Golf Managers
GMANZ Newscast March 2019BUSINESS OPPORTUNITIES FOR OUR MEMBER CLUBSApex Insurance - special offer for all GMANZ membersYou will have received a communication from Dean Murphy NZ Golf outlining the Apex Insurance proposal for golf clubs. This is a follow on from the lead-up work that GMANZ did pre and post the GMANZ Conference with Apex Insurance. The upshot out of the joint GMANZ/ NZ Golf discussions that followed was that it would be deemed best if NZ Golf was the promotional vehicle across all NZ Golf clubs and that GMANZ would benefit financially from the sale of premiums to GMANZ members and that those funds would accumulate in support of our member education fund.The fully comprehensive golf club specific offer is a must for every club and apart from the financial benefits many other special features and flexible options are included. We strongly recommend you get a new quote on your insurance policies.Please contact Darrin Madgwick at Apex Insurance: darrinm@apexinsurance.co.nz and be sure to include a copy of your existing policy summary and premium account. Darrin or a member of the Apex team will come back to you with a quote – you will be pleasantly surprised. For greater cover at reduced costs, we sincerely encourage all our GMANZ member clubs to get involved.Office Products Depot – OPD special offer for all GMANZ membersPleased to report that 30 GMANZ clubs have taken up the OPD offer and are now purchasing their office products, stationery supplies and accessories via the OPD network of stores and online at opd.co.nz and making substantial savings in the process.GMANZ has already benefitted financially through a rebate earned on sales to members for the months of December, January and February. These funds will now accumulate in our member education fund.You must enroll for the programmeSo please contact your local Office Products Depot outlet or go to their website for contact details. BMI Education programme 2019 BMI Leadership principles April 8-12, 2019 BMI Leadership Principles is a 5-day, 40-hour intensive course designed for managers to develop their leadership, management and critical thinking skills. BMI Leadership Principles can benefit managers at all phases of their career development.COURSE:The Nature of LeadershipGovernance: Politics and Process.Leadership TraitsSuccessful Committee StrategiesLeadership Goals Phases & DecisionsLawManaging RelationshipsThe Manager as an Ethical ForcePower and InfluenceLeadership Case StudySituational LeadershipCertification UpdateStrategic PlanningManagerial AccountingOptimising Human ProductivityLumina LeaderThis is a course for all BMI students. To register go to golfmanagers.co.nz and click here to view BMI Leadership principles flyer: the registration form and return it to eo@gmanz.co.nz. Entry fee - $2,000.00 + GST BMI Education programme 2020 JOE PERDUE CERTIFICATION REVIEW & CCM EXAMJune 9 -14, 2019CMI recognized the need for a multi-day workshop to assist members working toward CMAA's Certified Club Manager (CCM) designation. This intensive 5 day, 40-hour course (9 June 2019 through 13 June) provides review sessions based on the 10 club management competency areas and the learning objectives identified in the Certification Study Guide (available from GMANZ).The Certification Review Course is designed to aid managers in their preparation for the CCM exam but should not take the place of individual study and preparation. To take the CCM exam, members must file a request with GMANZ. A sixth day (14 June 2019) is provided for fully-qualified students to take the exam. COURSE: Club GovernanceMembership & MarketingFood & Beverage ManagementGolf, Sports & Recreation ManagementAccounting & Financial ManagementExternal & Governmental InfluencesHuman & Professional ResourcesFacilities ManagementLeadershipInterpersonal Skills? REGISTRATIONWhen: June 9 -14, 2019CONTACT:Where: Remuera Golf Club, Auckland For all enquiries and to register: GMANZ Member Cost: $1845.00 + GSTEarly bird pricing: $1500.00+ GST Please emailNon-GMANZ members: Add $150.00+GSTeo@gmanz.co.nzAccommodation: To be arranged by the attendee. GMANZ is happy to provide advice on this. Joe Perdue The title of this course honours the legacy of Joe Perdue, CCM, CHE. Joe was instrumental in the development of the entire BMI program from its inception in 1988 and he was the primary force behind the growth and development of the CCM program during that time. BMI Education programme 2020Food & Beverage ManagementImportant Date changeNow July 2020We have been luckily enough to secure the services of Phil Kiester GM, The Country Club of Virginia, perceived as the US guru on F&B MANAGEMENT within CMAA. His busy schedule has necessitated a date change to July 2020 for the first GMANZ sponsored BMI Food & Beverage Management course which will provide an in-depth look at food and beverage operations from a management and control perspective.The five-day program offers a combination of classroom, lectures and hands-on learning at various clubs and restaurants throughout the Auckland area. Visits to a major brewery and a craft beer brewery will also be included in the programme as are whisky, gin, craft, beer and cheese tastings courtesy of the Fine Wine Delivery Company, a coffee knowledge barista training and roasting site visit session courtesy of David Burton barista judge and owner of Jack’s Coffee.COURSE: ? Food service marketing ? Beverage costing ? Kitchen layout and renovation ? Sanitation and Safety ? Employee diversity ? Menu engineering applications ? Alcohol awareness? Beverage production: Coffee and Spirits ? Catering and special events Watch this space for registration details BMI Education programme 2020BMI Sports & Recreation