Whether 2024 was a record revenue season or something less than expected, planning 2025 brings with it as many imaginative wishes as hopeful ideas. The fun part about future planning meetings is that they allow for throwing lots of stuff against the wall to see what just might stick. It is important, I believe, to tear off the duct tape and allow all meeting participants to inject their thoughts of the past season together with their ideas of what the club can do differently and better in the year ahead. It is important to allow for open air and open minds.
These are the meetings to allow for free, safe, and open conversation. Now is the time to bring the experience of the past year to the table while the highs and lows are still fresh, the stress factors present, still in the front of the brain. It might make sense to have meetings combining different groups and different departments, mixing people up, digging for answers or perhaps better questions. It is also good to bring many stakeholders into these sessions. Know that when you ask an hourly staff member to help with the future, you are allowing them to invest more in you and the business. That can pay off in loyalty and improved production over time.
No matter the final decisions for 2025, it is important to communicate the details to the entire organization. It is important to roll out the 2024 scorecard, the 2025 plan, and how each individual will play a part in achieving success in the year ahead. Be open, be honest. People want to know how they are doing. Although you and your team will come out of these sessions with a game plan for the new year, as the post author, I certainly would like to inject my three thoughts about the new season, bracketing them as “what ifs.” Here are my three In My Opinion thoughts:
What if you and your managers make great service job #1 for 2025? With overall customer service scores lower than a Tour Player’s handicap since COVID, building a plan for strong, purposeful hospitality can help to change the game (and the revenue stream) for 2025. Create a plan, work with each department manager to develop a daily strategy, create weekly and monthly recognitions, and use the service story in all of your communications. Making hospitality job #1 is a way to build the business and not just for the next year. It just might be your game-changer. What will the slogan be?
What if you upgraded your weakest departments? Better people can make for better business. Look at…
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