Piotrowski: Glen Eagle is a bundled community with 1,234 living units. The facility’s amenities include an 18-golf course, a full-service dining room, outdoor casual space for 250 people, outdoor seating for 150 people, a fitness center/exercise studio and café/bar. We host numerous social clubs and events including bridge, arts and crafts, wine pairing events and an outdoor concert series.
Piotrowski: I began my career as a caddie at Bloomfield Hills Country Club in Michigan and was promoted to Golf Operations Manager. During this time, I gained invaluable experience in member relations and service. I was fortunate to report directly to high-level executives in the automotive business, including the CEO of Ford Motor Company and the President of General Motors.
My first General Manager role was with American Golf Corporation at The Woodlands in Van Buren Township, Michigan. I reported directly to Rich Hohman, the Regional Operating Executive. Rich held me accountable for my responsibilities and taught me the fundamentals of financial management and service excellence. I have over 20 years of experience as a General Manager/COO in the private club industry and continue to enjoy my role as a mentor to new and up-and-coming managers.
Piotrowski: The first step in goal setting is to collaborate with your team, review member feedback and identify areas that need improvement. We develop 3-5 goals that are realistic, measurable and achievable, and assign action plans to our team members. We review the progress of the goals at weekly staff meetings and communicate at the monthly board meetings. Most important is developing goals that align with your long-range planning.
Piotrowski: Members expect more as the fees to be a member continue to increase. Members want updated facilities, quality products and consistent service. Recently, Glen Eagle completed a long-range plan with Club Benchmarking. It is a bottom-up approach that includes initiatives in finance, membership, programming, management and staff, facilities and campus, sustainability and governance. For example, it was determined from the annual member survey that members wanted improvement in member event organization and communication. The long-range plan includes the hiring of a Member Event and Activities Manager and the renovation and expansion of the food and beverage space to increase member participation in events.
Piotrowski: Attaining the PGA Certification in General Management expanded my knowledge as a leader. With the responsibilities of a General Manager/COO, it is critical to hire experienced and competent staff in the operating areas of the club industry. Important skills that I look for in a manager include creating service standards, oral and written communications and human resource management including hiring, training and mentoring. In addition, I have earned CCM and CAM certifications that have been instrumental in managing a country club community.
Piotrowski: My advice to aspiring PGA of America General Managers is to develop communication and presentation skills that will set you apart during your employment journey. Oral and written communication skills are critical, as they build confidence and improve your credibility with members and staff. The PGA of America has wonderful educational opportunities to help PGA members excel in this area. Once this is mastered, new opportunities will come your way, and your satisfaction in this wonderful industry will be greater than ever!