About every ten or fifteen years the economy thumps everyone on the side of the head to remind them to shape up; shoving many golf businesses into a state of shock. 2008 showed us a perfect example of a good thumping with a major collapse in the housing and financial markets. Okay, enough of that, fast forward to today, the shock has (mostly) worn off and it’s time to shake off the cobwebs and move ahead. For many golf facilities, this is the time to reevaluate the course of action, reposition the business, or even reconfigure the whole facility.
For most golf course businesses it’s so much easier to go back to the way things used to be. The funny thing about change is that it mostly strikes the psychological part of the system, and the majority of golf business leaders that charts the course of the facility, must expect and properly handle the emotional ups and downs of the customer / member and most importantly the staff throughout the transition.
Just over the past few years, I’ve have witnessed the firing of key golf business staff, rebirth of entire organizations, layoffs, and repositioning of companies (wow, those management companies are spending money like the 112th Congress!). Although I personally enjoy the prospects of change, years of dealing with various golf business and their organizational changes has taught me a lesson or two about dealing with the unsettling factors involved with major change within the golf management business. Here’s what I think:
Deal with the fear of change. Your other option is stagnation which is really much more frightening. The way you can help the business and staff overcome the fear of change is to provide as many facts and analyses as is possible. The more knowledge everyone has, the less emotionally reactive they become.
Don’t act out of panic. You’re almost sure to make the absolutely wrong decision. Need I say more?
Take things one step at a time. Keep a long term, strategic view, make your plans, and then act accordingly. Break the change process into steps. The longest journey begins with the first step.
Remove yourself from the situation. Pretend like you’re giving advice to someone else (that’s funny, coming from a consultant). I’m saying this from experience. Something happens when you’re removed from the situation – you become more rational and less impetuous in your decisions.
Get your staff on board during the planning process. You need the affected staff and organization leaders to make successful transitions happen. They need to understand why the change needs to occur, where the organization is ultimately headed, and how you will get there in order to transmit the ideas throughout their respective departments and staff members. The more time you spend with them laying out the groundwork before the change occurs, the easier the transition.
Communicate, communicate, and communicate. Engage the group throughout the change process both by talking and listening. This is no time to hide in your office, behind your computer screen. Pay particular attention to the quiet ones. They’re the ones listening to everyone else and can provide a wealth of information about the general morale and other on-goings within the club.
Expect problems. Know that things will go wrong. Your staff will inevitably get cold feet, the markets will change, and your finances won’t go as planned (at least until December 21). It’s OK. Your plan should have wiggle room, but also, don’t beat yourself (or anyone else) up if things go slightly off course. Regroup and pull things back on course. You never know, you might even decide to change the intended course halfway through the process based on the new information.
Not everyone will be unhappy. Whenever I’m presenting to a group about a particular subject I always notice a few quietly nodding their heads. By tuning into the “Head Nodders” know that some of your staff is already on board to make these changes happen. Use them to help you in the change process. If they’re already nodding they most likely share your vision, and can help you during the transition.
The ending is just as important as the beginning. Once you’ve gone through some type of change process, don’t let the organization fall back into the old patterns otherwise your efforts will go to waste. Everything associated with the change process will feel a little shaky for a while. Make sure all the processes, new systems, and new positions are solidly in place before you relax and grab that cold frosty to celebrate. Don’t let the opportunity to celebrate with your fellow change agents; the staff and the patient golfers should be included in the Hoop-La!
Change, whatever it may be, is one thing that’s inevitable, the better we prepare to be agents of change the better and more valuable of a manager and a leader we become. It easy after the first ten big changes, honest.