and were valuable resources for members, providing regular updates on the ever-changing legislation and regulations from official government channels.

Total Lockdown & Roast Dinners In Victoria, it was a very different story, with golf closed down, along with other outdoor activities, for a significant period of time under the strictest lockdown measures in the country. This was despite constant media coverage encouraging the Premier to ease those restrictions.

During the closure period, some initiatives to keep hospitality staff engaged included the provision of takeaway meals.

The highlight of this was for Mothers Day for our very own GMA State Operations Manager, Rod Haines. He ordered a Roast Chicken preprepared lunch for his family (which he did have to cook using helpful instructions) from The Eastern Golf Club (credit to Ben Telley, GM, and his wonderful staff). Many Victorian Clubs did similar things.

Communications still continued amongst Clubs who quickly got accustomed to Zoom meetings, Whatsapp, yet the ever reliable telephone was still as important as ever.

THE GOOD NEWS: Across the whole country now, golf is back on and many clubs are reporting record rounds played. Hopefully this trend continues well into the future.

Golf Management Australia Journal | Winter 2020

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HOW TO ADJUST TO THE NEW NORMAL AND COPE WITH CHANGE As previous COVID-19 related restrictions are released and the country is opening up again, it can be incredibly unsettling adjusting to yet another change.

Many of us will be returning to work, sending our children back to daycare or starting to see friends and family again.

Going from lockdown life to a new normal is a huge adjustment, especially when the lockdown was devised to keep us safe.

As a result, it is inevitable to feel unsettled, fearful, anxious and worried when adjusting to another change. Therefore, this month we are exploring the psychology of change and how to manage uncertainty by challenging unhelpful thoughts and doing a few simple strategies.

The Psychology of Change For human beings, change is unsettling and often anxiety-inducing due to the uncertainty it brings. This is because the survival part of the brain is always making judgements about the world, assessing who, what and where is and isn’t safe. In our usual day-to-day lives, we often stick to a usual routine and pattern, visiting similar places which we know are safe and predictable.

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When change happens, life becomes uncertain and less predictable. As a result, our brains need to go through the process of reassessing whether the new situation we are in is safe. Our brains naturally assume the new situation is unsafe to keep us cautious before we are sure it is safe.

Therefore, change and uncertainty trigger off the fight-or-flight response in our brains, encouraging a surge of stress hormones such as adrenaline and cortisol to rush around our body. This means that any change can bring up feelings of unsafety, anxiety, fear, and exhaustion. The bigger the change, the more intense the feelings.

Studies have found that: • stress levels are lower in individuals who anticipate pain rather than those who anticipate uncertainty • job uncertainty can have a more detrimental effect on your health than actually losing your job.

If we bring this back to COVID-19, with so many changes happening in our lives, our

brains will immediately jump to worst-case scenario thinking, feeling worried that we might not be able to cope and fearing that we are unsafe.

This process is the brain’s natural way of adapting to uncertainty and assessing the nature of change. Although natural and understandable, if we are consumed by fears around uncertainty, this anxiety can be paralysing and overwhelming. It’s vital to be able to take a step back from these fears and manage our thoughts effectively so we can carry on with our day-to-day lives.

How to Combat Unhelpful Thinking During Change Anxiety has both physiological and psychological symptoms. One way to combat our stress response to change is to challenge unhelpful beliefs to reduce our overall stress levels and help us cope during times of uncertainty. Cognitive-Behavioural Therapy (CBT) is an approach that focuses on identifying the relationship between your

COVID-19 FEATURE thoughts, feelings and behaviour. It is found to be highly effective in reducing anxiety, stress, depression and trauma symptoms.

CBT shows that if we can challenge or change our thinking about a situation, we can reduce the impact it has on us even if the situation stays the same.

3-Step Approach Step 1: Identify your ABC CBT encourages participants to break down how we think and feel during stressful changes or situations. You can follow this simple step-by-step guide to facilitate this process.

Think about a time where you noticed any COVID-19 or change-related fear.

A: Identify the Activating Event: What happened that triggered you to feel stressed/anxious?

“I am going back to work on Monday after working from home due to COVID-19.”

B: Identify the Belief: What did you tell yourself?

“If I go back, I will get COVID-19 and pass it on to my family, putting them and me at risk of dying.”

C: Identify the Consequence: When you believed this, what did you feel both physically and emotionally? Rate the intensity of this experience out of 10.

“Physical Sensations: Feelings of anxiety rise (racing heart, shaking hands, tight chest, racing mind.)

Emotions: Fear, sadness How intense are these feelings: 6/10”

Step 2: Challenging Questions CBT argues that believing this belief (e.g. I will die if I go to work) is causing the impact. If we can change this belief, the trigger won’t be as impactful.

Once you have identified your belief – ask yourself: What is the Evidence FOR and AGAINST this belief?

• FOR: Other people in Australia have contracted COVID-19 and passed away.

Going to work will put me in contact with more people.

• AGAINST: Numbers of COVID-19 have been low in Australia, I am not in a group that is at risk, I can socially distance at work and

wash my hands regularly.

Is this belief realistic?

• No, it is unlikely that I would die from COVID-19 even if I got it and the infection rate is very low.

Is this belief confusing something possible with something probable?

• Yes, although it is possible, the probability of me getting COVID-19 and dying is very low.

Step 3: Provide an Alternative More Helpful Thought Now you have challenged this belief, think of an alternative thought you can tell yourself and choose to believe that is more helpful.

Ask yourself: What can you tell yourself in these circumstances in future that is more helpful?

• I am unlikely to catch COVID-19 if I follow guidelines and take sensible precautions.

• Also, it is very likely that even if I got COVID-19, I would survive.

How Intense are my Feelings after Challenging this Belief and Thinking about an Alternative Belief?

• 4/10

The idea of this 3-step approach is to reduce the intensity of your feelings by challenging the belief and focusing on a more helpful belief. By practising this daily through your adjustment period, you can help to a take a step back and feel less overwhelmed during the transition to the new normal.

Top Tips to Help Adjust to the New Normal In addition to challenging unhelpful thinking, here are some other tips to help you to cope: 1. Take it day by day: Try to focus on each day at a time. Thinking too far into the future in times of uncertainty can be overwhelming.

2. Create new routines: Set up a new daily/ weekly routine that you would like to stick to in the new normal. Write down when you want to exercise, do self-care, see loved ones etc.

3. Schedule time to worry: If you are consumed by worrying, schedule 30 minutes in your day to think about your worries.

When they arise during different parts of the day, write them down and tell yourself you won’t think about it until your worry time.

4. Combat the Fight-or-Flight Response: We can also use our breathing to reduce our stress levels – focus on breathing techniques such as breathing in for 4, holding for 4, and exhaling for 6 to activate your rest and relax response in the nervous system.

5. Invest in your home space: Spend time making your home organised, tidy and clean to help you feel you have a secure base during the changes.

6. Tell Yourself: We can never guarantee our safety: Remember that there is risk in everything we do, that is a part of life and we cannot eliminate it. Rather than focusing on trying to guarantee your safety, think about what is a safer option.

For more information on GMA’s free Member Assistance program, managed through Acacia Connections, click here.

Golf Management Australia Journal | Winter 2020

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EDITORIAL

CLUB CAR PREPARING FOR A CHANGING GOLF LANDSCAPE At the 2018 PGA Merchandising Show in Orlando, Club Car launched the autonomous caddie – Tempo Walk.

Initially designed as a supplementary fleet product in the USA, the product carries a golfers clubs and equipment, sand-bottle, drinks/food and features a tablet that when connected provides real time info to the player.

“Over the past 18 months we’ve seen a growing interest in Tempo Walk both here Tempo Walk is an autonomous in Australia and in New Zealand” said Club caddie golfers toGates, enjoy“so their Car Regionalthat Vicefrees President Kevin we’vesurroundings completed theand required focustesting on theand game. had it certified for our local markets. Tempo Walk will be here in time for summer fun.”

As opposed to other, more retail focused products Tempo Walk is a revenue

opportunity for Clubs to access the walking market within local facilities. The product is commercial grade, durable and available to golf courses as an adjunct hire business to golf car fleets. The business model for Tempo Walk is similar to that of existing golf car operations – a weekly payment for the product which includes scheduled servicing and the course operator rents the Tempo Walk to members and guests.

access to mid-week competitions and peak times for courses are evolving beyond what has traditionally been the case. Our collective opportunity is to evolve with this shift in demand and broaden the experiences available to players. We believe innovative products like Tempo Walk have an increasing role to play in the modern game.” According to InGolf & Utility Fleet Sales Manager Luke Roberts.

“COVID-19 and its challenges have driven change in the way players enjoy their weekly golf fix and many members and guests now have more flexibility in when and how they play golf. Clubs are increasing

For more information on Tempo Walk and the benefits it can bring to your Club contact your local Club Car Distributor or call 1800 CLUBCAR.

Tempo Walk is an autonomous caddie that frees golfers to enjoy their surroundings and focus on the game.

MOVE THE GAME FORWARD The Club Car Tempo Walk will be available in Australia in time for summer. An autonomous caddie to enhance the playing experience of your members and guests.

Contact your local Club Car Distributor or call 1 800 CLUBCAR or visit clubcar.com for more details.

Golf Management Australia Journal | Winter 2020

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2020 CMAA WORLD CONFERENCE SCHOLARSHIP PROGRAM Fiza Errington and Sharon Purnell were two recipients of the 2020 CMAA World Conference Scholarship Program, proudly supported by MiClub & Northstar, which included financial assistance to attend the conference in Grapevine, Texas earlier this year.

All recipients were asked to report back, or present to their respective state association members, sharing their experiences and learnings upon return.

FIZA ERRINGTON I was a fortunate and grateful recipient from Golf Management Australia for the Victorian Bursary to attend the 2020 CMAA World Conference in Grapevine, Texas and it was one of the most memorable trip experiences in my lifetime. It sounds cliché, but it was my first exposure to the CMAA World Conference and it was an explosion of ‘AHA’ moments, networking opportunities, deep camaraderie between club managers, sharing of stories and deep insights on why we do what we do and why we love this industry. It goes deeper than just – we love golf.

