Golf Course Management

MAY 2018

Golf Course Management magazine is dedicated to advancing the golf course superintendent profession and helping GCSAA members achieve career success.

Issue link: http://gcmdigital.gcsaa.org/i/972831

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56 GOLF COURSE MANAGEMENT 05.18 hear the appreciation in a golfer's voice when they enjoy a particular hole or course feature. All the while, we get to work in a dynamic, rewarding setting, be part of a cutting-edge in - dustry, use our imaginations, and serve in the important role of environmental steward. 2. Set a new workplace culture Other than personal fulfillment, are there other advantages to being able to shift our per - spective? Can this benefit our golf operations? In my opinion, yes, and one way is through increased employee and customer satisfaction. I look at this as a ripple effect. Our own passion leads to personal satisfaction, which allows us to approach situations with a clearer mind and be more positive with our team members. Instead of expecting our employees to be happy just "because they have a job," we can see them as the assets they are — as indi - viduals with much to contribute to the mis- sion and vision of the golf facility. Treating employees well, playing to their strengths and showing them appreciation fosters employee satisfaction, ownership and, ideally, even their own sense of passion for their work. is in turn is reflected in their work output as well as the consideration they show to customers. Customer service is essential to any suc - cessful business, and the main component of customer service is the person who's provid - ing the service. It's a simple yet profound truth that happy employees produce happy custom - ers. In today's competitive market, it is imper- ative to create a workplace culture that honors this fact. A management style that prioritizes employee happiness can mean a variety of things — taking concerns and suggestions to heart, being responsive and flexible, encourag - ing ownership of and pride in work, and rec- ognizing accomplishments. We must focus on being leaders and not "bosses." As leaders, we should strive to de - velop other leaders who have the knowl- edge, skills and willingness to step up when a challenging situation may arise. e great - est feather in any leader's cap is a strong team of individuals who are ready, willing and able to take the lead within the department. If our employees are well taken care of, they are going to positively affect customers and do their part to make sure customers are well taken care of. Satisfied guests equate to repeat business, and repeat business equates to increased revenue — the ultimate goal of any business. 3. Connect with peers, customers A perk of being a golf course superinten- dent is the ample opportunities available to network with peers who share our passion. Each of us is a part of a diverse group of pro - fessionals throughout not just the United States, but the world, who have a common in - terest in and vast wealth of knowledge about golf course management. Technology allows us the luxury of engaging with each other — An unexpected visitor: The Southern Oaks crew collaborates to wrangle a wandering cow that broke through the fence bordering a neighboring property. Instead of expecting our employees to be happy just 'because they have a job,' we can see them as the assets they are — as individuals with much to contribute to the golf facility.

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