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Strategic LeadershipAt the end of this session, participants will
have a working knowledge of these elements:
Appreciate the importance of strategy Understand the strategic planning process Understand how to conduct a SWOT analysis Comprehend the evolutionary nature of club
culture Creating a unique mission for a club Developing a shared vision Operating a club through a strategic plan
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Strategic Planning
Dynamic environment - flexible Strategic versus tactical times Rolling & continuous
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The Process
1. Determine need2. Get member input3. Know the competition4. Hold a board retreat5. Develop a plan6. Implement the plan7. Dominate niche
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1. Needs Assessment
Conduct confidential interviews Review minutes history Review financials Do an operational audit Do an environmental scan Identify issues
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2. Membership Input
Focus Groups Membership Survey Benchmark Survey Results Identify Competition
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Importance of Two-Way Questioning
Example opinion question:1. Wednesday night a la Carte dinner
Performance A = 10 (Highest)Importance 1 (Lowest)
Highly rated performance does not matter if respondents rate the service as unimportant
Result: Excellent operations, low turnout
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Examples and Scales1. Wednesday night a la Carte dinner
Performance A A- B+ B B- C+ C C- D+ DImportance 10 9 8 7 6 5 4 3 2 1
2. Smooth, fast rolling greensPerformance 10 9 (A) 8 7 (B) 6 5 (C) 4 3 (D) 2 1 (F) 0Importance 10 9 (A) 8 7 (B) 6 5 (C) 4 3 (D) 2 1 (F) 0
3. Summer AAU swimming team programPerformance A A- B+ B B- C+ C C- D+ D D- FImportance A A- B+ B B- C+ C C- D+ D D- F
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Example Question
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Performance (Rate performance as if it were a report card): A A- B+ B B- C+ C C- D+ D
Importance (Rate the importance of this service offering to you): 10 9 8 7 6 5 4 3 2 1
1. Wednesday night a la Carte dinner:
Wednesday night a la Carte dinner
Question Plotting, Analysis, and Action Plan
A
A-
B+
B
B-
10 9 8 7 6 5 4 3 2 1
C
C-
D+
D
10
Yellow ZonePlow Horse/Cash Cow
Importance (X) = 10Performance (Y) = 2 = D+
Members rate Wednesday night a la Carte dinner as very important to provide with a 10. Members rate the staff performance very low with a D+
Action = Must improve substantially through staff training
Action
10-Point Scale Importance (X) Performance (Y)
A
A-
B+
B
B-
10 9 8 7 6 5 4 3 2 1
C
C-
D+
D
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Yellow ZonePlow horse/Cash CowImportance (X) = 10Performance (Y) = 2 = D+Action = Train, improve
Blue Zone? Question MarkImportance (X) = 2Performance (Y) = A- = 9Action = Reformat, reschedule
Red ZoneDogImportance (X) = 2Performance (Y) = D = 2Action = Scrap or completely revise
Green ZoneStarImportance (X) = 9Performance (Y) = A- = 9Action = Feature, push
3. Competitive Analysis
Identify Competition Conduct Survey Identify Benchmarks (from survey)
Golf Maint: Greens must Stemp at 10 Front Desk: 3 rings is one too many Mixed grill: 30 secs is max wait at the lectern Golf: 4 hrs max golf rounds
(Slides follow)
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Benchmarking Service Tasks
Procedural Elements:1. Timeliness (Slide)2. Incremental Flow3. Anticipation4. Communication5. Customer Feedback6. Accommodation7. Supervision/Organization
Personal Elements:1. Attitude, Body Language 2. Attitude, Tone of Voice3. Tact4. Attentiveness5. Using Names (Slide)6. Guidance7. Selling Skills8. Gracious Problem Solving
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Slides to follow
Benchmarking Examples Element: Timeliness of
greeting at the grill lectern Benchmark: Members
will be greeted with a warm welcome and begin the seating process within 30 seconds of arrival
Observe: Trust but verify (time)
Evaluate: Reward or take corrective action
Element: Using members’ names in a la Carte Dining Room
Benchmark: Members’ names will be used both at time of order and at delivery (2 times).