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Before my first day at the Conference, I took a leap of faith by participating in the US Chautauqua after my first go at Melbourne’s Chautauqua last year. I’ve never ached so much in my life (except for childbirth) at Melbourne’s Chautauqua but I’m wasn’t going to miss this opportunity to spend a few days with the ‘original’ Chautauqua Tribe that Gregg Patterson has spoken about for many years. It was the best decision! The US Chautauqua was an incredible experience with over 30 club managers from around the world coming together for a shared experience. Cycling may have been the platform but what makes Chautauqua incredible is the people

and the sharing of stories. Stories teach, inspire, motivate and challenge. It creates a ripple effect and it gives us the sense that we are not alone in this journey (career or life). I would encourage anyone who has an opportunity in the future to attend the CMAA Conference to also participate in the US Chautauqua – even if you’re not a cyclist, like me!

The first day at the CMAA Conference was an overwhelming sensation - they say that everything is bigger in Texas – boy, they were not wrong! The theme at this year’s conference was ‘Focus Forward’. With over 2,000 attendees and with up to 6 different speakers presenting at the same time, we

CMAA WORLD CONFERENCE REPORTS

Photo: Club Management Association of America and EPNAC, 2020

were spoilt for choices and I will list here a summary of four of my favourite speakers and their topics.

How to tell the Difference – by Pipeline Agency representatives, Shannon and Michael

Photo: Club Management Association of America and EPNAC, 2020

What struck in one of the first slides was the key message that the “competition is no longer the other clubs, it is everything else.” The traditional model of competition for golf clubs in our industry is to compete and compare with other golf clubs. How we consume products and services in the 21st century has changed and so it is when it comes to our choice of choosing the golf club to join.

The concept of brand management is not new, but I suspect, in the coming years, clubs will be looking further into this concept. What is a brand and how do we move, adapt and change our club brands with the changing needs of our members?

There is a deeper need to connect our brand with our customers, personalisation of what the brand represents and the need to differentiate.

For clubs, how do you sustain a club’s purpose and statement when boards change every 2 – 3 years? What is the commitment of clubs towards applying change? Change takes time. Every time change is applied, it affects the brand of the club. How do we manage the changes in line with our brand management?

They finished their presentation on new members on-boarding. Effective member

on-boarding is as important as our staff onboarding. Some clubs do great in attracting new members but not many are leaders in the field when it comes to on-boarding the first 30, 60 and 90 days. It was a reality check for me, and I’m sure for many others, that apart from the initial induction phase, we are not doing enough to on-board new members to our club’s practices, policies and most importantly, culture.

Juggling Change and Tradition – Jeff Jones, H&R Block CEO There is a slippery slope between tradition and irrelevance. Private golf clubs have to change to avoid irrelevance in today’s world.

On a slide, there was a quote from Jack

Welch (former CEO of General Motors and recognised leader in business) – “If the rate of change on the outside exceeds the rate of change on the inside, the end is near”. How true it is for golf clubs.

Jeff presented five lessons learned from business transformation. The first is, all stakeholders must see the problem or opportunity, the same way. This starts with all board members and management staff.

There is then, a delicate flow of balance within the membership based on their advocacy for the club and how often they utilised the services provided by the club.

Board and management must recognise these groups of: • non-believers (low advocacy, low usage); • wanna believers (high advocacy, low usage); • habituals (low advocacy and high usage); • believers (high advocacy and high usage).

Board and management must have a clear strategy of how to communicate within the sectors of the membership for any change process.

The second lesson is to objectively determine what to cherish and change about the people and culture. This was my AHA moment! How often do we forget to outlay what exactly are we going to cherish (protect) during any changes? People are fearful of change. We all are, to some degree. We need to identify what we need to cherish, make it clear and ensure what we are protecting doesn’t clash with irrelevance.

We need to change our stories that it is not just about the past, but it is now about the future.

The third lesson is connected leadership

Golf Management Australia Journal | Winter 2020

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CMAA WORLD CONFERENCE REPORTS

Photo: Club Management Association of America and EPNAC, 2020

mistakes; • To sell an idea, start with why; • Have a strong story and reason to back up an idea; • Be prepared to be rejected; • Lean in and be brave; • Be cautious of your brand; and • Consider writing ‘white papers’ for your ideas and concepts (people want to see it in writing).

Closing speech – Carla Harris, managing director of Morgan Stanley

created belief and momentum. I love the word – connected because it is a far cry from what it was, command and control. Through connected leadership, we move from: • Private > Transparent • Defensive > Vulnerable • Based on power > Based on expertise and trust • Slow > Fast • Creates bureaucracy > Creates accountability The fourth is simply that we need to experiment and learn. How often do Boards or management avoid changing because they are afraid to experiment and fail? What if they fail? We must create a safe culture to make mistakes so that we can experiment and learn. We won’t know until we try. We are already living in uncertain times.

The last lesson is probably the hardest to take in – we must be prepared to take the arrows. Change transformation is not an easy process and those in the leadership seats must be prepared to take the arrows and stay strong through the transformation.

Breaking from Tradition – Robert Sereci, GM of Medinah Country Club By now, my theme at the conference seems to be – “the only constant thing about this conference is change”. Coincidentally, this mirrors the favourite saying of CEO of Walmart, Doug McMilon. Robert Sereci’s presentation drove the dagger home when he told his story of how he actually implemented change (with success!) at one of the most recognised and distinguished golf clubs in the world – Medinah Country Club.

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If your thought echoes mine at the start which is something along the lines of – “why would Medinah need to change?

Surely golfers will be flocking over to join a distinguished club like Medinah”. You’re not alone.

Medinah Country Club, since 2012, has been battling declining membership and money. What? Why? How? The Board and management, under Robert’s leadership, understood that the club needed to change to remain relevant in modern times. It used to be that the prestige of hosting international tournaments was enough for prospective members but not anymore. People don’t join a golf club for rational reasons, it’s an emotional reason.

Robert listed four reasons as to why a club would not change or innovate and they are: • lack of trust; • fear of failure or embarrassment; • low tolerance of new ideas; and • a rigid member culture at the club.

The club went through a change transformation in their key messages, branding and re-connected with their community and to the same extension, their existing members. They introduced small concepts and changes at the start and stayed strong with the reason for their change.

The financial success came after.

Membership is on the up-rise and the club has strongly positioned itself in the community, again.

I have listed below, some key points from the presentation about applying change: • For new ideas, you don’t need 100% from forecast data or analysis, 70% is enough; • You need to take risks and learn from

The closing speech by Carla Harris was on intentional leadership and this one took me by surprise. Carla’s Pearls, as she calls it, hones in on key things that we need to remind ourselves about being a leader.

Sometimes, we forget what makes us a good leader and a kind, but direct reminder is what we need to gently nudge us back.

Carla is inspirational. She talks about being an authentic leader, about being comfortable in your own skin, and being who you are is your most distinct advantage.

The other key message that I liked was in regard to creating a safe environment for failures. Making mistakes is OK as long as we learn from it and grow from it. Mistakes are part of the process for improvement.

Our job as leaders is to encourage an environment where it is safe to make mistakes. An environment that is safe to make mistakes will foster innovation and creativity.

Networking The greatest unmeasurable benefit from attending this conference is the networking opportunities.

I was privileged to create new connections from the Chautauqua group, enrich my existing connections with the Australian managers in the trip, and that then extended to a one day trip to spend a day with Robert Sereci, the GM at Medinah Country Club, before my return home. ooOoo

CMAA WORLD CONFERENCE REPORTS SHARON PURNELL Lessons Learned: Focusing Forward Howdy Y’all.

I was very privileged to attend the Club Managers’ Association of America 2020 World Conference and Club Business Expo held in Grapevine, Texas in February, before borders were closed and COVID-19 hit!!

A big thank you to GMA, GMAQ, MiClub and NorthStar for sponsoring and making this possible.

The Conference offered club management professionals the opportunity to take part in more than 80 education sessions, peer networking events and preview the latest products and services available in the industry at the Club Business Expo.

The event provided me the opportunity to keep my skills sharp and my industry knowledge current at an event focused on the business of running a club. In today’s environment of constant change, we as club management professionals must adapt. This certainly came at a very appropriate time with the current COVID-19 pandemic that we are all going through. As leaders, we should never doubt our ability, especially during these challenging times. Leadership is about change - if you need no change, you need no leader. In times of change, people seek out more and better leaders. The truth, however, is that no leader would be great without the support and help of teammates.

As a leader, you will never get ahead until your people are behind you.

Other sessions included: • the latest thinking on data intelligence; • club governance; • recruiting and hiring talent; • technology trends, member engagement and retention; and • competing in today’s competitive marketplace.

Dealing with different types of board members was a must-see session for myself.

Many times, when we want and need to get something done, we must deal with board members. The session was a deep dive into the best ways to deal with the different (and sometimes difficult) types of board members to get them on board and to win them over.

We need to know what makes them tick – personality types, eg. sceptic, idealist (bring ideas to them first), realist (listen to them carefully), creative, conservative, futurist.

The next are not ideal to have on a board

– disputer, disruptor, delegator, thinker, follower, keeper, slacker, self-server and know it all.

At the end of the day, make all board members feel important, learn about them, and make sure everybody counts. Knowing what approach to take based on each member’s personality type and tendencies helps us to know what to say (and what not to say), what to focus on and what to leave out, and what will work best to create a win/ win outcome. A highly recommended book to read is “The Imperfect Board Member”

by Jim Brown, how boards and directors can improve their performance.

The opening business session featured speaker Ari Schonbrun. Schonbrun was on the 78th floor of Tower One when the first plane hit on September 11, 2001. His miraculous first-hand account about survival is inspirational and inspiring. He shared his energy, fluency, and wisdom with more than 2,000 club management professionals.