ManagementCMAA is excited to announce the addition of a new program to the Business Management Institute educational programme. BMI Sports & Recreation Management is a five-day, 40-hour, intensive program designed for managers to explore all aspects of the management a club’s recreational features and offerings in a comprehensive manner. Like the other BMI programs, this program takes a tangible, hands-on approach to the subject matter.The curriculum will be multifaceted including the management, staffing, liability, and specific concerns for all areas of sport and recreation within a club or in our case the New Zealand sporting club market including: Racquet SportsFitnessSpa and SalonAquaticsYouth Programs Locker Room OperationsDesign and Development of Fitness and Spa FacilitiesOther Sports/Recreation like Rugby, Croquet, Bocce Ball, Lawn Bowls, other Games (Ladder Ball, Corn Hole, Beer Pong, Badminton/Volleyball, Horseshoes, Frisbee Golf, Frisbee football, dodgeball), skeets/trap shooting, curling, billiards/snooker, yachting, winter activities (snow shoeing, cross country skiing, skating, hockey). The course which could open up opportunities for managers of other sporting organisations in NZ to join our Association will be discussed at the upcoming GMANZ board meeting to confirm when we will run the course in NZ with 2020 as an option. Managers can attend BMI Golf Management, BMI Sports and Recreation Management or BMI Food and Beverage Management to meet the elective requirement in order to sit for the CCM Exam. GOLF REWARDS UPDATEGMANZ has partnered with Golf Rewards to provide its members’ with opportunities that can be passed on to the members of their clubs.As some of the clubs in NZ are confused about the? program, or looking for the catch because of its simplicity, to re-confirm Global Golf Network is a ‘global golfing community’ that provides a wide range of benefits and savings to both associated clubs and club members including:Club Benefits:Extensive club exposure both locally and internationally with no advertising costs.Enhances club’s positioning through club associations and corporate brand alliances.Generates additional club revenue from visiting members including green fees.Member Benefits:ALL club members get FREE access to associated member rewards program (Classic)Members have option to upgrade rewards membership to enjoy additional benefits and savings (Classic Plus)Benefits include access to Golf & Leisure, a unique travel and lifestyle program with monthly credits.Research shows ‘the more a club member is engaged the more likely they are to renew their club membership’ which is what the rewards program is all about - to add value to club membership to help clubs retain existing members and attract new ones.It’s also important to note there are no upfront costs and no added strain on existing club resources as Golf Rewards do most of the work!Global golf advisers Insight GGA’s Stephen Johnston provides insights on how to keep members connected to your club. Risk. This is the first word that comes to mind for clubs poorly positioned to appeal to existing or prospective members.Increasingly, we are witnessing a changing demand landscape. Prospective members are looking for a club to engage with year-round, one that provides and prioritizes the amenities and programs to support this desire. At the same time, existing members are assessing the value of their membership in the context of how often they visit or engage with their club. Crucially, developing amenities which enhance year-round use of the facility not only helps to attract new members, it also increases engagement and satisfaction among existing members. But how do you realize this opportunity and secure this much needed longevity for your club?Where to startAssuming funding available for new amenities, the first port of call should be to obtain input from both members and non-members. This will provide robust, evidence-based support to develop the case for additional amenity provision.Naturally, the market will dictate the type of amenity you are looking to add or develop, but – to offer an insight into recent trends – clubs facing challenges are focusing their investments on additional food and beverage outlets (family dining, more diverse dining options); fitness and wellness (indoor and/or outdoor pools); dedicated areas for children or adults, and high definition simulators or teaching studios.A number of clubs have taken a different approach to the same challenge, choosing to focus on the corporate side of their business by developing dedicated business centres or expanded function areas for special events.Making it workDeveloping a new amenity from scratch is no small undertaking, but the objective, ultimately, is for it to become a meaningful addition which resonates with both existing and prospective members.From surveying members and non-members, you will have a clear idea of which amenity is most highly prized among members. While this is a solid platform from which to move forward, you are likely to lack the critical detail of how much members and prospects would engage with this new product or service.My advice is to ask members what their anticipated utilization is before proceeding with additions. Any new addition should be scrutinized from a financial perspective and compared with existing assets. A picture will then begin to emerge, one that determines whether the new amenity is viable, both in isolation and in the context of other, existing assets.Secondly, complete a market study and invite potential members and existing members to participate in focus groups. This will help to establish whether the additional amenities would make the club more relevant to