Observe: Trust but verify (count)
Evaluate: Reward or take corrective action
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4. Retreat
Ideally away from the club 10-15 attendees Create structure for continuity Develop or confirm values, vision,
mission, and key goals and objectives Consider using a facilitator
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The Model
A. Values
B. Vision
C. Mission
D. Goals & Obj
E. Opns Strategy
F. Action
President
Board & GM
Dept Heads
Supervisors
Front Line
Foundation
Structure
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A. Values & BeliefsPres, Board, and GM Level
What the club is all about Bedrocks Fundamental convictions Strong statements Ideally will have buy-off Explains why the club exists High level (helicopter view)
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Values & Beliefs Examples
Member satisfaction (survey) Employee satisfaction (survey) Financial stability (budget) Ethical business practices Service to the community
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Understand that member satisfaction (measured by the survey across time) and financial stability (measured by budget across time) are the two vital club report cards
B. VisionPres, Board, and GM Level
Where you want the Club to be positioned A bold statement that paints a picture of
what the club will look like Trend toward combining vision with
mission
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Vision Example
By the year 2015, the Cassiopia Golf Club will be a premier golf club with a memorable and top-conditioned course.
It will reach a full membership of 350 regular members and a waiting list to join,
Achieve gross revenues of $8 million annually, with a reserve of $1 million.
The Club will offer superior food & bev service, exceeding club member expectations.
The Golf Club will be the employer of choice in the Greater L.A. area.
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C. Mission Pres, Board, and GM Level
The reason for the club’s beingA broad statement of the unique purpose for which the club exists and the specific function it performs
SWOT occurs at this stage
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Mission SWOT Example Items
Strengths (Internal) Items which contribute to success Assume excess cash on hand Consider with External Opportunities
Weaknesses (Internal) Items which limit success Ingress and egress to upper and lower clubs Consider with External Threats
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Mission SWOTInternal-External Analysis
Opportunities (External) Items from the outside which could contribute to success
Developer club is going under
Threats (External) Items from the outside which could limit success
DUI laws23Business Management Institute
Mission Statement Example
Given that the golf experience is its highest priority, Cassiopia Golf Club is committed to providing superior golf, casual dining, and seasonal social experiences for the satisfaction of its members and their families
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5. Plan Development
Tenets agreed by Board Usual format:
Prioritized list of initiatives with timelinesOperations budget (annual) Capital expense / FF&E budget (annual) Project capital (annual and forecast) Economic model (Slide)
Usually does not come together sequentially Work done by management and staff Final adopted by Board
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Economic Model Rolls Left
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As current operations year ends,
Years 2, 3, 4, 5, and 6 all
move 1 year to left
New moves left to Yr 6 and another new
created
D. Goals & ObjectivesDepartment Level (Review)
SMART goals Specific Measurable Acceptable Realistic Timely
Subjective Textual Vagueness
Objective Counts Times
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E. Operations StrategiesSupervisor Level
The funneling of the Vision, Mission, and Goals & Objectives into operationalization
Agreed upon strategies and clearly articulated action plans
Approx intervals: 6 months, quarterly, monthly, weekly, daily, by shift, by job
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Budget AssumptionsExample: Membership Dept.
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Operations Strategies
How do you want to get there? What should we invest in to achieve our objective?
Broadly stated What we want people working toward
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6. Implementation
Almost always achieved through management and staff
Terms used: Implementation Operationalization Operations
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F. ActionSupervisor and Hourly Level
Activities and steps to be taken to achieve goals
Owning goals and objectives Agreed evaluation method based on
objective measures Approx intervals: Monthly, weekly,
daily, by shift, by job
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7. Consistently Dominate Niche
Resist becoming a Frankenstein Club
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1 2 3 4 5 6 7 8 9 10
Economy:Best WesternDays Inn1, 2, 3
Mid-Level:Holiday InnComfort Inn4, 5, 6
Luxury:Ritz-CarltonFour Seasons9, 10
Upper-Level:MarriottHilton7, 8