The networking event was a spectacular Taste of Texas experience as Ridglea Country Club hosted a club tour, featuring talented and innovative club chefs from the Dallas-Fort Worth area. In the spirit of that history, the event featured a cowboys and culture theme. With 400 plus attendees, it is true what they say that everything is bigger in TEXAS - they certainly did not hold back.

The Conference concluded with a business session spotlighting Carla Harris, the Vice Chairman, Global Wealth Management and Senior Client Advisor at Morgan Stanley and a leading keynote speaker on motivation, success, and exceeding expectations. She is the author of two best-selling books, Strategize to Win and

Expect to Win. Carla’s hard-earned wisdom throughout her long and impressive career was imparted to the well-attended ending event.

It was not all business - we still had some time to attend TopGolf at Dallas and do a VIP Guided Tour of the Dallas Cowboys Stadium. We could not get Paul Vardy out of the Dallas Cheerleaders dressing rooms!

It was a great experience and I was fortunate to network with fellow Managers from Australia (Fiza Errington, Rob Vincekovic, Damon Lonnie, Brad Dawson, and Paul Vardy).

Thanks for a great time guys.

Golf Management Australia Journal | Winter 2020

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GMA NEWS

THE RISE AND RISE OF THE PODCAST Change, as the saying goes, is the only constant in life.

But, as GMA Podcast host, Rod Morri notes, in the digital era, that should probably be updated to, ‘accelerated change’ is the only constant. And usually not for long.

There is barely an industry in the world that has been untouched by the relentless pace of technological change in the past two decades but among them, media might make a case for being the most disrupted.

Decades – and in the case of newspapers, centuries – of familiar models of distribution in TV, radio and print have all but evaporated in the new millennium.

Netflix has forever changed the way we consume TV while social media in all its forms continues to cannibalise newspapers and, to a lesser extent, magazines.

(For those who doubt this, try a simple experiment: jump on a peak hour bus or train and count the number of commuters with a newspaper in hand. In the 1990s, it would have been almost all. Today? Likely none.)

Moving pictures and the printed word might have undergone the most obvious changes but there has been a shift in listening habits, too.

Where once radio was the only auditory option for those seeking information, that position has now been challenged by the podcast.

You’ve likely heard the term and many of you are probably already consumers of the medium, but for those who aren’t, a quick outline.

A podcast is like a radio show but, a little like Netflix, it allows you to listen to your preferred content when YOU want to, not at a time that suits the radio station.

There are officially now more than one million podcasts in existence and the range of topics they cover is limited only by the imagination.

From in depth discussion about the Rubik’s Cube (there is more than one show about this) to GMA’s very own recent foray into the podcasting world, there is – literally – a podcast for everyone.

While podcasting shares characteristics with radio, it is also vastly different. Where

radio can often be found playing in the background at a workplace, podcasts tend to be a much more personal pursuit.

Unlike radio where consumers simply switch on and the content is delivered to them, podcast listeners search out their preferred shows and – if they like them – subscribe to ensure they never miss an episode.

(Subscribe is a bit of an unfortunate term in podcasting as it suggests some form of payment. The reality is that the vast majority of podcasts are free to listen to.)

The bulk of podcast listening is done on mobile devices (phones in particular) though it is possible to listen via a laptop or desktop computer (in addition to the MiClub App, the most recent GMA podcast is available through the members’ section of the website, for example).

If you’re not yet one of the estimated 1.6million Australians who regularly listen to one or more podcasts it seems likely that by the end of 2020 you will be.

More than just entertainment, the GMA Podcast is an example of one way the medium is beginning to be used in the corporate world.

The goal of the podcast isn’t to attract the greatest number of listeners, but to connect with the target audience: golf club managers and those from associated industries.

For example, an episode featured discussions with Jeff Blunden from Golf Business Advisory Services alongside Keperra GC GM Gavin Lawrence, Chris Little from MiClub and Jason Drew from Secom Technologies.

All had valuable input for members – from multiple angles – about dealing with the ongoing COVID-19 situation, content that would

never make it to radio but is important for the intended audience.

It was considered a fad for the best part of a decade, but in the last five years, podcasting has cemented its place as part of the modern media mix.

The versatility of content and diversity of voices means it is only likely to increase in popularity and as the GMA podcast proves, it also has a role in the corporate communications sphere.

If you haven’t yet listened to a podcast give it a go. Start with GMA’s own (you can listen here or download the MiClub App) and perhaps you’ll be inspired to listen to more.

Whether your interests are as mainstream as cricket, football or politics or as niche as the Rubik’s Cube, there is guaranteed to be something to catch your interest.

It’s the future, but it’s already here.

If you have any ideas, suggestions or feedback about content for the GMA Podcast, don’t hesitate to get in touch.

You can contact: Host, Rod Morri - rod@ talkingolf.com, GMA CEO Paul Vardy - paul. vardy@golfmanagement.com.au or Media and Comms Manager, David Brand at david. brand@golfmanagement.com.au.

Golf Management Australia Journal | Winter 2020

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GOLF AUSTRALIA NEWS

NATIONAL OUTLOOK FOR VISION 2025 The body that provides guidance to Golf Australia’s Vision 2025: the Future of Women and Girls in Golf strategy has been restructured.

The Vision 2025 Steering Group’s focuses were reviewed at the end of 2019 to be more reflective of the strategy’s evolving work. The national Vision 2025 roadshow delivered across 2019 brought the strategy to life and motivated clubs to plan and deliver their own gender equality initiatives to grow female golf engagement.

Consequently, it was felt the Steering Group needed to provide national guidance on how Vision 2025 is coming to life in grassroots community clubs and, as such, its objectives were reshaped.

The Steering Group will now aim to deliver a shared Vision 2025 annual plan for the Australian golf industry, with all stakeholders contributing ideas and resources to growing the game at all levels for women and girls.

In the face of the Covid-19 pandemic, this evolution of Vision 2025’s leadership is timely. All partner organisations are

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continuing their Vision 2025 strategy work and are conscious of the pandemic’s economic impact on the sport’s membership over the coming years. Engaging women and girls as participants and leaders will be a critical focus for the sport’s long term membership recovery.

Golf NSW chief executive Stuart Fraser and Golf WA chief executive Gary Thomas are key additions to the group, ensuring that all states can collaboratively contribute to the strategy’s direction.

Remaining Vision 2025 Steering Group members: • Jill Spargo, former Board member (GA) • Sarah Chia, Board (GA) • David Gallichio, General Manager - Game Development (GA) • Chyloe Kurdas, Senior Manager Female Engagement (GA) • Karen Lunn, CEO (ALPG) • Gavin Kirkman, CEO (PGA)

• Paul Vardy, CEO (Golf Management Australia) • Karrie Webb, player (ALPG/LPGA) Once appointed, the new Golf Australia chief executive will also join the Steering Group.

Golf Australia would like to sincerely thank the following people for their fantastic contribution as inaugural Steering Group members: • Stephen Pitt, outgoing Chief Executive (GA) • Stacey Peters, Female Pathways Manager (GA) • Cameron Wade, Special Projects Senior Manager (GA) • Sally Kirkwright, Board (GNSW) • Rachel Piastri, (Stretch Forward Consulting) • Kathryn Schultz, Assistant Director - Sport Workforce Advisory (Sport Australia) The Steering Group will meet three times a year to set, monitor and review shared national Vision 2025 priorities.

GOLF AUSTRALIA NEWS

GOLF AUSTRALIA & GMA WEBINAR SERIES KICKS OFF As the world turned to digital solutions for human interaction over the last 3 months, Golf Australia & GMA have jumped on board the trend with the launch of their Webinar series.

“It was the perfect opportunity to launch while there wasn’t as much activity around our clubs as normal,” said Matt Chesterman, Clubs & Facilities Support Senior Manager for Golf Australia. “It has been on the wishlist for some time and with many people forced to work remotely, it was the perfect time.”

Available to all affiliated Clubs & Facilities, Golf Australia’s motivation is to fill a gap in the market for Club education.

“GMs get together on a regular basis through GMA activity, but quite often, support staff and regional clubs miss out on these activities due to the demands of their club” said Matt. “The webinar series gives those staff a chance to engage with some really strong educators from around the country, from their own desk, or like we

are at the moment, the comfort of their own home.”

Topics that have been covered so far include; agronomy, marketing, finance & governance. “There has been a deliberate effort to ensure that the topics we’ve covered have been relevant clubs during this challenging period of operation” reported Matt. “Over time there will be more relevance to general club activity, but right now it was important to have topics that referred directly to the challenges that clubs are facing.”

Generally, Matt has been happy with the take-up of the new initiative, with registrations consistently around the 100 mark. “The vast majority of Clubs in the country, don’t have access to GMA resources, either being volunteer run or with

a front-line staff only as opposed to those who have management” said Matt. “Its been great to reach an additional audience that is equally important to the sport. While there will always be topics that are relevant to the managed clubs, the webinar is a great medium to reach clubs where resource & distance makes attending face-to-face education difficult.”

The upcoming schedule and library of previous webinars are available on the Golf Australia Club Support Portal: www.golf.org.au/webinars For further information contact Matt Chesterman, Clubs & Facilities Support Senior Manager, mattch@golf.org.au.

MYGOLF SET FOR RELAUNCH Golf Australia and the PGA of Australia are pleased to announce that the national junior program MyGolf has been relaunched in all states and territories, apart from Queensland.

MyGolf was one of many sport and recreation programs shut down across the nation because of government restrictions around the Covid-19 pandemic.

But the federal government’s three-step roadmap to ease limitations includes the reintroduction of golf, provided it is played in accordance with each state and territory’s public health advice.

For many golf clubs and facilities, outdoor gatherings of up to 10 people are now permitted, thereby enabling MyGolf to return in most states.

Junior golfers will no longer be restricted

to practising in backyards, as parents and guardians can again register them online as clubs resume their programs.

Each MyGolf facility has been provided with a set of coaching safety guidelines to reference throughout the program, including general hygiene, access rules and other important resources.