them year-round. Don’t underestimate the power of taking the time to ask other’s opinions; by showing that you put your members’ opinions first, you may well find the non-members who participate decide to join the club themselves, something we have witnessed on numerous occasions.In any case, research mitigates risk. Be shrewd with your research efforts and focus these on the period before any development takes place. This avoids unforeseen challenges once the work has commenced.FutureproofingEmbarking on new amenities or developing existing assets should be done with the future in mind. A successful club is one which keeps its members continually engaged throughout the year, year-on-year, promoting sustained high levels of satisfaction and an increased propensity for members to recommend the club to their friends.However, additional amenities alone are not enough to achieve this harmony. To meaningfully realize the benefits of such addition(s), the club should focus on maintaining its standards of excellence and promoting events or programs which encourage use of the club and interaction with other members on a regular basis.The proactive approachWhen you set out to confront the issue, do so on the front foot; be proactive through seeking guidance from members and non-members. You and your board may well have instincts on how to tackle the issue, but these alone are not enough when making pivotal decisions with a lasting impact in shaping your club’s future. Develop a plan, own the process and seize the opportunity.With thanks to GGA, Global Golf AdvisersGMANZ SURVEY – CLOSES END OF MARCH – HAVE YOU COMPLETED THE SURVEY?The Golf Managers Association of New Zealand(GMANZ) has been in existence for 14 years now and has undergone many changes, none more so than the establishment of a very successful CMAA supported BMI educational programme in 2015 and a National Office and advisory service in 2016, that benefit its members and ensures GMANZ meets its objectives as set out in the Constitution and the 2015-2020 Strategic Plan.The Strategic plan needs to be updated to cover the 2021-2026 period and beyond and to assist in the planning the GMANZ management board is asking for member input.We ask that you spare 5 minutes of your time to complete the survey by clicking on the link - free to add comments where appropriate.Tara Iti Innovation - insertHow to be an indispensible managerI like the messages contained in this description of an indispensible manager. Building Trust and Transparency in your teamTrust and transparency are fundamental to business success. A recent survey by Ernst & Young found that less than half of global professionals trust their employer, boss, team or colleagues. A host of factors improve trust in the workplace–from diversity and inclusion to individual leaders being more open and transparent with their teams.There are 4 keys to help leaders build trust and transparency with their team, while also reinforcing why it matters in the workplace:1. Build connection through swift and focused frequencyOne of the biggest takeaways is the importance of holding quick and frequent check-ins or 1:1s with your team. Trust starts with honest, open dialogue, and the frequency of that dialogue matters just as much as the content itself. “Building trust isn’t just about intent, but also frequency and detail, employees need to know that you have their back and that only happens through regular check-ins or light touch, individualized communications. If you meet with employees once a week for 10-15 minutes and simply ask, ‘what are you working on and how can I help?’, it goes a long way toward building trust.”Create a foundation of trust through regular communication and engagement. “People want to know where they stand with you as a manager, and every employee knows that’s a moveable feast,” notes Buckingham. “When you take time to hear from each team member on their near-term priorities, while also letting them know ‘we don’t need to solve everything this week’, you move the relationship forward, and see stronger engagement and performance as a result.”2. Build transparency into cultureEmployees want to work for leaders who are authentic and transparent–who openly seek new solutions and ideas. However, many leaders struggle with consistency in this area. Trust takes commitment. Embracing transparency requires leaders to openly share both good and bad news. Effective communication, listening, and clear and quality feedback go a long way in creating a positive and open dialogue.Many leaders hesitate to be transparent because they worry they’ll be viewed as less authoritative or directional as a leader. This is completely false. People want to connect with their leaders.Leaders have to exhibit behaviour they want their team to imitate, and openly share problems they’re facing and lessons they’ve learned. They should take stock of how the team is performing and what issues need to be addressed and what areas will require change. When leaders do this in an open and constructive way with their team, it builds trust.When leaders aren’t open to discussing challenges facing their business, or the picture they paint doesn’t match the team’s day-to-day experience, the gap can create a loss of trust. Once trust is lost, it is extremely difficult to rebuild.3. Activate experimentationBuilding a foundation of trust with employees requires leaders to create a positive environment, where everyone on the team feels empowered to openly speak and problem-solve. Great leaders give team members the space, autonomy and feedback they need to be successful with specific projects they are owning.Fear of failure prompts behaviours that can diminish the effectiveness of a team. In absence