View From the Spire: PGA Pro – “Best-Man-for-the-Job” – 10 common responses

Having previously posted a link for Fettes Management’s blog “View From the Spire: PGA Pro – “Best-Man-for-the-Job”” some weeks ago, and given the strength and depth of responses and comments received, I have compiled a list of the most common or agreed comments from all respondants across all participating forums (especially on LinkedIn).

It made for an interesting discussion and seems that while it was one of the most popular blogs during Fettes Managements short time on the internet, the debate will continue on. But even this resultant output surely means the PGA should take note and play their part in listening to the voice of many of its members.

The ten key points (as currently stands) as output are:

  1. The Director of Golf title is confusing, irrelevant in some cases (as it frequently just a Head Pro role) and it is currently a title often used merely to retain a PGA (or other) Pro.
  2. It is currently applied in many different guises and it is not standardised and provided a difficult question with perhaps more than one answer. Perhaps for the purposes of the quality of the PGA Director of Golf qualification, the role and its key requirements should be standardised.
  3. The PGA Director of Golf qualification seems to be welcomed and acknowledge by most of the commenting audience – with perhaps a few exceptions of long standing Directors of Golf who believe it to be a waste of time given their significant in role experience.
  4. Most PGA Professionals are open to their knowledge shortfall and the skills gap between merely a Head Pro and a (proper) Director of Golf. Some, however are staunchly against further requirement to “skill up”, when they believe the current PGA training is training enough. (It is afterall billed as being suitable for senior roles in golf so why should this change all of a sudden?).
  5. A minority of responses (mostly from PGA Professionals) focussed exclusively on the PGA Pro only applications for Director Golf Roles. Course Superintendants were also mentioned frequently as relevant too.
  6. A core skill that was mentioned by more than half responses was significant customer service experience.
  7. Rarely were business skills mentioned in regard to being able to Direct the Golf side of a golf facility business – which says something.
  8. Despite that, non PGA Professionals were keen to be included not only for future Director of Golf roles but also for inclusion in the PGA Director of Golf qualification. (Reasons why the PGA should accept this were mentioned in the article previously posted).
  9. More than half of the respondents were clearly keen to hire the “Best-Man-For-the-Job”- believing that due to the way that its always been, the majority of recruits will be PGA Professionals.
  10. In one crucial response, the “Best-Man-For-the-Job” should be a woman! (Tongue in cheek as the article was created around a well coined phrase!)

To add to this discussion, please review the original post and leave any relevant comments on the page so that this list can be updated and submitted to the PGA as required.

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About davidmorganjenkins
I am an experienced international, commercial, strategic business leader delivering customer focussed initiatives for world class leisure & sports brands. I have a credible track record of leadership and senior management experience in particular with business operations, marketing & business development within leisure, sport, ecommerce/retail & B2C sectors. I have a unique creative vision, supported by sound financial management & budgetary responsibility having increased brand awareness, sales & core revenue by 60% & profit 200 % at Football Aid over a 3 year period. In parallel, I am centred on attention to detail ensuring a consistent product offering and the greatest possible customer experience. This is delivered through strong collaborative teamwork and creating a culture of creativity, determination and enthusiasm amongst team members. I possess an ability to cement & develop relationships at all levels and can easily engage, report to & upwardly manage share & stakeholder alliances ensuring delivery of business objectives. Key skills Developing & implementing business plans focussing on sales, profits & volume Bringing sales & marketing strategy to life to inspire customers; making visions/dreams a reality Customer service; driving enhanced customer satisfaction & delivering a reputation for excellence Developing, influencing & implementing plans & partnerships that deliver competitive advantage Effective planning & delivery of multiple channel, venue & geographical programmes & projects Leading & managing operation, marketing & business development teams to believe in their ability to succeed Experience headlines Commercial; sales, strategy, development, marketing, sponsorship, promotion, customers service Business administration: P&L, performance, improvement & operational management Marketing & brand; communications, brand management, development & membership/loyalty Ecommerce & retail; FMCG, optimisation, data (CRM), social media, SEO, PPC & affiliates Technology; CRM, web TV, new media, smart phone/iPhone applications

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