Golf is uniquely positioned to be played during times of social distancing and is set up well to cater for government requirements – such as 1.5m separation – through the COVID-19 period. It is CRITICAL that these guidelines are

followed to ensure the sport can continue to be played during the recovery period.

Golf Australia and the PGA of Australia are looking forward to the return of junior and beginner golfers to facilities across the country to participate and learn through MyGolf.

Both organisations thank the MyGolf community for its patience and understanding throughout this trying time.

If you are interested in joining a MyGolf program, please visit www.mygolf.org.au and enter your postcode to find a program operating near you.

Golf Management Australia Journal | Winter 2020

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GOLF AUSTRALIA NEWS

CENTRE UNITES GOLF'S PEAK BODIES

Australian golf will find a new home in the heart of Melbourne’s Sandbelt with a new state-of-the-art facility to be built.

The Australian Golf Centre will be the new headquarters for Golf Australia, PGA of Australia, Golf Victoria and Sandringham Golf Links Management.

The $18.8 million project, majority funded by the Victorian Government’s $15.3 million investment, will create one of the country’s premier golf facilities on the site of Sandringham Golf Links, opposite the world-renowned Royal Melbourne Golf Club.

The facility will feature a new public 30-bay driving range with target greens, the redevelopment of the existing 18-hole golf course, a public café and the National High Performance Centre, which will help shape the next generation of golf heroes.

The industry-leading centre will also feature: • Short game practice area including a large chipping area for the high performance program • Coaching facilities to showcase golf ’s innovative and inclusive programs, including becoming the home of the industry’s accreditation program for training PGA professionals to coach people with a disability • Indoor high performance training facilities • A new two-storey building that incorporates office administration space

for Golf Australia, PGA of Australia and Sandringham Golf Links staff, in addition to meeting rooms, education spaces and new public amenities and change rooms • Additional water storage capacity for course irrigation that will reduce the course’s reliance on potable water; and • An extensive revegetation program to increase the number of indigenous trees, vegetation and overall biodiversity value of the site.

The contract for the building construction work, to be undertaken by local firm 2Construct and expected to generate 24 jobs, was signed this week. The projected completion date for these works is April 2021.

Redevelopment of nine holes has been completed, with the remaining nine holes to be finished by December 2020. The course redesign and construction is being undertaken by Australian golf architects Ogilvy Cocking and Mead, with help from the Royal Melbourne Golf Club.

PGA of Australia chairman Rodger Davis said the project was another sign of the increasing unity in Australian golf.

“The Australian Golf Centre will help unify golf ’s peak bodies and create efficiencies that will introduce more

participants to our great game,” Davis said.

Golf Australia chairman Andrew Newbold said the centre would generate many benefits.

“Not only for our emerging talent but for Australian professionals as well, which gives the entire industry a base and a place to inspire the next generation into the sport,” Newbold said.

Stephen Spargo, president of Golf Victoria which is the project principal, was excited about the centre’s potential to be a nationally unifying force for the golf community.

“It’s fantastic to see those in the sport rally behind such a great project and we’re delighted that it can take place in the heartland of Melbourne golf,” Spargo said.

Victorian Minister for Tourism, Sport and Major Events Martin Pakula said the new centre would enhance the state’s reputation as “the home of golf in Australia” and continue to help the community’s reemergence from the impacts of COVID-19.

“Golf is a great employer at the local and elite levels and investments like this are important in setting up the industry to thrive on the other side of the pandemic,” Pakula said.

Golf Management Australia Journal | Winter 2020

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EDUCATION

TRAIN STAFF! GMA CEO, Paul Vardy, offers up some interesting perspectives on the importance of staff training I’m always captivated by customer service on for full effect. And under duress - not that I like seeing people on it went. It struck under duress. When things are running me as odd that the normally there may be good, bad or average train driver felt the service but when the stakes are higher and need to argue the toss on behalf of his train the condition of the course to be met by a there is pressure, signs soon appear as to full of passengers. When something had golf shop assistant who agrees entirely and whether the staff person is capable to handle changed in the system, did he think he and piles on a bit of his own? Or have you seen it or not. Capability often comes with his train could operate independently. I’m staff who are not that great on the phone training quite sure no-one felt like they were “his” leaving you to question what the person on Can the employee present a professional passengers. A minute ago he may as well the other end of the line would make of the image, maintain composure, maintain never have existed. call. The thing to keep in mind is that in the authority and yet display a level of empathy?

After a public argument, which he end its all a reflection of the manager.

I often give them a “Well done!” if I happen took offline and which he clearly lost, It doesn’t take an external consultant to to witness a stressful encounter and they he proceeded to make the following train staff capably handling common club come through the other side with flying announcement. “Excuse me passengers. I situations either on the phone or face to colours. have been instructed that I have been forced face. This sort of thing can be done in-house A few years ago I was on the train to work to run this train directly to Flinders Street.” whereby staff can safely practice handling in the morning and I could a tricky situation whilst hear some background chatter “Excuse me passengers. I have been instructed staying within club policy and between the train driver and that I have been forced to run this train directly retaining the dignity or “ego” the central control. After the of the customer. Role playing a to Flinders Street.” next stop the train was due situation with staff can actually to head into the city loop, be a lot of fun. Everyone gets comprising about half a dozen stops. The No biggie I thought but I was fascinated to play the customer/member and everyone schedule has the train on this particular line and perplexed with his choice of words gets to switch and play the staff person. The go one way in the morning and the reverse “..instructed that I have been forced…”. Was staff will probably need no help writing the way in the afternoon. Passengers are used to this even possible? I was slightly impressed scripts. the directions. Some exit at the stop prior to soon after when he was able to repeat this Those of us attending the BMI Leadership the city loop if the standard direction doesn’t exact same combination of words to the Principles week last year at Royal Sydney suit them, boarding a train from another passengers, not once but twice. saw Mario Van Zyl from Mollymook line.

It was great example of wheels coming GC (role playing as a board member Whether deliberate or not, the off, or in this case a minor derailment in – hilariously well) teeing off at David conversation, normally reserved for just customer service. Who was training the Campion from Cromer (now NSW) in the the rail employees was broadcast amongst train driver? role of the GM. Not surprisingly, David the passengers. The driver was told of the When in clubs, it may not be as bad as remained calm and polite, showing us how change to the reverse direction through the this but untrained staff or staff with a bad it’s done. city loop and he wasn’t taking the news well. attitude are capable of saying the darnedest Could something like this be built in to your “I’ve got a train full of passengers who are stuff to either members or visitors. Have you next staff training day? expecting to go via Parliament Station,” he ever heard a member (typically with a bad said to central control, leaving his speakers score) come into the golf shop and bemoan

THE ALL IN ONE GOLF SOLUTION Connect with members and drive efficiency.

Golf Management Australia Journal | Winter 2020

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Interlude PINOT NOIR YA R RA VALLEY

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EDITORIAL

De Bortoli’s tribute to Yarra Valley Diva Words by Gemma Bouwmeester, De Bortoli Wines

T

he Yarra Valley’s very own opera diva Dame Nellie Melba enchanted the world as Mimi in ‘La Bohème’, Puccini’s famous opera based around four acts in the characterful Latin Quarter of Paris in the late 1880’s.

Between Act 2 and 3, there is an interlude to help transition the mood from one act to the next, where one can enjoy a perfumed glass of Pinot Noir - La Bohème ‘Interlude’.

This latest Pinot Noir release from family owned winemakers De Bortoli, is vibrant red, elegant, soft, charming and aromatic. It has great expression and is perfect to add a little drama to any occasion!

Pinot Noir is the 3rd biggest selling red wine varietal in Australia, accounting for 11.8% of total red wine sold, and it’s growing! Over the last 12 months Pinot Noir has experienced a 9% increase vs last year.

With the growing popularity of Pinot Noir, La Bohème Interlude is the perfect addition to the La Bohème range.

With COVID-19 restrictions being eased and the opportunity for dining in Golf Clubs starting again shortly, now is the perfect time to ring your De Bortoli Area Manager to get some samples and discuss ranging the La Bohème Wines in your venue.

Whether it be the Sparkling Cuvées, the dry and pale Rosé or the new silky and perfumed Pinot Noir, this classic bistro range is ethereal, aromatic, textual and sophisticated. Just as the Yarra Valley’s Dame Nellie Melba, these wines are laced with both poise and charm.

To view the entire La Bohème range and other De Bortoli products please visit www.debortoli.com.au

De Bortoli have long been known as makers of fine wines. The La Bohème range was born in Victoria’s famous Yarra Valley in 2010, it was created to reflect the elegance and charm of the region, this range is a tribute to Dame Nellie Melba’s famous Opera La Bohème, with each wine named after part of the opera.

Beginning with Act 1, 2 and 3 the brand has grown into the famous 8 products we see today.

Golf Management Australia Journal | Winter 2020

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EDITORIAL

GOLFNOW EXPANDS ITS AUSTRALIAN FOOTPRINT WITH ISEEKGOLF NBC Sports Group continues to grow its commitment to Australian golf by adding the popular iSeekGolf tee time platform to its list of services available to clubs and golfers in Australia.

NBC Sports’ GOLF Channel has been beaming the biggest golf events in the world into Australian homes since its inception by Arnold Palmer back in 1995.

In 2019, GOLF Channel’s global tee time platform GOLFNOW arrived in Australia via a partnership with Qantas Airways.

GOLFNOW connects its golfers with over 9,000 courses worldwide, including 330+ courses in Australia, and is a trusted partner and generator of tee time revenue for cubs in North America, the United Kingdom, Ireland and now, Australia.

GOLFNOW’s course partner tee times are promoted to GOLFNOW’s extensive database of golfers via its sophisticated online tee time platform (www.golfnow. com.au), industry leading app and various marketing channels including direct mail, social media and advertising partners.

