What separates a good golf club from a great one?

BUNKER-TO-BUNKER…Inside Golf writers have their say!

By Michael Davis

LEGENDARY comic, Groucho Marx, nailed it when he said: “I refuse to join any club that would have me as a member.”

The cigar-chomping member of the Marx Brothers was the master of the one-liner and this one is a beautiful clip behind the ears to snooty, private clubs worldwide, not just golf clubs.

Groucho’s backhander says, in essence, that a club is only as strong as its membership. And it’s not drawing too long a bow to say that this is especially the case with golf clubs.

Give me an inclusive membership where women are treated as equals and juniors are embraced, then I don’t give a damn how good the golf course is.

Sure, it’s nice to play in pleasant surrounds. But this should not be at the expense of generosity of spirit, comradeship and inclusion. Among other things, a great golf club is one where you can put your name alone on the timesheet and the spots beside you fill up in a heartbeat.

I cannot tell you how many members arrive at exclusive golf courses all over the country every weekend to play with the same three partners. Then, more often than not, jump back in the car without even having a drink.

It is not the way the game is meant to be played. I was thrilled to see Wantima Country Club, in Brisbane, feature so prominently after Cameron Smith’s win in the Open at St Andrews.

The golf course is no Augusta, but it is a great golf club. Quite simply, it has soul.

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By David Newbery

LET’S start at the first point of contact. A golf club receives a big tick if the pro shop employees know my name, shoe size, favourite colour, birthday and brand of equipment.

Just kidding on the last four suggestions – that would be ridiculous, right? But it makes a huge difference if the front line staff are professionally trained and friendly.

A club receives additional points if it has a well-stocked pro shop and good practice facilities (range, short-game area and putting green). It adds to the enjoyment of being a member.

That’s followed by a challenging (never tire of playing) golf course for golfers of all abilities and
a clubhouse that’s comfortable, clean and functional.

Course set up is important. Many clubs lose their base when they set out to make the course too demanding for B and C grade players and juniors.

And if it’s easy to get a tee time then the club is on a winner. A club where members are quick to volunteer their services in times of need adds to the club’s culture.

For me, a stuffy club, irrespective of its immaculate layout and condition, is a place for, well, stuffy people. I’m with Groucho Marx here. Give me friendly, down to earth members, camaraderie along with some friendly banter.

A great club is one where the management and board are open and accountable, keep members informed and continually improve facilities – on and off the course.

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By Peter Owen

A GREAT golf club generally has similar characteristics to a great company – respect for its stakeholders, transparency in its operations, competence in its performance, attention to detail and pride in its achievements.

The head professional at my club once told me the first lesson he learned when he started working in a golf shop was to memorise the names of every member, and to greet each one with a friendly ‘g’day’ whenever they came into the shop. It’s only a small thing, but it goes some way towards a club becoming ‘great’.

Members like to be trusted. They hate secrecy and can’t abide snobbish administrators with attitudes of superiority. 

A club that communicates regularly – whether by newsletters, posting timely boardroom minutes or conducting information meetings – is on the way to becoming ‘great’.

A club’s greatest asset is its membership – they’re the ones who generate the income, become ambassadors for the club, and whose behaviour and attitudes set the tone.

They need to know what’s expected of them, how to interact with visitors and fellow members, and how to look after their facilities. The club needs to set those guidelines and let the members know – not in an overbearing, school-masterly way, but in a spirit of shared understanding and respect.

A club that does all these things is likely to be a ‘great’ one – at least in the minds of those who count. The members.

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By Larry Canning

I’VE spent the best part of my adult life working in the pro shop of a golf club so I guess my view should be reasonably objective. 

I’ve seen clubs prosper and others slowly implode with decisions being made on the back of quotes like: “If they really want to join our club, they’ll pay the fee.” And there is: “We need to make some changes to keep up with the 21st century.” 

For me, it’s the answer to this simple question: “How was your day ’darl, mate, dad, mum?” 

This can be met with a myriad of responses but the hidden answer lies in the next question: “Have you booked in again next week?”

From the moment you walk into the pro shop it should be clear you’ve chosen the right facility beginning with the same well intended corny joke from the pro right through to when you’re slamming those obviously thoughtless, outdated clubs that are oblivious to your raw natural talent back into the boot of the car.

There are a bunch of factors contributing to this experience and not enough room in this column to list them but one thing is for sure – the “great club” has moved with the modern socioeconomic times and sought advice from people who know the game. 

Start with the PGA pro who hears and sees it all. If the good club has been successful then it has a great base to work from, but you’ll need changes to make it great.