of trust, employees are guarded, less engaged and less likely to stretch themselves beyond their comfort zones. Empower employees to experiment. This flexibility demonstrates your trust in your team and in turn their trust in their leader.Focus on creating an environment that empowers employees to succeed. This means providing a safe place for exploration, experimentation and risk-taking, which translates into success for the organization, increased profitability and talent attraction.4. Encourage and empowerEnthusiasm is contagious and it’s a force multiplier. Negativity impacts energy and optimism with decreases motivation and productivity by creating stress and pressure.Maximize every opportunity you can find to provide positive encouragement. Doing so requires some effort, but the results are impactful. In my experience, employees will find ways to deliver results beyond expectation, when leaders express encouragement and sincere appreciation for their accomplishments.By recognizing employees for their performance, you give them the opportunity to shine through projects, which increases motivation and confidence.Empower your team and amplify their strengths. Organizations that put people first and allow team members to leverage their individual strengths will see stronger results, better employee engagement and lower turnover.Why this mattersWith transparency and trust, comes higher levels of performance. When leaders and teams focus on transparent and frequent communications, authentic relationships develop naturally. With a foundation of trust, people work better together and develop faster as a team–making it much easier to build momentum, retain high performing employees and attract new talent.Ultimately leaders who focus on each of these areas position themselves to succeed in motivating their teams to do their best work, while building relationships that are vital to the success of their business in the future. New AppointmentsCongratulations to the two new General Managers appointed this month:Dylan Lindstrom – General Manager – Royal Wellington Golf clubDarren Perry – General Manager – Tairua Golf and Country Club Coromandel PeninsulaPaul Gill - General Manager Waitikiri Golf Club ChristchurchLee Ann Clarke – General Manager Ohope Beach International Golf ClubWe look forward to welcoming them both to our Branch meetings coming up.Farewells This month we say farewell to:Kurt Greve – CEO Royal Wellington Golf Club – Kurt who has been in the role for 3 years departs for a managerial position with New World Developments SingaporeDon Blackledge – Manager Rotorua Golf Club and Margaret Greer – Ohope International Golf ClubDon and Margaret have finally taken on retirement – we wish them well.Job VacanciesGeneral Manager - Wanganui Golf Club – click on the link to view the advertisement the Wanganui Golf ClubThe Wanganui Golf Club is one of New Zealand's leading golfing destinations and the Belmont Links are ranked in the top twenty courses inNew Zealand. The club has been operating for 124 years and boasts a modern well-appointed club house and as well as being a challenging18 holes of golf, it is also the perfect venue for functions and non-golf events.The Club really values its culture and the way the staff and the members work together to get stuff done. We have a commitment tofostering a work environment where people feel like they are making a difference everyday so that the members like to come here, and weare proud of that!The RoleAn exciting opportunity has opened up for a General Manger and the primary role is the overall management of the club so that membersare satisfied with the continually improving facilities and service and the staff are enthusiastically contributing to the success of the Club.What you would doThe main things you would do include:??Club vision - continuing implementation of the club’s vision to unite all stakeholders??Staff Management - leading and maintaining a competent, motivated, united, and achievement orientated team??Club Promotion - promotion of the club by the provision of friendly and professional services and excellent golfing facilities??Financial management and reporting - take responsibility for all financial transactions of the club ensuring that the Board is fullyinformed on relevant issues??The game of golf - administer the game of golf to ensure the enjoyment of all players using the course??Secretarial duties - undertake secretarial duties related to the positionHow can I tell if this is for me?If this sounds like you then please apply:??Exceptional interpersonal skills, able to develop good relationships??Ability to lead, persuade and influence??Good communicator; written, oral, and with social media??Able to innovate practical communication systems??Willingness to consult and consider??Excellent supervisory skills??Able to communicate clear goals and motivate others to achieve??Excellent planning and organisational skills. Flexible and adaptable??Able to seek, collate and report information??Experience in the use of financial reporting systems??Sufficient computer literacy to use different hardware and software packages??Thorough knowledge of the rules of the Club, tournaments and the game of golfWhat's in it for you???A friendly, supportive environment where you will love working??Meaningful work and helping grow the game of golf and the club??An attractive and competitive remuneration packageHow to ApplyGet involved - click the Apply button to submit your application:Please include a cover letter and CV when you apply.Applications close Friday 29 March 2019 @5pm.This newscast sponsored by: Thank you to our sponsors and supporters: ................
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