In addition, Australian course partners will enjoy exposure to an international audience of visitors heading to Australia who book tee times via the GOLFNOW and use the hugely popular GOLF Advisor site in both North America and the UK. “With in excess of 3.5 million golfers globally, GOLFNOW is an important

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revenue partner for so many golf clubs in North America, the UK and Ireland. Here in Australia, we are striving to replicate that success and deliver tee time exposure, and subsequently revenue, to our course partners. With the recent addition of iSeekGolf to our existing member base, we feel we have a great foundation of golfers to which we can promote our course partners,” says GOLFNOW’s Australian Business Lead James Cooper.

GOLFNOW in Australia offers a promotional tee time model that allows course partners to participate in the GOLFNOW program without having a commission deducted from every green fee sold. Instead the course would offer a promotional tee time on the days that the club is offering paid tee times. The promotional tee time is an allocated tee time agreed between the course partner and GOLFNOW that suits each club’s individual operation.

This promotional tee time is utilised by GOLFNOW in a number of different ways to generate added exposure for the club.

This may include offering it to GOLFPASS Members, using it for partner promotions or selling the tee time at a lead in rate to attract golfers to view all of the club’s available tee times.

“The promotional tee time model is perfect for clubs who are perhaps more tee time rich, than cash rich, particularly as we think about golf post Covid-19. With the promotional tee time model the club keeps 100% of all tee times sold, excluding the allocated promotional time when it is sold,” adds James.

To support GOLFNOW’s growth in Australia, three Market Sales Managers (MSMs) are dedicated to working with GOLFNOW’s current and future course partners around Australia and are tasked with working with each club to support their public tee time objectives. The MSMs are able to provide advice on how to maximise the relationship with GOLFNOW and its associated channels.

GOLFNOW continues to enjoy being a partner of the GMA, a partnership that was first instigated via the Qantas Golf Club five years ago.

If you would like to speak to a member of the GOLFNOW Australia team please contact info@golfnow.com.au

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Golf Management Australia Journal | Winter 2020

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EDITORIAL

HAVE YOU CONSIDERED CYBER INSURANCE? A cyber insurance policy is an essential addition to a business’s insurance profile; becoming all the more important following the increasing number of ‘attacks’ in the cyber world.

Policies are aimed at mitigating the cyber risk by offsetting recovery costs following a cyber-related security breach or similar event.

Cyber defends IT assets by minimising disruption to the business and providing financial assistance helping the business – stay in business An increasing number of ‘hack attacks’ now sees a real need for cyber insurance.

In 2019, approx. 67% of Australian businesses will be impacted by a cyberattack.

More than 1 in 5 SMEs will be unable to operate following an attack.

Nexus Golf Insurance strongly recommends Clubs consider purchasing a Cyber Policy.

Ask us for a quote.

For more information on Cyber Insurance, please contact Peter Brown: P: 08 9340 3427 E: peter.brown@nexusrisk.com.au

WHAT IS COVERED? Typically, cyber cover mitigates expenses incurred by the business as well as any claims by third parties and includes; Business Losses: May include issues such as Business Interruption, Network downtime, data loss recovery, crises management costs, monetary losses, reputation damage.

Privacy: Including data breach notifications to customers and other affected parties. This includes monitoring of information from affected parties.

Privacy notifications are reportable and mandated by law.

Investigation: Includes a forensic investigation into the circumstances, how to repair and prevent future breaches. May also involve third party security firms.

Lawsuits and extortion: Includes any legal expenses incurred due to the release of confidential information or intellectual property. Also provides cover for legal settlements and any regulatory fines. The costs of cyber extortion, such as from ransomware can also be included.

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EDUCATION

VISIBILITY BLACKMAIL AND YOUR VISIBILITY BANK ACCOUNT When to be seen, when to be heard and when it’s OK to be Out of Sight / Out of Mind

By GREGG PATTERSON

You Know What I’m Talking About: You know the type----the manager who’s been at their club for thirty years, has had quite enough of the “owners” (or at least this retired group imagines themselves to be!) telling him how to brew coffee and how much to charge for doing so, and decides to become an “office cat,” content to sit in his sanctuary deep in the bowels of the club, reflecting on the next trip to the Turks and Caicos in the Caribbean. Or maybe the younger manager, fearful for her job, concerned that she’ll be seen as a slacker if she’s not up and about and talking fluff to dramatize that “she’s there” and on the job, “loving” the job so much that he’s working 24/7, family, friends and paperwork be damned. Or maybe you know of the board member who lobbied aggressively for the opportunity to sit on the board and make policy “for the good of the membership” but refuses to show his or her face outside the boardroom.

And maybe, just maybe, you know the club manager or president who’s always “there” without being “in your face,” always “there” as part of each decision regardless of debate location, always “there” as an emotional or psychological or intellectual presence when members gather wherever they gather for cocktails and conversation. You know the type I’m talking about, the one who has true “visibility” to the members and staff.

Each of these personalities handles “visibility” differently. Members---who are the ultimate arbiters of success or failure for management and boards--- have their own take on visibility. To ensure that there’s “visibility alignment” between the members,

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boards and the management team, we need to take a peek at visibility and its role in this most complex of relationships.

Visibility Blackmail and Your Visibility Bank Account: Responsible people want to be “there” when they’re needed. “Club people” want to connect with the club community up close and personal. Problem is, “responsible” people are responsible for lots of things and being in one place, visible to all, all the time is difficult for even the most responsible.

But, being responsible types, responsible people feel compelled to “be there,” to publicly dramatize their responsible natures and to satisfy their need to “press the flesh.”

Did they see me? Did I spend enough time at the club? Have I lost touch with the staff and members? Did I hear the complaints,

suggestions, insights? Did I get enough “face time” today?

This inner compulsion to “be there” and the very real need to see and be seen at the right times is what I’ve come to see as “Visibility Blackmail.” Responsible managers, presidents and committee chairs both feel the compulsion and understand the need.

However, observation would suggest that most managers and their assistants are more affected by “visibility blackmail” than they should be and that most board Presidents and Committee Chairs are less affected by “visibility blackmail” than they ought to be.

Therein the rub-----------------Determining the right mix of visibility and absence is a test for leaders at every level.

Maybe a little understanding of “visibility” and the club dynamic will help guide your “visibility investment” in the coming year.

Visibility is About More than Just Being There: When people talk “visibility” issues they usually are talking about “face-time”---those moments when you’re actually staring into someone’s eyes, when they see the cut of your suit or the lipstick on your shirt. This is a huge part of the visibility paradigm--particularly early in your career, either as manager or club politico--- but it’s far from all of it. For managers who have been “in the trenches” for a while; have written the monthly newsletter for years; have greeted every member multiple times before, during and after Friday evening seashore dinner; have argued their way through committee meetings; have personally mentored every supervisor in the operation; have cleansed

“Walk and talk” time allows a meeting of the minds the “bad apples” from senior managers, coach their staff; are always the different departments, and the spirit---ideas are exchanged, facts are approachable when extend that warm embrace provided, values are dramatized, emotions are visible (and there’s a big and zap people with an conveyed, bonding takes place. difference between being “energy transfer” from visible and approachable your overcharged battery and visible and unapproachable!!!); and having “put in their time.” Rarely do they to theirs. “Walk and talk” time allows a have fought the good fight with members write enough substantive material to imprint meeting of the minds and the spirit---ideas wanting more hors d’oeuvres, lower dues and their persona on the members, rarely have are exchanged, facts are provided, values are better food; these managers have visibility they done their “walk and talk” enough dramatized, emotions are conveyed, bonding far beyond their corporeal presence. This is to have met every bridge player or every takes place. Walkers and talkers are hunterthe ideal to which all managers and directors “rowdy” in the bar, rarely has their “corporeal gather types, finding out what people want, aspire, that is, to have a presence without presence” been about enough to imprint getting feedback, tapping into that eternal being there, to have created a powerful their “visibility” on the membership. They well-spring of ideas within the member “manager / board culture” that allows their don’t understand the need for face time, they community. Presidents and managers are persona, their ideas and their values to fail to hear the compelling hiss of “visibility symbols of the club and “walk and talk” time permeate every encounter between staff, blackmail” and they stay away from the gives members and staff time an opportunity between staff and members and between complainers, the moaners and groaners and to see, smell and taste those symbols up close members and the clubhouse. feel content to officiate at a distance in the and personal.

But managers and directors should be security and comfort of the boardroom. especially cautious on this one---until you’ve Building Visibility One Sighting had years of “face time” and have woven a Why Waste Your Time Doing At a Time: service culture or governing persona into the “Walk and Talk”: Board members, committee chairs, the club experience which transcends your People who are drawn to people want presidents and the entire management team “corporeal presence,” then you’d better “people encounters.” Why be in the club need to work consciously on their “visibility emphasize encounter opportunities. business, either as manager or president, quotient.” They have to ensure physical and Visibility bank accounts earn no interest if you want to avoid the give and take of psychological visibility. There’s no mystery when they’re empty! “the encounter?” The daily “walk and talk” to doing so once the will to do so arises. The Directors, Presidents and Committee sessions are the building blocks of the following issues are worth consideration.

Chairs make the mistake of believing that service culture and a gloriously entertaining • Spend Some Serious Time Doing The they embody the culture of the club without way to gather up information, mentor your “Walk and Talk”: Ours is a people Golf Management Australia Journal | Winter 2020

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EDUCATION business. “Face time” is not only the most entertaining part of the club experience but it’s also the most critical. What I call “the meeting mentality” is critical since people want contact with real people, want to see the reaction on your face, hear the hesitation in your voice, the confidence in your response, the sincerity of your concern.

If the marketing imperative for boards and managers is “to find out what they want, then give it to them,” research must inevitably be conducted in the field. And primary research, field research, is pursued one meeting, one question and one response at a time.

• Don’t Be Diverted During Face Time: To have quality face time, you need to be free of encumbrances and diversions. Do your paperwork at home or in a cubby hole somewhere at the club. Let your office become a “people place” that’s both visible and accessible, a place where conversations can flow without concern for paper piles or ringing phones. When you’re engaged in a “Walk and Talk,” look ‘em in the eye and let them know that you feel their pain. Don’t make the mistake of being present, thereby suggesting that you’re engaged in the member /staff experience when you’re truly not. The people will know and will resent you for the dilution of their moment.

• Making it a Team Effort: Accept that you can’t do it alone. If you’re the manager, hire people whose values are similar to your own, mold them into your “image,” emphasize the “walk and talk” in your absence, provide them with ethical guidelines to make good decisions in your absence. If you’re the president, make sure that you get to know the manager and his management team.

Meet with them weekly, send lots of e-mails, tell them what you’re thinking and why.

Managers and presidents need mouthpieces.

Build a team of mouthpieces and you’ll magnify your visibility throughout the club.

• Writing the personal stuff: Remind members that you’re alive, well and “present” by handwriting birthday cards to each, by sending thank-you notes when the opportunity arises, by offering written congratulations on births, engagements, weddings and the like. Imprint your thinking and your personality on their brains. You’ll be there when you’re not.

• Write the general consumption stuff: People know how you talk and will probably “hear you” when you write. Let your personality, values and insights flow in the monthly newsletter, in the Updates you write

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to the Board of Directors and management team, in the general mailings you send discussing developments at the club. Accept no substitutes, reject those ghost writers and ghost writings---get selfish and write everything yourself. Members will start to hear your voice when you’re not speaking and your visibility bank account will grow.

• Finding Impact Opportunities: Visibility is about being seen. Impact locations are therefore where the people are and when.

When’s it busy at your club? Be there. When are there big events? Be there. Put yourself in a conspicuous location and press the flesh.

Big dinner night---greet them at the door.

Bridge championship being played---hand out the prizes. Fourth of July fireworks about to begin---make the announcements.

Father-daughter dinner dance---become the master of ceremonies. Club championship about to begin---hang around the first tee.

Patterns at each club are different and the opportunities will vary. But the clever person knows that there’s a “cost-benefit” to every “ face time” encounter---would it be better to stand around when three “retirees/ owners/curmudgeons” arrive for their free cup of coffee at 7:15 a.m. or to be hunkered down at your home office grinding through an insurance proposal for the coming year?

Be calculating about your time investment since time is the one finite commodity we’re all dealing with as managers, directors, husbands and fathers. Invest wisely---get a good return on your visibility investment.

Making Withdrawals From, And Paying Back Those Dollars, To Your Visibility Bank Account: There are times when you need to be gone, physically gone, from the club and the prying eyes of your membership and staff.

The monthly newsletter needs to be written, the financial analysis needs to be completed, you’d like to take two uninterrupted days off in a row, the family cries out for a family vacation or your business takes you on the road for seven weeks longer than you thought it would. These things happen and members understand that. Physically exiting like this---whether for a day, week or month--is a withdrawal from your Visibility Bank Account. If you have visibility stored up in the account---the staff are happy, enthused and competent; the facility is in top notch condition; the financials are glowing; you’ve written your member / staff birthday cards; you’ve written and edited the newsletter

for years; you’ve spoken to three member forums and one annual meeting in the last year; you’ve been a verbal and enthused participant in every committee meeting; and you religiously do your extended “walk and talks” four times a day---people will cut you some slack since you’re gone but certainly not forgotten. You are being heard without speaking, being seen without being there, being a decision maker without giving any input. But if your Visibility Bank Account is slim to non-existent, if you burned up what you saved by spending the last three months on safari in Zimbabwe, you’d best be cautious and stockpile a little bit of “visibility goodwill” before you exit again.

If that sounds like you, or if you’ve just started as manager, president or committee chair, then you need to acknowledge that you’ve got to build up your Visibility Bank Account before taking liberties with the small measure of goodwill you may have already stockpiled. Deficit spending is a no-no for the club, a no-no for your personal life and most definitely a no-no for you Visibility Bank Account.

Blackmail Be Gone: Visibility is critical to the successful leader.

Members and staff know this and they know that caring people care about their visibility quotient. That concern leads to visibility blackmail which can be used by members and staff as a force for the good or as a force for the bad. Visibility takes many forms, only one of which is “face time.” One’s visibility bank account can be built up over time using a host of different techniques.

Absence from the club doesn’t make one invisible if the visibility bank account is healthy but every absence is a withdrawal from the checking account. Too many withdrawals and you enter into deficit spending. Boards and managers need to understand visibility, how to get it, how to leverage it, how to grow it. Rope it in and use it as a workhorse.

Ignore it and prepare for a ravaging by your own personal junkyard dog.

Gregg Patterson became the General Manager of The Beach Club in 1982 and spent 34 glorious years as their GM, stepping aside for the “next generation” and his next adventure as a full time speaker and writer with his new company “Tribal Magic!!!” in 2016.

EDITORIAL

CHANGING THE GAME WITH LANDSCAPE SOLUTIONS Landscape Solutions are Changing the Game with a ‘done right’ course maintenance offering that can be tailored to suit the needs of their clients.

General Manager Golf and Sports Turf – Peter Schumacher says “with the high cost associated with all clubs maintaining their own golf course, it is hard for each club to get the efficiencies required in today’s challenging economy. That’s where we come in.”

Landscape Solutions make sure you see a well-presented course where your maintenance partners own the outcomes.

Outsourcing means minimising your business risks, gaining the benefits of scale from being partnered with a large buying power entity and being able to spend more time on your core business of club management and increasing your profitability?

It’s time to look at new ways of doing things.

As experts in golf course maintenance and with expert personnel on the team, we’ll take care of the particulars, leaving you free to maintain your reputation by delivering a first-class product - leaving no room for criticism.

With Landscape Solutions as your partner, you have the ability to concentrate on delivering exceptional customer service, while we deliver your desired outcomes in course management.

For more information, visit Landscape Solutions website:

WHY LANDSCAPE SOLUTIONS? There’s no denying that there is a degree of comfort in doing things the way they’ve always been done but why not outsource if it means minimising your business risks and increasing your profitability?

What are the benefits of outsourcing your golf course maintenance?

YOUR COURSE IS OUR ONLY CONCERN

OUR STAFF ARE OUR RESPONSIBILITY

Our only job is to ensure you are delivering for your members and guests with a top-quality course.

We help our clients by reducing the time and money they spend managing staff, minimising your risk.

TRANSITION MANAGEMENT

LARGE-SCALE PURCHASING POWER

We work with you to develop a transition-in plan so members see nothing but positive results.

We have the resources and finances to provide you with the best machinery.

A PROGRAM THAT WORKS FOR YOU

COURSE MANAGEMENT CONSULTANCY

We’ll work with you to develop an annual program that reflects your desired outcomes.

Advice when quality and productivity improvements are needed.

BUDGET CONTROL Outsourcing to us will free up your time and funds to spend in other areas.

UPGRADES FIRST, PAY LATER Attract members now with immediate upgrades (i.e. irrigation). We’ll put forward a payment plan, eliminating the need to use your own precious capital funds.

www.landscapesolutions.com.au

Sunrise over Yarrambat Park Golf Course as the Landscape Solutions team prepare the golf course for play

Golf Management Australia Journal | Winter 2020

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EDITORIAL

AEES GROUP PARTNERS WITH DE BORTOLI WINES IN THEIR SWITCH TO RENEWABLE ENERGY

De Bortoli Family Wines, one of Golf Management Australia’s (GMA) very own partners and one of Australia’s most well-known and loved winemakers, are steadily working towards becoming a ‘Zero Waste Wine Company’. They have recently adopted a wide range of environmental practices which includes transitioning from the electricity grid to self-generated renewable energy.

To facilitate their switch to renewable energy, De Bortoli have placed their trust in the hands of leading energy management company AEES Group. With

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a focus on innovation and sustainability, AEES were engaged to design and install an innovative 100kW Solar PV system for De Bortoli’s restaurant located at Dixons Creek in Victoria. Since the installation’s completion in March 2019, the Solar PV system has reduced over 42% of their daily electricity costs. This includes a number of months where the Time of Use (ToU) Peak electricity consumption was showing ‘negative’ on the bill, which provided a significant credit back to De Bortoli.

AEES Group is the trusted and exclusive energy advisor to GMA. This partnership

has allowed Australian Golf Clubs to benefit from AEES’ profitable and customised energy cost reduction strategies. By providing solar power, battery and other energy efficiency solutions, AEES aims to promote long-term sustainability whilst protecting the bottom-line of their clients.

For more information about energy cost savings and revenue opportunities that can be generated from solar and battery storage systems, please contact David Fry on 0409 543 358, or contact AEES Group on (03) 9596 9800 or alternatively info@aeesgroup.com.au.

EDUCATION

THE POWERFUL EFFECTS OF VOLUNTEERING “Keep the members happy” is one of the catch cries of many a club manager or board member.

We all know this can generally be achieved for most members through regular communication, attentive and friendly service, consistently good food with lots of variety and well maintained facilities, particularly the golf course.

But despite your best efforts, keeping the members happy is never an outcome completely attained. Some members love having a whinge in the safety of their group. Some of the moans are not really unhappiness. They enjoy the social banter that comes with having an irreverent dig at anything and everything; the club, politics, each other… Most of the time there is no intention of seeing their issues resolved. (eg. slashing wine prices, changing tee booking process, firing the superintendent….). They don’t necessarily want to discuss it with management as it may put a dent in their perfectly formed conspiracy theories. Deep down they love their club.

Occasionally you find a real misery guts who’s got nothing positive to say and is looking for an ear. Often here is a restless

soul with too much time on their hands and in need of some attention. If they’re regularly at the club you get to know them pretty well and they’re high maintenance.

What this person needs is a job!

Surveys show one of the best ways people can improve their happiness is to contribute to something meaningful by volunteering.

There is no doubt high maintenance members see the club as something meaningful – in fact, they’re somewhat obsessed! Possibly the reason they have not volunteered in the past is that no-one ever thought to ask them – in person.

A study of 3,351 adults by the UnitedHealth Group in the USA found that respondents felt mentally and physically healthier after a volunteer experience.

In the last 12 months in relation to their volunteering; • 96 percent reported that it enriched their sense of purpose in life; • 94 percent said that it improved their mood; • 80 percent felt like it gave them more control over their health;

A group of Ashgrove Golf Club members at work on the club’s beautification program.

Photo: Inside Golf

• 78 percent of them said that it lowered their stress levels; and • 76 percent said that volunteering made them feel healthier It even helped them manage a chronic illness by keeping them active and taking their minds off their own problems in around 25% of cases.

Wow! With scores like this – where do I sign up!

So the key question for club managers and boards now is, “Can we test this? How can we give this member a job that adds value to the club and will hopefully bring the member a sense of purpose and will get them off the staff maintenance list?” They may even get a public thank-you once the job is done.

Going beyond this, “How do we tap into the potential volunteer workforce of our members with all their skills and energy?”

Whilst it may have some great benefits to the club, the secret benefit are there for the volunteers themselves.

Golf Management Australia Journal | Winter 2020

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GREAT AUSSIE

GOLF GETAWAYS

From the Gold Coast to the West Coast, from the Hunter Valley to the Mornington Peninsula (and everywhere in-between), Australian golfers are spoiled for choice when it comes to destinations for the traditional “Annual Golf Trip”.

In the August issue of Inside Golf Magazine, we will be presenting a special glossy feature on the Great Aussie Golf Getaway. Catering to golf groups large and small (and even quiet getaways for two) the feature will highlight the top Australian destinations, the best times to go, where to stay, what to pack and more. There will even be special tips on running an event, how to wrangle a “leave pass”, popular formats and other tips & tricks to make the entire event a success.

Golf courses, hotels/resorts, transport and tourism bodies will all see tremendous value in being a part of this feature, as it aims to be the “Go-to Guide” for Social Groups and trip organisers.

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ViC SALES marc wilson p: 0419 107 143 e: marc@insidegolf.com.au

DEADLINE:

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Includes:

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WA SALES Gary powell p: 0439 350 363 e: gary@insidegolf.com.au

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The Glebe is now the preferred Queens choice for golfers. Centrall town accomm and only two y located in odation Glebe makes minutes walk to downto the heart of Queens town a ideal base wn restaura when your nts & bars, Together with not on the the your hotel fairway.

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EDITORIAL

INSIDE GOLF ANNOUNCES AUGUST ISSUE RE-LAUNCH HELPING CLUBS GET A MUCHNEEDED BOOST! After a quiet threemonth break due to the Covid-19 pandemic, Australia’s Most-Read Golf Publication, Inside Golf, has announced it will return with the August 2020 issue.

2020/21

FEATURES

AUGUST 2020  Great Aussie Getaways  Father’s Day Gift Guid e

SEPTEMBER 202 0  Go West in WA  Golfing in the Mornington Peninsula  Golf in NSW Central Coast, Hunter Valley, Newcast le and Port Stephens  Golf throughout the Toowoomba Region  GPS & Range Finders

OCTOBER 2020  Golf in the Southern Highlands and Canberra  Fashion on the Fairw ays  Golf on the Sunshine Coast  Hot Wheels (Carts, Buggies, Batteries )  Golf in the Barossa Valley NOVEMBER 202 0  Golf along the Bella rine Peninsula, Surf Coast and the Grea t Ocean Road  Golf in the Blue Mou ntains  Golfing all around Adel aide DECEMBER 202 0  Golf in Far North NSW  Australia’s Social Golf Feature  Christmas Gift Guid e  Golf in New Zealand

 CONTACT Publisher Sam Arthur p: 1300 4653 00 f: (07) 5535 4922 e: sam@insidegolf.com.a u eDiTOr Richard Fellner p: 0407 000 440 e: richard@insidegolf.com .au NsW/ACT sAles Megan Symington p: 0419 575 000 e: megan@insidegolf.com .au

With golf clubs, golf facilities and golf businesses around Australia enduring financial stress and hardship since the sport was restricted in March, Inside Golf management decided to suspend publishing for three issues.

"We felt it would have been inappropriate to call clients and request their advertising dollars during this chaotic and uncertain time,” explains Inside Golf publisher, Sam Arthur. “Businesses across the industry have been hit extremely hard after a tumultuous six months of drought, fires and Covid-19—and were (and still are) consolidating expenses to build up cash reserves for spring…or in many cases to simply stay afloat—so I just couldn’t ask

extensive online, email and social media community, or simply just travelling to some of these clubs and towns (when and where it was allowed, of course) and giving them our custom. The Aussie golf community is a close-knit, supportive group, so like Aussies always do, we help each other out,” Arthur added.

Now, as restrictions ease around the country, the magazine is gearing up to

“Inside Golf, as well as golf across Australia, will bounce back very quickly as we head into spring, the golf majors, The Ryder Cup, summer and Christmas.” our five state representatives to call golf businesses and “sell” during this time. We know very well how difficult it has become to run a business.

publish a massive August issue, promoting golf all around the country. Facilities are starting to open and Inside Golf will be ready to promote golf “bigger and better” than ever before.

“Instead, we chose to continue (as we always have) to pro-actively support clubs and the larger industry in any way we could—like offering to promote the hardest-hit clubs/businesses via our

“Inside Golf, as well as golf across Australia, will bounce back very quickly as we head into spring, the golf majors, The Ryder Cup, summer and Christmas,” Arthur adds.

JANuArY 2021  Golfing along the Murr ay River  NSW Mid-North Coa st  Golf in Sydney  Golf in Tasmania / King Island FEBRUARY 202 1  Golf along the NSW South Coast / Sapphire Coast  Golf on The Gold Coa st  Latest New Golf Gea r for 2021 MARCh 2021  Golfing throughout the NSW Central West  National Corporate Golf feature APRIL 2021  Australia’s favourite Public Access courses MAY 2021  Great Aussie Getaways QlD/NT sAles David Ross p: 0439 612 458 e: david.ross@insidegolf.com .au ViC sAles Marc Wilson p: 0419 107 143 e: marc@insidegolf.com .au WA sAles Gary Powell p: 0439 350 363 e: gary@insidegolf.com.au sA sAles Brett Crosby p: 0403 323 198 e: brett@insidegolf.com.au

“We believe golf will boom big time! And with overseas travel still off the cards, our readers will be choosing to have a hit locally, playing golf all over this country, especially in regional areas. And we’ll be there to help clubs and facilities get the word out!”

To cater to this predicted boom of regional and state-based golf—and help courses, clubs and facilities get a much-needed boost leading into spring and summer, the August issue of Inside Golf (with a full 40,000-plus circulation, to over 400 golf clubs across Australia) will publish their highly popular “Great Aussie Golf Getaways” feature, which aims to promote the great golf to be found within our own borders, at clubs and courses across Australia.

As always, Inside Golf thanks all readers, advertisers and partners for their continued support.

For more information about the August issue, please contact us.

Sam Arthur: sam@insidegolf.com.au

Golf Management Australia Journal | Winter 2020

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GOVERNANCE IS JUST A WORD FOR DOING BUSINESS BETTER According to highly regarded sports administrator and experienced lawyer, Margot Foster AM, governance is just a fancy word for doing the business of your sport’s board or committee better.

Many people run a mile or glaze over when the word “governance” is mentioned. It is too hard, too scary, can only be understood by lawyers and not by the ordinary dummy.

It involves constitutions and legalese and incomprehensible jargon which should be avoided at all costs.

The following tips are written to help you and your board/committee do the job you were elected to do as well as you possibly can.

1. At the board table – it’s all about the conversation.

The chairman or president manages the meeting with the assistance of the CEO or EO if there is one. The chairman does not make decisions and does not direct members to do certain tasks. The chairman is not the boss but guides and leads the conversations through the agenda, balancing the amount of time spent on each item with the time allotted for the meeting.

The Chairman should ensure there is no

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“sunflower bias” where he or she dominates, has the first word and maybe the last, causing everyone else to shrink into silence under the canopy of the biggest flower at the table. After all, when the leader of any organisation makes a statement it is a hardy underling who might challenge or disagree with what the leader has said and made plain. Ideally decisions should be made by consensus, without the need for a vote, based on full and free input from members. The atmosphere should be one which encourages contribution and does not scare off any member who may not be as confident as others (including new members) about what to say on a topic or how to say it.

Enough time should be allowed for discussion of agenda items, though time should not be frittered away. Equally guillotining conversation, when it hasn’t come to a concluding point, should be avoided as it leaves a bad feeling if not everyone has been able to have a say.

EDUCATION on cases involving club members. In each case declaring interests is essential: a board member cannot over-declare and it is up to the other board members to make the decision as to whether a not a conflict exists and how to deal with it.

3. Under the pump – getting stuff done.

Many committees are run mainly by volunteers (the committee, the coaches, the canteen staff, the officials etc.), with some having paid support whether part or full time. Frustrations can easily come to the surface if after committee meetings tasks are allotted to various members to be done in a timely manner before the next meeting.

Everyone is always busy so that’s not an excuse for not doing the job you are tasked with. If you know you can’t do it then say so rather than letting the others down at the next meeting. It is a truism to say that if committee members don’t do what they agree to do then nothing will happen and another meeting cycle will go by.

4. Thoughtful communication and the evil of email.

2. Conflicts of interest – who has them and what are they?

Conflict of interest is one of those governance things and if not managed properly can bring an organisation undone.

A simple example would be Sue, a business person on a board who provides sponsorship for the club. This is an obvious and actual conflict in that any discussion about sponsorship would include Sue’s business.

Sue should formally declare that conflict and have it recorded in the conflicts register.

When discussing sponsorship it is up to the other members of the board to decide whether Sue should receive any board papers about sponsorship and/or whether she should step out of the room when the topic is being discussed. It is important to remember that the decision about what she receives and whether she stays or go is the board’s entirely, and Sue has no say in it.

Another situation would be Jack not declaring that he was a member of the SSA discipline tribunal for the club’s sport when he knows full well that he might be sitting

We all know about going away for a day or more and coming back to a deluge of emails.

Some have been read on another device but they still need to be cleared from the computer inbox. Sometimes those emails are just an annoying waste of time because you have been sent or cc’d into an email which has nothing to do with you.

When sending emails about club or association matters think carefully about who needs to receive what based on the recipient’s role in the organisation – and everyone’s busyness. Equally if emails swirl around willy nilly they can create their own energy which can sometimes have unfortunate outcomes if taken out of context.

5. Creative and forward thinking – not retrospective report reading.

Many boards tend to focus on the operational side of the business because it is easy. People on the board often come from a functional role within the organisation such as coach, official or even parent and can bring that background to the table. That experience might be useful but it is not the reason why they are on the board.

Their roles are to look to the future of the organisation and how it intends to meet

its objectives (and mission and purpose).

Reviewing lengthy reports and detailed results may not assist in forward thinking unless there are outcomes which lead to the organisation doing things better. Ideally on every agenda there should be an item which is headed Strategy or Planning. Think of strategy as clear thinking and being creative and dedicate meeting time to giving rein to your enthusiasm for what your organisation could be and could be doing better.

6. The newbie – getting the hang of your board.

Much is written about board induction, the process by which a new board member, whether elected or appointed, is informed about the who’s who and the what’s what of the organisation. Often the newbie will be given a USB stick or a couple of folders full of information: the constitution, the by-laws, the policies, the organisation structure, job descriptions and bios for the office bearers.

Nothing, however, can prepare a new member for actually being on the board as he or she works out the personalities, the peccadilloes, the peculiarities and the painful behaviours of their fellow members. Equally the actual business of the organisation will never be quite as it is written in the induction materials or on the organisation’s website. If you are new to a board don’t panic: give yourself a year or so to get the hang of all of the above and take the time you need to take to start making your contributions and asking your questions.

7. Your day job is not your board job.

People are on boards for a number of reasons: they stood for election, just happened to be in the wrong place at the right time when a board vacancy came up, are parents of kids who play the sport, have been an athlete or participant and want to change tack, give back or have been identified as having a skills or skills that the board needs. Many SSA boards focus on people with skills such as lawyers and accountants - butchers, bakers and candlestick makers not so much.

Regardless of the reason why you are on a board you are not there to do what you do in your day job. Thus a lawyer is not on the board to give legal advice or to do the legal work of the organisation, subject to any agreement that the lawyer may be engaged with the consent of the board to

Golf Management Australia Journal | Winter 2020

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EDUCATION do some basic work such ad conveyancing.

The lawyer would not usually draw up the contract of employment for the EO though might assist a legal firm to do so because of his or her knowledge of the organisation.

Equally an accountant is not on the board to give specific financial advice; rather to give overall direction and commentary as to the state of the finances, the way accounts might be presented and to liaise with an external accountant and auditor or be a member of the board’s audit and finance committee.

If you are a coach or umpire, for example, who has a position on the board then you need to ensure that board discussion does not spend valuable time on small issues which you as coach or umpire should be able to resolve amongst your respective cohorts. The board should be aware of the line between the strategic and operational when dealing with matters to do with the conduct of the sport itself. Neither the coach nor umpire is there to represent coaches or umpires as a general rule and if the organisation’s constitution gives them a seat to do that, to represent their constituency, then consideration ought be given to altering the constitution.

8. The distraction of devices.

Increasingly board meetings feature people hunched behind their laptops or iPads, screens up and eyes down. Whilst saving the planet and not wasting paper is laudable care must be taken at meetings to ensure that directors are participating in the discussion and not hiding behind their devices ostensibly (and actually of course) attending to their online board papers.

This is a relatively new phenomenon but may be worthy of discussion by way of board behaviour and conduct. Sometimes people use it as an excuse for not contributing because they’re not prepared, too shy, haven’t read their papers in advance - which should always be done - or are playing games, texting and Facebooking and even doing other business during the meeting.

Mobile phones should not be on the table

and should not be looked at throughout the course of the meeting. If a call is expected during then it is courteous to let the board know that you might step out to take it. Put the phone on silent and when it vibrates remove yourself silently if you absolutely definitely have to answer the call. Otherwise a quick and discreet auto-text to the caller might suffice.

However not all mobile use is bad.

A recent story of a young man invited to attend a board meeting as a guest by the senior partner of a major firm is salutary.

He was on his phone all meeting. When taken aside afterwards and told that being on his phone wasn’t the done thing he told the partner that he was in fact merely doing what his generation does and that is take notes on his phone. Once again communication about the use of devices and common courtesy go a long way.

9. The board “expert”.

From time to time someone on a board will claim to be an expert on a certain topic; a marketing magician, a governance guru. It may be true or it may be hyperbole.

It is preferable for people with extensive knowledge and expertise to better describe themselves as experienced rather than expert, for the most part, especially given that no one is on a board in their professional capacity. They are there to bring their skills and knowledge to the table but not to give, or be relied on to give, or be expected to give, advice.

Indeed the notion of a self-proclaimed expert can be disadvantageous or dangerous to the organisation. That person may come to be regarded by other board members, not as informed on the topic which is the realm of the self-described expert, deferring to him or her for advice or giving the utterances greater weight than is due. This can lead to a division in the board when not everyone agrees with the expert’s view or opinion.

And in those circumstances wise heads on the board should recommend external advice be sought.

This is a difficult matter to address as no one wants to offend the self-described expert at the meeting because he or she may indeed have the expertise. It is up to the chairman to counsel the board member so that opportunity for misunderstanding as to the role is limited.

10. An apology or a leave of absence.

If you are unable to attend a meeting then you should inform the chairman or CEO, in the first instance, of your unavailability as soon as you know. It may be appropriate to email all board members at the same time depending on the reason for your non attendance.

Board members generally like to know what the reason is: not well, a business meeting clash, family duties at short notice, on holiday. The explanation need only be short. An apology is on a meeting by meeting basis. Many constitutions say that if you miss three meetings and don’t apologise then the board can relieve you of your board position thereby creating a casual vacancy.

Common courtesy, good manners and conscientiousness as a board member would suggest that an apology always be given as no-shows are a bad look particularly when it may mean something isn’t done or someone else has to take on an extra task.

A leave of absence can be granted to a member who needs to take time off for a period of months, again for a variety of reasons. The member does not need to apologise for each meeting missed but is expected to return at the end of the leave period and resume duties on the board.

Margot Foster is an experienced lawyer with over 34 years in private practice. She is a highly regarded sports administrator having held numerous board roles in club, state, national and international sports organisations, including government appointments both in Australia and New Zealand. www.playbytherules.com.au

YOU CAN COUNT ON US www.toro.com.au

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An optical motion capture system uses high speed cameras to capture different angles of a golfer to create a full capture. Gears is powered by 1.7 megapixel cameras running at 360 frames per second which look at over 600 images per swing to track everything that’s going on with the golfers body and the club.

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1. Visit www.taylormadegolf.com.au 2. Click on Performance Lab 3. Select Book a Fitting 4. Select Referral Partner Program 5. Select Date and Time for fitting from available selection 6. Complete customer details 7. Enter your golf course name in ‘Were you referred?’ section 8. Confirm booking Golf Management Australia Journal | Winter 2020

47

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EDITORIAL

DOMESTIC GOLF TRAVEL IS TAKING OFF!

Cape Wickham, TAS

Now is the time to start planning your next Club Member’s Trip to ensure you beat the rush!

With International travel on hiatus for the moment due to Covid-19 travel restrictions, Australia is set to have a huge domestic golf season – and The Golf Travel Agency is already seeing a significant increase in domestic golf travel enquiries for the second half of the year and beyond.

And let’s face it - when it comes to golf, Australia really is ‘The Lucky Country’.

Every corner of Australia has different and great golf experiences to offer. From the windswept and rugged links of Tasmania (Barnbougle and King Island) to the perfectly manicured fairways and water hazards of Queensland’s sub-tropical Gold Coast and Sunshine Coast. From the worldrenowned masterpieces of Melbourne’s Sandbelt to the equally strategic classics of Adelaide’s own red sandbelt. Melbourne’s Mornington and Bellarine Peninsulas are golfing landscapes made in heaven and a drive north out of Sydney offers up some of the country’s best layouts in the Hunter Valley and Central Coast region. And on the West Coast of the country, Perth offers not only great golf courses but great weather with sunny blue skies most of the yearround.

Thanks to Australia’s unique climate, the consistency of course conditioning is exceptional across the country and means that quality golf is available all year round.

Add to that the ability to play the majority of the country’s best courses at extremely reasonable prices – and that’s the Australian golf market – accessible, affordable and bursting with variety!

And whilst things are definitely looking positive for domestic travel, of course we understand that some of your members may have lingering feelings of uncertainty, so to give them peace of mind, we can offer greater levels of flexibility with full refunds available if any travel restrictions return.

The Golf Travel Agency can assist in putting together the perfect golfing itinerary for your Golf Club and its Members to experience Australia’s finest.

You can host the trip yourself, or have your Club Pro host the trip, or we can provide a host for you, if you prefer. As a full-service travel agency, we will do all the organising for you, leaving nothing for you to do but promote the trip to your members.

Additionally, our access to wholesale rates for all package inclusions means that we

Brookwater, QLD

The Cut, WA

can put together a memorable golf holiday and still leave plenty of room for you to generate your own club revenue when promoting packages to your members.

ENGAGE YOUR MEMBERS MORE IN CLUB LIFE – STRENGTHEN CLUB LOYALTY AND IMPROVE MEMBER RETENTION! Speak to a member of The Golf Travel Agency today and realise the potential of golf travel for your club and members.

Call (02) 9555 5311 or email info@thegolftravelagency.com.au.

Golf Management Australia Journal | Winter 2020

49

Golf Management Australia would like to sincerely thank all our valued partners for their ongoing support of GMA and our members.

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